Ryan Blair

And I'd move in, I'd cut people as fast as I possibly could. And I'd cut all the fat out of the business. All right, stop for a second. How do you ascertain who's talented, who's not? 50% of every company is operating, I'm sorry, 100% of every company is operating at some number under 100% productivity. Mm-hmm. If they need a turnaround, they're probably at less than 50% productivity.

And I'd move in, I'd cut people as fast as I possibly could. And I'd cut all the fat out of the business. All right, stop for a second. How do you ascertain who's talented, who's not? 50% of every company is operating, I'm sorry, 100% of every company is operating at some number under 100% productivity. Mm-hmm. If they need a turnaround, they're probably at less than 50% productivity.

So I'm going to get in there and I'm going to cut 50% of the staff out right away, essentialize the business, prioritize it, and drive it as hard as I possibly can.

So I'm going to get in there and I'm going to cut 50% of the staff out right away, essentialize the business, prioritize it, and drive it as hard as I possibly can.

So I'm going to get in there and I'm going to cut 50% of the staff out right away, essentialize the business, prioritize it, and drive it as hard as I possibly can.

I'm looking for work ethic, first and foremost. In a turnaround, we all need to work 10 hours a day, six days a week, minimum, right? So it's really, in a turnaround, it's nine by nine by six. And so who's willing to join me? Nine by nine by six. I'm willing to incent them to do this though. So I'm willing to pay overtime. I'm willing to carve them in on equity.

I'm looking for work ethic, first and foremost. In a turnaround, we all need to work 10 hours a day, six days a week, minimum, right? So it's really, in a turnaround, it's nine by nine by six. And so who's willing to join me? Nine by nine by six. I'm willing to incent them to do this though. So I'm willing to pay overtime. I'm willing to carve them in on equity.

I'm looking for work ethic, first and foremost. In a turnaround, we all need to work 10 hours a day, six days a week, minimum, right? So it's really, in a turnaround, it's nine by nine by six. And so who's willing to join me? Nine by nine by six. I'm willing to incent them to do this though. So I'm willing to pay overtime. I'm willing to carve them in on equity.

I'm willing to put bonuses on the table, but we got to be all hands on deck because we have to stop the bleeding. And that's what we're doing. Day one is we're stopping the bleeding and it's going to take tough decisions. We're going to have to get rid of people we love, but we got to stop the bleeding. That's the first step that you do in a turnaround. Okay, perfect.

I'm willing to put bonuses on the table, but we got to be all hands on deck because we have to stop the bleeding. And that's what we're doing. Day one is we're stopping the bleeding and it's going to take tough decisions. We're going to have to get rid of people we love, but we got to stop the bleeding. That's the first step that you do in a turnaround. Okay, perfect.

I'm willing to put bonuses on the table, but we got to be all hands on deck because we have to stop the bleeding. And that's what we're doing. Day one is we're stopping the bleeding and it's going to take tough decisions. We're going to have to get rid of people we love, but we got to stop the bleeding. That's the first step that you do in a turnaround. Okay, perfect.

So we got our people scored away. Nice. I like that. Yeah. People, programs, products, you know, you're cutting everything you possibly can. Anything doesn't matter. You're looking at everything.

So we got our people scored away. Nice. I like that. Yeah. People, programs, products, you know, you're cutting everything you possibly can. Anything doesn't matter. You're looking at everything.

So we got our people scored away. Nice. I like that. Yeah. People, programs, products, you know, you're cutting everything you possibly can. Anything doesn't matter. You're looking at everything.

Yeah, when you're in the middle of a turnaround, the mistakes that I have made is that the entrenched people will fight to keep the resources, to keep the team members, to keep their spend high. People love spending money. No one loves saving money, right? It's not fun to save money. It's fun to spend it.

Yeah, when you're in the middle of a turnaround, the mistakes that I have made is that the entrenched people will fight to keep the resources, to keep the team members, to keep their spend high. People love spending money. No one loves saving money, right? It's not fun to save money. It's fun to spend it.

Yeah, when you're in the middle of a turnaround, the mistakes that I have made is that the entrenched people will fight to keep the resources, to keep the team members, to keep their spend high. People love spending money. No one loves saving money, right? It's not fun to save money. It's fun to spend it.

So you have to take it from a spend money culture to a save money culture, and not everybody's going to be along for the ride. So for example, there's a company that I've been very close to that raised over $500 million. And they were a spend money culture. Now they have to turn into a save money culture. That is a very hard shift for a company to do.

So you have to take it from a spend money culture to a save money culture, and not everybody's going to be along for the ride. So for example, there's a company that I've been very close to that raised over $500 million. And they were a spend money culture. Now they have to turn into a save money culture. That is a very hard shift for a company to do.

So you have to take it from a spend money culture to a save money culture, and not everybody's going to be along for the ride. So for example, there's a company that I've been very close to that raised over $500 million. And they were a spend money culture. Now they have to turn into a save money culture. That is a very hard shift for a company to do.