Scott Gerber

I mean, I would say, listen, there's always going to be somebody, for example, that is a wrong fit, that joined, that we thought would be a great member, and they just simply weren't membership organization, you know, already.

It's just not a need they had.

In that case, it sort of is what it is.

Everybody's happy.

Bygones be bygones.

You let go.

And then there's some times where, you know, somebody feels like we dropped the ball because maybe we didn't do an introduction in as timely a fashion as they expected, or an expectation was

set or not set, and it didn't get met or delivered in the way, again, that the party decided was fashionable for them.

So I think it's the reality of just, again, being human.

I think what you mentioned earlier about this idea of SaaS and conversion, I think we have ended up in this world where metrics and numbers and

Moving growth hacking percentages a quarter of a quarter of a quarter of a point is more important than realizing that those quarters of a point represent human beings and actions that they are going to take influence other human beings.

And when you fundamentally understand that everything you do is human, whether it's because you're coding a product or ultimately because you're a restaurateur, a bar for max efficiency in a physical location, there's always going to be human interest involved in every aspect of that.

I think that's where most people get lost.

because they think scale, scale, scale, and not scale with intention and scale with personalization.

Never Eat Alone by Keith Ferrazzi.

I'm often wowed by many of them, but actually.

Yeah, pick a child, right?

Yeah.

It's hard for me to say this one or that one is better or I'm studying.

What I'll say is I'm very intrigued by the WeWork business model.