Steve Pokras

And so I went out and recruited her before she could finish business school to come over to the new startup that I'd taken over.

And we had a head of customer success that just wasn't cutting it.

And I gave Zoe head of customer success role after having managed zero people in her entire life.

She now runs 20 people, which is half of my company, having never done so before.

And she grew up through the organization.

And so the way that we got there was I had a big decision to make when we first came on board.

If you're going to build a strategy about hiring top talent that's flexible and passionate,

But has never done it before.

You need to give them a lot more resources.

So I had a budget where I could choose one salesperson or an executive coach to support all my new leaders on my first year.

And I chose an executive coach to coach up that team so they could do all of these things.

So that's where strategy gets made and some of the things that you don't do as much as the things that you do do.

And I think that is really one of the major, the most important success features in growing us 700% over the last couple of years.

And so Nathan just came in the room.

So I'm going to talk about how I didn't talk about the first point and the third point that you added.

Sorry, but I did nail the point.

I think I talked about him a little bit.

So this is how we scale the team.

And I'm happy to talk about contractors and scaling as well.

And I would love to talk about marketplace and business models anytime.