Steve Pokras

First, as anyone who's in a high growth company, you look at your org chart from a few years ago compared to what it is now, and you get blown away about how all this happened.

I interviewed every single one of these people when they came on board.

There were a bunch of things that I think really set us apart.

So one is every member of this leadership team that I've hired over the last six years, we have had 0% turnover.

That gives an incredible competitive advantage.

They are also built for growing a much larger organization than I currently have.

So we don't spend time on turnover.

We don't spend time on having to recruit every year.

They get to do everything.

We've lost one person who we didn't want to lose over the last year.

We lose an average of two people per year.

That retention gives us such scale and such ability to focus on the bigger challenges for our customers and for our product than anything else.

Everyone in these top people who then hired a bunch of other people came from my referral network and people that I stayed in touch with over the years.

They were the best of the best that I'd worked with.

And networking was one of my biggest keys is staying in touch with people that you like along the way so that they're there and they're available for the moment that you can actually afford to hire them or you have room for them.

And then I think the other thing about looking at a bunch of people in boxes that I find interesting is these all used to there used to be any drop downs.

So every single one of these people that you're hiring at a certain stage of your client and this is really kind of like a.

zero to 10 million type of, of org chart.

Every person that you're buying, that you're bringing on board is an explorer.

They're creating their own job rec.