Steven Pope

So you have to train employees and teach them everything that you need them to know so they can perform.

And there's an old conversation between a CFO and a CEO.

And it's really the defense versus offense question here.

And I choose to train my employees so well they could go anywhere they want after working at My Amazon Guy.

It makes the talent here super valuable.

It's a selling point to join my company.

It's reputation enhancing.

Our reputation is so good that a lot of agencies try and poach our people.

Now, what those other agencies don't know is that we have a calculation on what to retain, how to retain, who to retain, when to retain.

And so chances are a lot of the people that were losing on the churn to these other agencies weren't as valuable as these other agencies are paying for.

So they're going to be overpaying for this talent pool.

And I created an intern model that allows me to take somebody with zero experience and get them to superstar status quickly.

And I also know what personality profiles and traits will allow me to find this sort of person, put them into an environment where we're training nonstop.

If you have an agency and are not staffing to 110 to 120%, the second you lose all

10% of your staff to whatever, maybe three brand managers quit on a Friday and they were managing 20, 30 accounts or whatever it was, you're screwed.

And so you have to have a lot of talent in waiting because people quit all the time for all kinds of reasons, financial, health, family, you name it.

I've seen it all.

So retaining employees is really tricky.

And I have employees that have been with me six years.

I want to be clear about that.