Ted Dhanik

So we did like seven interviews for a lot of candidates and that we'd find the right people. We use Craigslist a lot back in the days and there are a lot of recruiters that you'd hire. We hire recruiters in-house. would hire recruiters in house and that would be the best way to attract talent.

So we did like seven interviews for a lot of candidates and that we'd find the right people. We use Craigslist a lot back in the days and there are a lot of recruiters that you'd hire. We hire recruiters in-house. would hire recruiters in house and that would be the best way to attract talent.

But typically we'd go after competitors and people that work for competitors that have a track record or people that have existing experience in the same industry because we really don't want to pave roads again and teach people the whole framework of the business because we wanted to run fast, right? And when you want to run fast, you want to hire somebody that knows what you do already.

But typically we'd go after competitors and people that work for competitors that have a track record or people that have existing experience in the same industry because we really don't want to pave roads again and teach people the whole framework of the business because we wanted to run fast, right? And when you want to run fast, you want to hire somebody that knows what you do already.

Well, you know, there's two states of mind. Like one person will say, and I've talked to a lot of CEOs because I'm in these really awesome masterminds that you created. And I keynote at some of those. So it's really exciting. So I met, you know, we were mentoring these seven figure and eight figure company CEOs for years. And, you know, they had asked the same question. When is it time?

Well, you know, there's two states of mind. Like one person will say, and I've talked to a lot of CEOs because I'm in these really awesome masterminds that you created. And I keynote at some of those. So it's really exciting. So I met, you know, we were mentoring these seven figure and eight figure company CEOs for years. And, you know, they had asked the same question. When is it time?

A lot of times people say, you know, when you hit this apex or when you hit this wall of revenue and you need more financing or something, instead of raising financing, you could sell the company. That's one. But I like the other side when you're when you are in rocket ship mode and when you're growing as fast as or faster than you ever have.

A lot of times people say, you know, when you hit this apex or when you hit this wall of revenue and you need more financing or something, instead of raising financing, you could sell the company. That's one. But I like the other side when you're when you are in rocket ship mode and when you're growing as fast as or faster than you ever have.

I think that's a good time to consider a sale because you're adding a lot of value to someone by giving them a rocket ship instead of giving them something that's potentially going to become stale over time.

I think that's a good time to consider a sale because you're adding a lot of value to someone by giving them a rocket ship instead of giving them something that's potentially going to become stale over time.

You know, it's a natural progression. I didn't anticipate doing that for, you know, it wasn't my like mission in life. It was really, I saw an opportunity and I had the experience and background. I built self-serve kiosks and monetization solutions. I was head of business development and revenue at Lower My Bills.

You know, it's a natural progression. I didn't anticipate doing that for, you know, it wasn't my like mission in life. It was really, I saw an opportunity and I had the experience and background. I built self-serve kiosks and monetization solutions. I was head of business development and revenue at Lower My Bills.

So I did that stuff there and I did really well and it monetized well and it drove it to, you know, over a million dollars a day in revenue. And then at MySpace towards the end, I was tasked with something similar. We had 7 billion ads a day and we needed to build a self-serve platform. It was called MyAds and I had a lot of input on that as well.

So I did that stuff there and I did really well and it monetized well and it drove it to, you know, over a million dollars a day in revenue. And then at MySpace towards the end, I was tasked with something similar. We had 7 billion ads a day and we needed to build a self-serve platform. It was called MyAds and I had a lot of input on that as well.

So from that standpoint, I saw, you know, I saw the opportunity and I said, you know, there's another way to monetize this better and I know how to do it. So I'm going to leave and I'm going to start this business. You know, I didn't, voluntarily leave, we got left at the end of that because the contracts expired in 2008 and it was time to go at MySpace.

So from that standpoint, I saw, you know, I saw the opportunity and I said, you know, there's another way to monetize this better and I know how to do it. So I'm going to leave and I'm going to start this business. You know, I didn't, voluntarily leave, we got left at the end of that because the contracts expired in 2008 and it was time to go at MySpace.

We had a run and now Rupert Murdoch continued destroying the business and he did. We started doing whatever we all needed to do. A lot of us retired, but I said, there is a huge opportunity here. I have the experience. Let's build a business out of it. And that's what I did. And within 60 to 90 days of starting the business, we started to crush. So it was a good opportunity.

We had a run and now Rupert Murdoch continued destroying the business and he did. We started doing whatever we all needed to do. A lot of us retired, but I said, there is a huge opportunity here. I have the experience. Let's build a business out of it. And that's what I did. And within 60 to 90 days of starting the business, we started to crush. So it was a good opportunity.

And then from there, I learned a lot, too. I always look for places where I have some intelligence, when I have some experience, and I can see an entry point. I can add some value here.

And then from there, I learned a lot, too. I always look for places where I have some intelligence, when I have some experience, and I can see an entry point. I can add some value here.