Will Schroter

Well, no, I just signed up like a few days earlier.

Total flow.

Oh, okay.

I didn't even get onboarded yet.

And so remember, I came from a large professional services organization.

And when you've got $10 million a month worth of payroll, the utilization of your staff, how many hours that they have available versus how many they bill is all you care about.

I mean, you track that down to a fraction of a decimal point because it's so important.

Here's what was broken in their economics.

They had 400 people that were full-time billing at 75% capacity.

You work that backward, that means they have 100 people billing at 0% capacity.

Big problem.

Bigger problem is no one knew it.

They just didn't have the management in kind of their arms around.

That was a big part of the problem.

The company grew so fast, which is incredibly 100% toward Marin's credit, which, you know, it's very hard to do.

But the problem was it grew so fast that there was nobody kind of stepping in saying like, dude, we can't hire 10 more people.

We still have to fully utilize the people that we hired last month.

But when things are constantly growing up into the right and everyone's telling you what a great job you're doing, there's often not kind of that voice that's saying, hey, maybe we're doing some things wrong here.

We have W-2 folks now.

It's not a problem.