But we've been able to maneuver what I would consider pretty successfully through this, but it has not been fun. So there's that. And I would say that, you know, when you're starting a company from pretty much nothing, you don't know what you're gonna, you know, there's different iterations of the company. And as the company grows, the company needs more resources. So I would say that we tried our best as we started to bring in the very best people we could. But the reality is we were a very small company. And then in the big scheme of things, we're still a relatively small company... but in our world and our industry were, you know, more of a midsize I guess? And it's important to think like a big company. So if you're going to scale a company, you cannot think mom and pop to scale. So things like gut feel... which you can always lean on intuition, but you can't make decisions in a scaled environment because of our gut feeling. We have to look at the data and we have to be able to quickly have access to the data, open transparency, and be able to make quick decisions. And I think that going back to 2001, if we had a little bit of a big boy mentality, we would have maybe gotten there a little bit faster. I mean, we're a 19-year-old company and I think that I'm proud of our success, but I think that that mentality would have served us well. And now, we're having to retrain some of the ways we think, and it's hard. It's like breaking old habits and changing the way we think and the way we behave and act. And I think that if we had been like that more from the very beginning, we would be able to bypass that changing our neural pathways. Marshall Atkinson Yeah. It's hard to turn the battleship. Jordy Gamson Yeah. Marshall Atkinson If you were thinking about that, would that be the people that you're hiring? Would that be your structure? Would that be investing in technology? Or a better operating system sooner? You know, for somebody listening, I want them to get what tactical thing would you probably invest more time and resources in. Jordy Gamson All of everything you just said. And we do, and we do that. However, you know, at some point you have to prioritize and at some point, you have to pull triggers and I think that that's where having that global mentality would make it. We're a sales and marketing organization first. And that's what we became the day we started, and we will always be that -- that's in our DNA. So going out winning business, doing biz dev, building relationships, high touch, high service, that's what we built our success on and that's who we are as a company. To scale that requires constant evolution of all those things you just mentioned.
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