00:00:00.000The future of work is, like, even for our team, like, part of the culture that we've built is, like, you sit at your desk when you need to be at your desk.
00:00:06.860You want to be at home? You be at home. You need to get work done, whatever it is.
00:00:09.380There's not this, like, you need to be in this seat, you know, until 6 p.m.
00:00:12.720And if I'm walking around, like, that's it. It is a weird idea, but there's a lot of companies that do it.
00:12:28.520We have one full big office, which is where our engineering team is, which is in St. Petersburg.
00:12:33.360And then we have folks in Peru, Colombia, Philippines, Africa, Canada, all over the world that are actually helping with all other facets of the operational side of the business, the data enrichment side of the business, all the things that have to play into that, too.
00:12:47.680And that's where you can actually diversify and then build out those core components.
00:12:50.860And what we did with each of those locations
00:12:53.380was we found somebody who actually held on to those values
00:12:56.520and then let them hire folks around that.
00:12:58.620Oh, like the ambassador for that area.
00:13:00.200And then you just look at folks that have had the experience
00:13:03.040of being able to build out those teams.
00:13:25.080If you know who's accountable for what and you have the right goals on them, then it's easy for you to say, well, let me make sure I'm communicating with the right people to make sure I can get my goals done.
00:13:31.380Then I have to set the right process to make sure that I'm not just having to focus and rely only on communication.
00:13:35.960If you had to hire those people locally in Boston, it wouldn't happen.
00:18:54.420It used to be, go back a year ago, and we were in this tiny room where we were all packed like sardines in there, and we can just talk and everyone just knew it.
00:19:53.840And what I've done is I've changed my role, which used to be, I'd say, 30% to 50% execution because I was still doing a lot of those, a lot of the things in the business just a year, year and a half ago, to now it's purely leadership management, like virtually no execution other than like keeping relationships alive with like, you know, investors and, you know, some of the things that key partners, executive sponsorship, things like that.
00:20:14.960But so my job now is I just spend a lot more time
00:27:32.140I've had an executive coach almost my whole career.
00:27:34.740You know, you just want to have somebody that's outside.
00:27:36.480And also, you know, you probably noticed this, too.
00:27:38.980A lot of your friends end up being in similar positions, you know, like we were seeing Patrick, you know, before, right?
00:27:42.720You know, like you sort of work around the same circle where there's a lot of folks going through either the same problems or a lot of my friends have, you know, had much larger companies.
00:27:50.260So those are good people to build data points off of to help you make decisions.
00:27:53.960but my coaches have ranged from like more general executive coaches, right? That I've almost
00:28:01.220considered like work therapy, you know, to like structural, you know, coaches as well.
00:36:00.880And so what we're doing is we're investing a lot of time and effort and bringing in resources right now to help with the onboarding, to help with setting up the recruiting.
00:36:08.440And again, the teams are being built, so a lot of that information is just getting codified now into a written or visual or auditory format.
00:36:15.880But you're doing that, and you anticipate, like, you know.