E144: Do smaller teams = bigger wins?

26:31I mean that. We work with them at our brands. They have more than paid for themselves in their software. So if you want to reduce tickets by like 30 % or more, save on your SaaS bill, go into Black Friday without any chaos, give Rich Panel a shot. Just go to richpanel.com slash demo. And Amit, if you're listening, dude, that's just a terrible, terrible example of what you say to somebody when you meet them the first time. Oh, and Amit promised me there's actually a super special promo code. If you use SorryKaty, sorry, K-A-T-Y, you'll get 20 % off your subscription. Give it a shot. Okay. Well, this ties into point three.

27:13Question three I'm going to ask you guys about is, Jason, with you being so unstructured, how do you know what to prioritize and gamble on? So let's say something happens this week and you have two new things. How do you make sure each one gets the resources and how do you know which to prioritize? Well, we certainly understand that with an organization our size, things take time, right? So like things, things like roll into the queue and things fall off the queue and have to get into the queue. Sometimes they will speed up. Some certain things will speed up certain things we will slow down. But there's still like an overarching vision that we're trying to, that we're trying to accomplish.

27:53and it's, you have to have like enough wiggle room to say, okay, we're going to ramp over here and dial down over here and have the resources to do it. But I don't know. I just don't think it's that complicated. I think that's actually an interesting point. I wanted to, because I've heard Jason talk about this before. I've always been a like structured planning time so that I can kind of get in that frame of mind. and Jason, when I listen to Jason, it's like there, it's always been obvious. Like we just need to do this next. I actually think that's a fair point though, Jason, like sometimes in this game, the next move is actually pretty obvious.

28:36Like what to do next is pretty obvious. Um, I, I think that's okay. Like when people listen to this and they're thinking about, you know, if they don't have a planning process, it doesn't mean you need one, right? Like stage of business can probably dictate that and even style. Like I think what Jason's hitting on Sean is that him and Danny and Niall, like they have just a different style of running a company. Um, whereas like mine is way more like, no, I want to meet four times a year and review the last 90 days. And I want to look ahead 18 months, four times a year. So it's always rolling forward looking.

29:10Um, and that's mostly just to validate what I'm thinking. And let me just add one more thing. We're kind of in the weeds. I feel like there's just a ton of communication all the time here. There's maybe too much. We could benefit perhaps from stepping back and having things go on a more orderly cadence. But I just think in the weeds and everyone's got to plan until they get punched in the mouth. And so I just don't put – and all models are wrong. So it's just, I think you can put too much stock in that stuff and instead of just like, just get it done. You know, just get it done. Yeah, I guess I'm somewhere between Jason and Matt, right?

30:10So Matt, we don't do quarterly, you know, exec meetups or whatever. But I really set the vision of what we're going to be working on. And like, I think if I didn't do that, the company would be lost. we wouldn't accomplish as much as we accomplish. It's like, at the beginning of the year, I'm like, hey, these are the most important things. And it's like, look, a lot of stuff table stakes. We're going to make ads. We're going to sell wallets. We're going to launch new products, all that stuff. But I actually have to drill down, be like, here's a new objective that we are going to work on as a whole company.

30:41And this is going to be important. And I'm going to ask you about how you're helping this thing move along. So I'm not as structured as Matt is on that, but And, you know, Jason, you said just get stuff done. I think if I didn't make that list, people wouldn't know what to get done, right? Or like it would take, it would be more like herding cats to get them there. But I really show them the road of what we're trying to get done. Yeah. I'm the same. I think, Sean, same thing in our business. Like, Jason, what's got me thinking right now, and I don't have an answer for this, is what are the, like, the fundamentals of Hexclad?

31:15that could be product mix, channel mix, market, that allow you guys to operate this way. Because I find if I don't, like I'm with Sean, if we don't get very clear on what the most important things are in the business and set them so that the team can go and build, that it feels a bit rudderless, like sort of like not directionally correct at times. And I don't think there's a right or wrong answer here, guys. But it is making me think about like, well, what is it about Hexclad that allows Jason and Danny and team to run without these more like traditional structured rhythms? Well, it sounds like it was more heavily financialized where it's like their their gold star North Star metric is just financial models.

32:05But Jason, what do you think? Well, like you said, things just evolve over time. And this unstructured, it's obvious. To me, it's just very obvious what we have to do. And we communicate, yeah, but we don't have thousands of people. We've got like 100 corporate employees. And we communicate a lot. We have a senior leadership meeting three times a month. We have an all-hands meeting once a quarter. We have a C-level exec meeting once a week. And yeah, to me, it's very obvious. Danny and I are setting the priorities and people are out there executing. And we each have a few direct reports and they manage their teams.

33:01And away we go. yeah it is a I think like Sean I mean I'm curious about your rhythms too but like we also do a weekly exec rhythm like that's just the that is probably the most important rhythm in the business is like a two-hour meeting every Tuesday and that's kind of my like in the weeds meeting so I get I've showed Jay I could talk to Jason about this but I get like a whole pre-read document ahead of time every Monday night every exec has to put in like here's what I'm working on here's my numbers. You know, here's where I'm stuck. I get everything. 13 week cashflow, like all that stuff goes into one document.

33:37And then it's that two hour meeting every Tuesday. Sometimes it takes an hour. Sometimes it takes two. We don't do updates. We just work on stuff together. And I find that since we started this, like pre-reads with a weekly, just work on stuff, our quarterly planning cycles are a lot less intense because what Jason is saying is true. Like what we're working on is obvious. Right. Um, and then it's just, how do we communicate it out to the company? I think Jason, when I hear you talk though, it's still like, it almost makes me itchy because I'm like, well, then how do you decide like what country you're selling in next?

34:14Like, when does that happen? Is that just Tuesday? It's like, Hey, we should go sell and pans in France. Somebody go do that. There's got to be more thought than that. There's no calendar to it. There's just no calendar to it. It's an ongoing strategic discussion. One thing I will say that we have worked on improving is just sort of overall communication at the company. And it's just everything. I think all the information flows well. but yeah it's an ongoing discussion and it's pretty obvious I mean there will be like a few north stars that we think about and talk about with the whole company about what our vision for the next year or for the future etc but a lot of it is the same it's like okay we want to We want to build more products.

35:18We want to enter more markets. And over time, we decide, you know, product development is the longest, right? We've got a couple of products that have been, you know, they're years in the making. But we have actually a few big products that are years in the making. So when did we decide we want to do that product? We decided that three years ago, you know? And it's going to get done when it's going to get done. And it's like, you know, we want to put timetables and deadlines, et cetera. But we cannot defy the laws of physics either.

36:15day I'm going in there, I'm looking at my contribution margin, I'm looking at my sales breakdown, my sales by product type, and it really just starts shining a light into like the black holes of your business. Jason, what have you gotten out of Saris Analytics? Honestly, everything is at my fingertips. Our dashboards pull in from everywhere, from Shopify, from Amazon, from our ERP, from Costco, every single channel. And we go to Saris Pulse and we get our daily contribution margin reporting. We get all of our marketing metrics by channel, by category, even down to the skew. Everything is pulled in automatically.

36:48I get an email report in the morning. I go check things during the day. My entire team lives in this thing. Yeah. And everyone knows the revenue yesterday. If you ask any brand, they'll tell you what the revenue was. Maybe 20 % of brands can tell you their contribution margin and about 0 % of brands can tell you their profit for yesterday. And if you're not watching your profit on a daily or at least weekly basis, it can just get get out from under you. You know, to the Saris's team's credit, we have a daily growth dashboard sheet from probably 2018, and they're able to import all of that data.

37:21And the reason to do that is eventually Sheets just breaks. Like we ended up having three or four full-time people like maintaining this giant sheet. And Saris Analytics, by putting it into an actual database with actual data connectors and pipelines, it just makes it more future-proof. I'm going to is a real world use case. So I just had to set 2026 financial budgets. Saras Analytics made that data available in four clicks compared to 40 hours. It used to take me probably literally a week or two to like figure out what my projections for the next year could be. With Saras Analytics, I got it done in an afternoon.

37:54So it's like AI for your business knowledge. And if you want to check out Saras Analytics, that is S-A-R-A-S and see how daily precise data can transform your profitability. Sean, how do you decide then? So if you're the guy going away saying, this is what we're going to focus on next year, do you have a system or a method to that? Or is it to you also obvious? Well, I wouldn't describe it as obvious, but it just takes a lot of self-reflection and meditation. Because the question I teed up is, how do you decide what's worth gambling on? What qualifies as a strategic priority? Right. And you have to look at the weaknesses in your business.

38:38Where do you think there's opportunity left and what makes a stronger, more durable business? Right. So for several years in a row, it was product development. You know, going into 2026, product development is not one of the 12 things because we've built out that function internally. Right. But like I look at, I look at the business and then, you know, wholesale is going to be on there again. I don't think we're fully capturing what's capable in wholesale in my business. Right. We've gone from a couple million bucks a year to eight figures in three years, right? But I think it could be a nine figure side of our business.

39:09So wholesale is one of our strategic priorities again, which means it is going to take precedent. We are going to push it harder. We're going to focus on it. We don't care about the P &L of it because we think it's one of the 12 most important things in our business. Yeah. I was going to say like for you, I mean, Ridge and Peeler are similar. It's like you sell to the dude, I sell to his girlfriend or his wife. When we talk about to our other LA friend, I want to keep him nameless. But when you look at like the product channel diversification that he's got in his business, it's freaking wild, right?

39:45Like the guy's got products in every channel that you can even think of. And I keep thinking of that for us. I imagine you do too. It's like, we could be so much bigger offline. We just need to make the products and actually put effort into putting those products into the right channels. Yeah, totally. And so for the audience, I think the takeaway is there's a million different ways to run this business. Like no one's going to sit here and say HexCloud has done a bad job with strategic planning when they've gone from 20 million to$700 million or whatever. And you could take away from that the strategic planning is not very important.

40:19But the same side, if I didn't do it the way we did it at Ridge, Ridge would have gone out of business or failed, right? Like we would have got stuck somewhere along the way because the next leap for us wasn't obvious, right? Like it was very difficult to get to where these steps were. No one would have said - Your new product, I mean, your new product launches, you had some amazing different lines that I think that's something that you have done really, really well as a CEO and as a team is like really being thoughtful and having a vision for, okay, how do we just like, how do we get out of just being a wallet company?

40:56You know, that was a very specific thing to you. For us, it's very obvious. Like we're in the kitchen, you know? So like there's a, there's, it's, there's a lot of surface area. Well, and I bring up sweeps. Sweeps is a non-obvious thing. Like when we did that, that wasn't like everyone does sweepstakes now because they've seen us be really successful at it. Right. So like that was a non-obvious step that we had to do. Um, and you only find those nuggets by trying and making them strategic priorities. So Jason, internally, you guys have done a sweep the past couple of years. Yeah. Is it just you telling Connor Rowling to do it?

41:28Is that what it looks like? Well, here's an example. We just did, we are doing a different promotion this year. We're doing like a, we're doing a Thanksgiving, pre-Thanksgiving promotion. And it's not Black Friday. It's we sell things that people will use for Thanksgiving, right? So it occurred to us that we should like the types of products that are very Thanksgiving specific, like a roasting pan or a carving knife or things like that. Like people want it at Thanksgiving and we don't want to like they don't want to buy it, you know, at BFCM and then not have it for Thanksgiving. So we're doing like a separate mini promotion for that.

42:09So that was something specific to us that in the six years I've been here, we've never done before. And someone on our team had a great idea to do it.

42:21So we're always thinking about what is the next lever to drive sales? You guys were super successful with the sweepstakes. We watched you do it for multiple years. And I think we were the first copycat to do it. And we've done it two years now and it's been really good for us. Yeah. So inside the Ridge organization, what would happen is I would say, hey, we need to maximize non-peak holiday. Okay. That's where sweeps came from. We have an anniversary sale in March. We have Father's Day. We have sweeps. The goal is to get those three quarters to continue to take pressure away from Q4 because originally 70 % of our revenue was Q4 in this business.

43:06That's an impossible business to run, right? So we've over time had to move some of that volume into different quarters. So that was a strategic priority, right? So we launched the anniversary sale. Now Q1 goes from 5 % of revenue to 10 % of revenue or something like that, right? Or 15 % of revenue. Then like Father's Day, how do we maximize that? So I think HexCloud could do the same thing. I think there's more non-peak holidays to maximize. The pre-Thanksgiving deal is fantastic. And I would do Father's Day harder. I would do Mother's Day harder. I would do an Easter promo, be like, come cook a bunny or whatever people do on Easter.

43:41So that's a strategic priority I think people could focus on internally. That's right there that you're not yet a father. There's no bunny cooking on Easter. Sean's going to send his kid outside to grab the bunny, chop the head off. Go get the bunny. Okay. So let's talk about how getting exec group buy-in. All right. So for the listener, the recap so far, we're halfway through this episode. There's a bunch of different ways to plan a business, right? Don't listen to the way Ridge doesn't think it's the best. Or Matt's even way more structured than me. He has rocks and quarterly meetings and weekly exec meetings.

44:17And then Jason just shooting from the hip whenever he decides to make people do, they have to go out there and do. But how do you guys get other exec buy-in, right? Jason, when you tell people, hey, we're doing Thanksgiving promo or we're doing sweeps, How do you make sure everyone just says, like, understands it and starts doing the work? I think we talked about our senior leadership meeting that we have three times a month. And it's like the C-suite funnels down to senior leadership and senior leadership is, you know, running departments or basically department heads and people, maybe other senior people in the department.

44:55And it's like, you know, these are the priorities and each group manages how that works. Like Connor Roland has very detailed internal key priority discussions with his team all the time. So he gets it, he embraces it, and he goes with it. We have cross-functional SNOP, a lot of conversations around SNOP and sales and operations planning. So these things are just, they are built into our management structure by the teams, by each department. Niles, our COO, has done a really phenomenal job with building that. But so all these structures are in place so that when we just when we decide stuff, things things start to click.

45:47Things start we'll start to turn and they get done because we've built these structures over time. In terms of like people buying into the philosophy of what we're doing. I mean, they don't have a choice. Like they need to get it done, you know, or someone else will. Yeah. So has has there been an instance where somebody disagrees with the vision? I mean, at the CIS level, we talk about the vision and we may not always agree. I mean, ultimately, Danny's in charge, right? I mean, Danny and I, we kind of make all the decisions together, but he can overrule me. We very rarely disagree. We're kind of like on the same page 90 plus percent of the time.

46:25No, I don't really see that. I don't see that. But that's just our organization. I think you guys are a little bit different in terms of like where people have come from and their contribution and their level of authority. But yeah, it's not a democracy, guys. Corporate America is not a democracy. You know the line I use, Jason, internally? I tell people, I'm like, this is democracy, but it's run by a dictator. Right, yeah. So we can all talk about it, but at the end of the day, I will pull the card if I feel like it has to happen. I think, Sean, what you're hitting on is like there's, there is a, do you have a way to have weigh in and buy in from key people on the team?

47:12Cause I think the thing with high performers is, is like really high performers don't want to just be told, Hey, put the thing in the hole this way every day. Okay. They don't want to, like they want autonomy. They want accountability, like they're high performers. So it's, I think it's wrong to assume that you could just say jump and they'll just always say how high, Like, and in my opinion, those aren't high performers. They're just workhorses. Like, they're not independent thinkers. So you want, like, some mix of those two types of people in an organization. So, like, for me, I work, I do what Sean does.

47:44Like, I will come up with what I think are the most important things, the objectives. Like, this is how I think we get there. But that I do go to the team, like, my exec team to beat it up, right? Because, like, I hired them because they're supposed to be the better version in their job. like I go to my CFO for finance things. I'm like, am I thinking about this right? And we do debate things. But then at some point, like a decision has to be made. And typically we're pretty fast in making calls. There's very rare where I'm like, no, I'm going to override everybody. And I'm just going to say, we're going to do it this way.

48:19Or we're going to go do this thing, even though everybody else disagrees. Like I value their input, I guess would be the way to say it. But like, yeah, Jason, right? I would be the Danny in this company. And at the end of the day, like you know if i'm really high conviction on something we're doing it um yeah look and and the ceo should always hold that card the the ability to veto any any plan any project anything you see um and people hate that i'll come in and be like no this is wrong you can't do this it's like you're doing the wrong thing um i'll give you an example of a challenge so we we brought in like a like a brand manager so someone who had a bunch of creative ideas creative vision and we were lacking that.

48:59This is probably 2022. We wanted somebody to come in and try to up-level the brand, right? They did a lot of good things. They did a lot of horrible things. And one of it was they were like, they're like, they tried to redefine who our customer is, right? They were like, I've been super clear. Our customer is Ed, right? Everyday dad. And I say we should have a lot of respect and reverence for Ed, right? Ed has given us money. He's bought me my house. He's done everything for me. Ed isn't cool. And so when you hire a head of brand, They want to be cool. They're like, no, we have to go after tastemakers, right?

49:30And they put together this slide of people breakdancing and people wearing head and toe supreme being really cool. And they're like, this is our core customer. This is our avatar. This is who we're going after. I'm like, this is the dumbest thing I've ever heard in my entire life. I immediately had to shut it down and it'd be like, no, here's our customer. His name is Ed, right? Then it's explaining to the whole company that like, no, this guy's wrong. Don't listen to this. We're going to get him out of it. But go back to thinking about what we all know in our hearts that we're customers at. But yeah, look, I think it's totally normal to be button-headed with some executives about stuff, but the ability to overrule.

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52:51And I believe he said he has a weekly exec meeting. Matt, you have a two hour weekly exec meeting. I'll tell you what Ridge does and then I'd love your guys' feedback on it. Maybe we'll do it that way. So Wednesdays, we have a leadership meeting. It's our senior leader meeting. Same thing Jason does, right? There's 14 of us. We show up and we just talk about what's happening in the business. But every day we have stand up for an hour. So we don't have a really exec meeting. It happens ad hoc once every two weeks, something like that. What I have something I want to say to all those people, but most things are happening in Slack or whatever random calls.

53:23A lot of company just happens in the open on the daily stand up. And that's the way I like it. So that everybody in the company sees what everybody else is working on. So I'd love to hear how you guys are getting. I'd like to understand this daily stand up though. Like how does it work? Walk us through it. Yeah, I'm with Jason. I think it's such a unique thing that you do. I'd love to hear more about it. Yeah, and I always bring that up. And then people always say that, like, that's crazy you do that. Like, we have people come speak on it sometimes. They're like, that's crazy you do that. I think it's brilliant.

53:51I just want to know more about it. Yeah, I don't know how I could run a company without doing it, is the reality, right? So, okay, Monday, we have typically project management day. Um, so, you know, I presented a new brand we're launching to everybody and gave them the rundown of what's happening. We also talked about Slack etiquette. So like we have, uh, you know, uh, VP of AI, I can't remember his title's name, Adam, I brought him up before. Um, he comes in, uh, 30 minutes and on Monday and he's like, everybody, you're using Slack wrong. He's like, I'm going to teach you guys. This is the whole company watching him be like, this is the way you respond in threads correctly.

54:31Here's your app channel. I'm deleting all these different channels. This is really streamlining stuff. He did that on Monday. The second half of it, I explain the new brand to everybody. Tuesdays, we do what we call go-to-market review. So what is the campaigns, products, creative that we have for the next two weeks, basically? Like, hey, we have a new product launch coming. Here's all the creative for it. Here's who shot it. Here's what it looks like. Here's the goal for it. Here's the inventory we have for it. Here's the revenue targets. The back half of that hour is performance review. So we go over sales performance across all channels, what sold, what didn't sell, where we're trending, the whole thing.

55:10Wednesdays, we do operations. So we go through company-wide inventory levels. We go through what's overstocked, what's understocked, how the warehouses are doing, any issues, any red flags. That's Wednesday. on thursday we go through production updates so the products we're making how that's coming like new shipments coming in so the whole company sees like the product pipeline for three to six months what we ordered where it's showing up whatever and then friday we do like uh it's typically like a reporting day so i'll report on you know a month-to-date performance or i'll do like last month's performance we'll have wholesale talk about their objectives or we'll have the brand team show off something or whatever the product team talk.

55:55So it's like, we try to scratch every itch across the whole organization. Monday and Friday being kind of free days where we can, you know, if there's a cool new AI thing, we're demoing it on Friday, right? If we have a speaker come in, it's typically a Monday, stuff like that. So that's the way we run the whole business. And it's cut down a lot of other meetings. There's still, you know, per day, there's probably two additional meetings with different teams, but like one hour, everyone hears directly from me what I think is important and they know exactly what they should be working on. it's that's very very cool i've never seen it i think it's amazing i don't know how it scales at some point um and then the thing is like how many people need to need to know everything like getting the whole team together all the time but i mean it's i there's there's so much of it that i that i love i think it's i think it's super productive and i think being that ridge is a fully remote company, it's almost like you got to do it.

56:51I mean, kudos. Well, I think you guys should do it. Because it's like, the thing is, people always bring up, does it scale? And I'm like, yeah, look, if I had a thousand employees, it wouldn't. But do you think there's any world where we have a thousand employees anymore? It's like, no. Are you going to be doing$10 billion in revenue? It's like, the future is smaller teams doing more revenue, right? And with a smaller team, you should trust them enough that they know everything that's going on in the business, right? It's like, what this prevents is it's like, hey, the inventory team's like, hey, that thing you thought was going to show up on Tuesday, it's actually showing up Wednesday.

57:25And then in that same call, the email team's like, oh, okay, we'll move the email to Thursday then. So it gives you guys time to receive it. Bam. It's just like, those teams usually never talk in organizations, but they talk every single day for an hour. So I challenge you guys. Yeah, I love that. It's analogous to one of the things that I hate. it prevents one of the things that I hate, which is I hate all these one-on-one meetings. I think they're super unproductive and they're actually can be really detrimental because there's just a lot of that going on. These people are talking one-on-one and then they think these guys know when they don't know.

58:02And it actually hinders communication. Like I've been, and a lot of people don't agree with me about this, but I'm just like, I'm not doing one-on-one meetings anymore. I'm not scheduling a one-on-one meeting. If you want to do a drive-by and hop into my office, that's fine. or, oh, we got to do a one-off call. That's fine. But like have meetings in a group with the right people so that the information gets communicated and filtered to where it needs to go. Sean's way of solving that problem is, hey, we're a remote company every day. Everyone's just going to get on the horn for an hour and I, Sean, know what people need to know.

58:34And my teammates will tell us, tell me, okay, there's things that we want to make sure that people know. I'm going to make these people come and let everyone know. I think it's actually super interesting. I would actually be willing to test it. I think what we're doing now works reasonably well, but if we were a fully remote company, I would do it exactly the way Sean is doing it. I actually like, I think that the, number one, I think for people listening, rhythms matter. You should take that away, right? Like Sean has rhythms, Jason has rhythms, we have rhythms, like that's the takeaway. So if you have none, you should have some.

59:11I actually think, Sean, what you're making me think of with how you do it is like if I compare our structure, our rhythms, I don't see as much of the detail that you do because of the way that you do it. But I would like to see more. Like I would actually like to be like a few levels down in the weeds. Maybe not all the way and maybe not everybody all the way, but I am, you've got me questioning like, well, how could I adjust things so that more people are exposed to more of what's happening so that you just get like more inherent knowledge built faster in the team. So like everybody gets better because they're kind of more aware.

59:51And then where's the balance on that to what Jason's saying, right? Like, does everybody need to know everything all the time? Dude, you're making me, I'm like, I don't know if I'm going to try how you do it exactly, but you're definitely making me question, should we be doing, like, how do we adjust things to get more of what you've got? Yeah, look, the feedback I typically get from people is like, that's too many meetings. But what it's done is just cleared up the rest of the calendar. Jason, you hate one-on-ones. I have one one-on-one every two weeks. That is the only one-on-one meeting I'm ever in, and it's with my COO.

1:00:27It's like, look, I call Connor every day. He's my best friend. So I talk to him for an hour every single day. But we talk about everything. You know what I mean? um but yeah so i only have one one-on-one meeting on my entire calendar and a typical day i might have who meetings right it's stand up and it's one other thing and that's how most people operate so it's like you're sacrificing a lot of those small little committee meetings and it's just like we're doing it in front of everybody and also it just shows you if people are on their or not it's like are you listening like like like are you participating and then if you get any push would be like, oh, I don't want to be on this thing.

1:01:01It's like, I pay for eight hours a day. One of the hours you have to show up and listen to me talk. That's your job here. I bet you in total dollars, what got me thinking, Sean, is if you were to put a dollar amount on that daily standup, if everybody's hourly rate was displayed, it's like, this is how much this meeting is worth right now. Every day, this is the standup. This is the dollar amount that it costs to run this thing. And you can't do it. But I bet you, if you were to compare that to how any other company does it, it would look just as expensive with all the other meetings that those people have that you're saving by just doing one big one.

1:01:35I don't think it's better or worse. I actually just think clearly it works for you guys. And I think there's a lot of lessons for everybody to take from it. Yeah. Anyway, so that's how we get information across the whole organization, right? Like I never, we never send emails like to each other. Like, you know, that's an old school thing, like an email from the CEO. We don't do that either. Yeah. at all or whatever. It's like, look, if I'm going to talk to everybody, it's going to be on the daily standup or I'll at channel Slack if something's urgent. So that's how we're getting information across.

1:02:08We do a weekly, like on Wednesdays, I think there's like an all-hands huddle. So it's like 15 to 30 minutes on anything that's really important that everybody needs to be updated weekly in the whole company. Everybody has to join globally. And then we do a monthly all-hands, but I think we probably only do 10 of them a year. So there's like some times of the year where seasonally we just adjust. So it's like maybe every, it's like a six week gap in between all hands. Similar to Jason. We're like, that's an hour. All the leadership team is presenting like past quarter or past month. And then kind of like what's currently, what's like, what's priority?

1:02:46What are we all working on? But man, I, dude, you, I'm, my, my brain's going to rattle a bit on this. How do we get more people and more informed more frequently? Well, look, I'm glad we landed the plan somewhere people have a positive thing to take away. Guys, we will get to the other three questions at a later date. Today's episode was all about what does an executive do? How does an executive come up with ideas? And how do they communicate those ideas across the business? We have three, four, five more questions to get through, but we're going to do that in maybe next week's episode. So stick around to the Operators Podcast.

1:03:21Okay. Thank you. listen to the operators podcast we have a newsletter we have a partnership with ecom fuel you're going to go ahead and join that forum if you want to talk about e-commerce with cool awesome professionals we have amazing sponsors like revo we have north beam we have postscript we have serious analytics we have fulfill we have rich panel a bunch of great sponsors we have spinoff shows more stuff coming we have aaron who is running the ship over here talk to you guys later. Goodbye.