A Search Fund Journey to $350m

That's exactly right. And it's also about finding the person who wants to do this work. They're not looking at it as strictly a wage conversation with you.

They're looking at as, yes, I need to make a living wa but also I want to help people. And we've done a lot of work to figure out like what the Persona of that individual is. Because, you know, someone can go work at Target and make the same amount of money that they may work, may get out of bound.

So back to your day to day and what keeps you up at night. Yeah, you're having 6,000 interactions a day is this and, and you. And so the division of responsibilities here between you and your brother are he's CEO, so more external facing, your president, so more internal facing. So these 6,000 interactions are really your purview.

Please remind him of that if you ever talk to him.

How are, how's that going for you?

It's been a journey. In the beginning, I made it a point to learn about every single thing that was going wrong with those at the time. You know, 1500 interactions and making it my mission to help improve that.

Obviously that's not scalable. And as we've grown, as any leader would say, it's about hiring and developing the right people to be able to do that. And so you're trusting that the work is happening and that the issues that are actually making their way to me are fewer, more severe, but fewer.

And I'm very proud. I think probably the thing I'm most proud of is the team we have here at Abound and how much they care about the work they do. And so I feel very good most days about those 6,000 interactions because I know the team behind them knows what they're doing and is doing it because they care. And you can't.

When someone wants to do this work and they care so deeply about it, there's nothing that matches that level of commitment to their job. You know, especially coming from financial services in the beer industry, like, yeah, you love your work, but this is like a different passion set. And so my day to day has evolved from, you know, knowing what's going on in, in detail to how do I support my…

And that's been an evolution for terms of my leadership style. I'm a very hands on person. So it's been, there's been friction internally for me, like, do I really need to get involved in that and how do I figure out at an enterprise level what's happening in the home so I, I can feel good about the care we're delivering.

I mean, at 6,000 people in the field a day, you are beyond a small business at this point. And so you as president are probably pretty well outside the operations at this point. The operations that we refer to at the top that you enjoy.