How Recruiters Are Using Automation to Win Clients Faster With Patrick Barbour

Episode Transcript
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Pete Newsome (00:00):
You're listening to the Hire Calling Podcast,
your source for all thingshiring, staffing and recruiting.
I'm Pete Newsome, and my guesttoday is Patrick Barber, who I
have not known very long at all,but wasted no time inviting him
to come on the podcast becauseof what he's doing Super
innovative stuff.
Patrick, how are you today?

Patrick Barbour (00:17):
I'm good, Pete.
Thanks for having me on.

Oh, man, immediately when we connected on
LinkedIn, I said this issomeone that I need to speak
with live, and may as well do itpublicly, because you are doing
something that is so unique, isso timely that I wanted to be
able to talk about it and shareit to whoever is interested,
which would be a pretty bigaudience of people, whether they
realize it or not.

(00:39):
But before we get into too muchdetail, you're the president of
a staffing company and RecStack, which we'll talk about in a
minute, but share a little bitabout your background in
recruiting and staffing beforewe get too deep into what we're
really here to talk about.

Yeah, absolutely.
Thanks, pete.
So my background is actually inthe oil and gas industry.
I worked as a project managerrunning large capital projects
for about 10 years managerrunning large capital projects
for about 10 years.
In 2017, I decided to exit thecorporate life and start, at the
time, an industrial staffingcompany supplying skilled craft
labor to oil and gas projects.

(01:14):
That has since matured into adirect hire recruiting agency
that specializes in placingengineers, superintendents,
project managers in the oil andgas and commercial construction
industries.
But over the last two and ahalf years, we also developed a
platform that allows us toleverage AI and automation
primarily for businessdevelopment for our own

(01:35):
recruiting agency, and that'sreally matured over the last 18
to 24 months, where we're nowhelping other people leverage
the same technology to do thesame for their business.
In a nutshell, obviouslythere's a lot of detail in
between there, but that's CliffNotes version, if you will.

That's great, I appreciate it.
So SearchNow, is your staffingbusiness still thriving, still
going, of course?
How's the market right now?

Yeah, the market our niche specifically is
very, very strong.
Obviously there's been somerelatively significant political
shifts, at least in the UnitedStates as it relates to the oil
and gas industry, which hasbenefited us significantly, and
so we are fairly busy.
Although, being a founder ofRekstack and getting to work
with other agency owners who arein various niches, I would say

(02:19):
that's probably not necessarilytrue for all niches in
recruiting, so it's a bit of amixed bag and it just depends on
where you're at, and yeah, sothere's been a lot going on
politically.

I didn't notice.

I didn't notice .

Yeah.

I'll send you some links after the show and
get you read in on all that.
Yeah.

I appreciate that.
Bring me up to speed.
Yeah, that's a great point thatyou make, though, as those I've
talked to peers around thecountry, it really depends on
are you in the right industryright now?
Do you have the right niche?
And you certainly do.
I mean.
That goes without saying, Ithink, for anyone who does pay
attention to what's going on atany level.
So congrats on that for sure.
I'm in Central Florida.

(02:56):
We recruit nationally, but it'sgenerally corporate positions
and here where we are, thehospitality industry is so big,
has been hit pretty hardrecently with limited travel,
and so I wouldn't say it's feastor famine.
But, depending on the industry,we're seeing either
celebrations or some concernright now that hopefully won't

(03:17):
last very long.
I think we're heading to a goodspot.

No doubt I agree, and I think the other
thing, obviously, demand in aniche is what everybody focuses
on and that definitely should beyour primary demand, I think,
when you're evaluating yourniche or if you're starting out
looking to get into a niche,picking a niche.
But the other thing that I thinka lot of people miss is really
understanding the nuance of theniche that you are wanting to

(03:42):
show up in and the channels andmethods in which you're using
business development.
Right so, different channelswill work different for work
better or worse depending on thematurity of the industry or the
companies themselves, thebudgets they have for internal
infrastructure.
So cold email this shows up alot, right?
So if your target market isenterprise level businesses,

(04:03):
folks who, companies that, let'ssay, can afford $50,000 a month
for firewall software, you'repretty much not going to be
successful cold emailing thosecompanies.
Right so that typically I workwith a lot of different founders
and sometimes one of the veryfirst conversations that we have
is that, specifically because Iwant to make sure that we're
not going to be trying to knockon a door through a channel that

(04:24):
I have some relative certaintythat it's not going to work, and
a lot of people don't thinkabout that specifically.

I agree 100% and I've experienced that firsthand.
When we turned to digitalmarketing about six years ago,
it was something that, as youprobably are familiar with, our
industry staffing industry inparticular hasn't embraced, like
many industries have.
I tend to go all in on thingsif I discover something that I
find attractive.
I suspect you do too, and fellin love with the power of

(04:51):
digital marketing, but what Iquickly realized is we could
primarily leverage that toattract SMB clients, not
enterprise organizations.
To your point, they're nevergoing to get on Google and
figure out how to find astaffing company.
They have a line of 50 out thedoor if they're a name brand or
a sizable employer at all.
It's really wise that you wouldapproach it that way, and it

(05:12):
resonates with me and anyonewho's tried to do something
different in terms of businessdevelopment and how they go
about prospecting.
You really have to understandthe audience and how they're
going to receive the message andthe medium that you can use, or
it'll be a disaster prettyquickly.

No doubt about it.
No doubt about it.
Yeah, and it's surprisingly itseems to be an area where a lot
of people are not reallythinking and paying attention to
.
I'll talk to folks who I justtalked to, somebody recently who
specializes in placing CPAs inaccounting, which is notoriously
what I would consider to be asupply-constrained niche.
I would say right now, themajority of recruiting niches

(05:48):
are demand-constrained, meaningit's much harder to get the
client than it is the candidate.
That niche specifically, I think, is completely the other way
around.
You can, with your eyes closed,run into 100 different
accounting firms who would hirea CPA on the spot.
If you can deliver that, thenyou would be in business.
But finding the candidates andattacking it that way, and so

(06:08):
when I presented it to them thatway, leading with a candidate
and how we do that, what are thenuances around those candidates
specifically that typicallykeep their butts in the same
seats for a long period of time,and what are the things that
typically move the needle forthose candidates to get them
even remotely interested inmaking a move?
And then focusing on thatprimarily thinking about it
through those lenses, I think isalso important.

(06:30):
It's not just do these peopleneed me or not.
There's usually more layers tothe onion?

There absolutely is, and it's clear that you've
spent a lot of time thinkingabout this and that firsthand
experience right, because youdon't just show up and figure
these things out.
They're not necessarilyintuitive.
You have to know the market andthen you have to know, or I'll
say, have some experienceapproaching the market and
getting feedback along the way,and the more reps you get at
that, the better yourinformation is going to be and

(06:55):
then you can apply it.
But again, our industry this isa good segue to start talking
about AI is very tried and truein how we've done things, and I
started the same way.
My company's 20 years old now.
But the industry when I startedhadn't changed much.
In the previous 20, 30 years itwas being local knocking on

(07:16):
doors, shaking hands, kissingbabies, making lots of phone
calls, traditional sales, takingpeople out, doing that whole
thing.
And it is a relationship-basedbusiness because it's difficult
to differentiate yourself fromone competitor to the next.
We all have access to the samecanopool, we use largely the
same tools, although I'll caveatthat by saying that it's
changing rapidly right now thetools that we use but

(07:39):
historically we've all kind ofhad the same offering and so you
really had to differentiateyourself based on the individual
relationships.
I think that's changing atlightning pace right now.
What's your take on that?

Yeah, I agree, and we've actually seen evidence
of this in other recruitingmarkets.
The UK is a great place to goand find that, where the
commoditization phenomenon ofrecruiting and staffing has been
a race to the bottom, whereit's super transactional, it's
people just basically pushingresumes across an email, so on
and so forth.
And I would say, generallyspeaking, right now, even today,

(08:12):
as we're recording this, may20th 2025, there are AI agents
and platforms out there, atleast from the transactional
part of recruiting, and when Isay transactional part, I'm
talking about creating candidatemarket maps, lead scoring those
candidates against somerequirements to some degree,
creating copy that then reachesout to those candidates and
sequencing it in omni-channel.

(08:34):
All of that today can be doneby AI, and probably better than
you and me, and done at a higherlevel and more consistent, and
so on and so forth.
And hiring managers, companies,p&l, people that are managing
P&Ls within an organization.
Some are aware that it exists,some probably suspect that it
might be out there, but I wouldsay that it's still fairly early

(08:55):
.
At some point, though, thattoothpaste is going to be out of
the tube, and so, as recruiters, as agency owners, you really
have to start thinking aboutwhat is going to allow a hiring
manager, a business leader, tomake a your network and pool of
candidates, bench of candidates,et cetera, et cetera.
I think that the value of thatis significantly diminishing as

(09:33):
we move forward with AI andother technology suites is
helping and assisting thoseleaders solve problems, not only
the actual recruiting andtransactional part of getting
candidates and butts in seats intheir organization, but helping
them solve problems upstream ofrecruiting that they're having

(09:56):
to figure out before they reachout to Pete or Patrick to help
fill that role.
So things like employer brandreputation, load leveling a
department with making sure thatthey have the right headcount
requirement based on companydemand, slas these sorts of
things I think really will helpto justify and build the value,
continue to build the value orsustain the value that those

(10:19):
leaders would see in investingmoney in a service like that see
in investing money in a servicelike that.

I agree, that's very well said, and you
mentioned the toothpaste beingout of the tube.
I think it's out of the tubeand hardly anyone realizes it.
Yeah, I almost feel likechicken little when we start
talking about AI, where, again,maybe it's my OCD passive nature
, where, once I latch ontosomething, I tend to go deep.
And I've been going deeper anddeeper in AI since Sam Altman

(10:49):
put out his first tweet.
I think it was late November,was that 2022?
Which seems crazy, right, howlong ago.
It was now saying hey, checkout this new product we just
launched, right, and that wasChatGPT, of course, and I just
happened to see the tweet withinan hour of him putting it out
and went okay, the world willnever be the same again.
And that was just the tip ofthe iceberg.

(11:11):
So, as I've gone deeper, as I'veadopted tools, even recently,
that didn't exist a few monthsago, right, these things are
changing so fast.
I look around and I don't thinkmost people are reacting to a
significant enough degree towhat's happening right now.
I want to get your opinion onthat and if you agree and I

(11:32):
suspect you probably do why isthat?
What do you attribute that to?
Because it's something I findcurious.
I want to get more into thedetails of Rackstack, and let's
do that, but just on AI ingeneral.
I think it is going to changethe job market so fast, so
significantly, and we're justnot taking it seriously enough.

You're spot on.
It is happening and I think themain reason is not due to a
lack of ignorance.
I think that at leastrecruiters anyways, I think the
majority of them realize andrecognize that AI is for real.
It is changing the game.
I think the constraint withmost folks is just a lack of
really knowing anything about it, or knowing where to begin and

(12:12):
how to dig in and not spin theirwheels and get overwhelmed and
that sort of thing.
The bottom line and this is notto segue too soon into RekStack,
but this was one of theproblems that we wanted to solve
with RekStack in thatrecruiters, we don't make our
money by fiddling with shinyobjects and AI and technology.
They're a tool that we use tohelp fuel an actual business

(12:32):
motion.
But recruiters actually maketheir money by building
relationships, havingconversations with clients and
candidates and attending eventsand doing lunch and learns and
this sort of thing right,getting deals done, and so
that's primarily, I think, formost recruiters.
That's where their skillsetlies right.
That's where they're reallystrong in.
Some folks have the ability todabble and develop additional

(12:52):
expertises and leveragingdifferent tech stacks and
platforms and what have you.
But by and large, I would saythat's not the case for most
recruiters and because of that,because there's just a big
question mark around it, itbecomes like this paralyzing
effect where they just don't,they freeze up, they don't know
where to go, they don't knowwhat to say, and then you have
some folks who really go like.
The recruiters that understandhow to leverage AI will be able

(13:13):
to produce far more than thosethat don't.
And yeah, at some point we'lllikely be able to run circles
around.
And for the recruiters thataren't really elevating their

(13:36):
service offering in terms of thevalue that they're delivering
to those clients, like we talkedabout, a minute ago and helping
solving other problems otherthan just pushing resumes across
an email.
Those folks are going to becomeobsolete fairly quickly.

There's so many directions we could take this
yeah, I know I don't want totake too much time before we get
into RectStack, because that'swhat we're here to talk about.
But when I think of therecruiting, the staffing
business, forget back officeoperations for a minute.
That's its own discussion.
We could talk for hours aboutthat too, and how AI is going to
impact it or can impact itright now.
But when you think of sales andrecruiting, I tend to separate

(14:09):
those generically, even thoughwe know they're very intertwined
in how we actually operate.
But I would say, other than thefew positions like CPAs that you
mentioned and maybe some of thespaces you're involved in with
very specialized roles butgenerally speaking it is the
challenge of staffing companiesis to generate new business,

(14:30):
right Prospecting.
If you say what's assigned apercentage to it, I would say
90% of collectively staffingcompanies challenges our new
business, and then 10% isrecruiting.
We can always get better atrecruiting, but of the two one
limits your growth right Muchmore than the other.
But before we get into RECSAC,just from an AI standpoint, with

(14:52):
recruiting, how much do youthink it should be involved in
right now in terms of theday-to-day processes that have
been manual forever?
Where do you think that liesbetween?
Where the handoff from AI goesto a human.
I have my opinion on that, butI want to hear your thoughts.

Yeah, absolutely.
To start out, I say this to anyfounder that I work with If
you're a direct hire agency andyou're doing less than a million
dollars a year, I can guaranteeyou that virtually nobody knows
you exist.
You can almost bank on it, andfor staffing companies, that's
going to be a little bitdifferent.
Maybe turn that into more of anEBITDA type assessment, right,

(15:33):
because top line for staffing isusually much higher, but, by
and large, if you are under thatthreshold, virtually nobody
knows you exist and, as a result, your number one focus, the
number one problem that you haveto solve for in your business,
is letting people know aboutyour stuff.
That is literally it Right, andso that is, in my opinion,
where AI and automation reallycomes in terms of lead

(15:55):
generation, getting the messageout, doing it in a strategic and
data driven way so that you'reactually reaching people in your
ICP, but also not only justreaching people in your ICP, but
reaching people that are inyour ICP that are actually
experiencing things in theirbusiness right now that create
immediate demand for yourservice, and using that as an

(16:15):
angle to not only know who toreach out to, but when to reach
out to them and what to saybased on what's going on in
their business.
We call those sales triggers.
But that's a big part of whatAI should be doing and, in terms
of percentage, it should bedoing a hundred percent of that
work Today.
If you are doing any of that,if you're someone who is doing
any type of outbound, whereyou're scraping lists, you're

(16:36):
cleaning lists, you're writingcopy and sequencing cold emails
together and spend taxing andtrying to figure out templates
and all that you're alreadybehind.
You need to stop doing that.
100% of that needs to beautomated and that is.
I was on a webinar last week andthis came up.
That is actually the gold ofthese tools, right, rackstack

(16:58):
and there's a bunch of others.
The tool itself is not going togrow your business.
Just because you sign up for atool like Rackstack or you start
using AI and automation andagents and this sort of thing to
do lead gem, your business isnot going to grow.
The growth actually happensfrom what you do, with the time
that gets freed up by the AI, bythe automation, and that you

(17:21):
backfill it with more of theactivity that actually moves the
needle in your businessAttending events, doing lunch
and learns, talking to clientstalking to candidates.
Now that you, if you were doingall of the Legion stuff manual
before and that was eating up,say, four hours a day, three
hours a day If all of a suddenyou can now repurpose that to
doing the stuff that is actuallygoing to generate revenue for

(17:43):
your company, just a forcemultiplier of volume will cause
growth in your business.
Where I do see some folks tripup, they will be early adopters
to technology like this.
They'll start seeing results,but then they don't repurpose
the time that they get back toactually ring the register on

(18:04):
what they've gained from theautomation and the technology
itself.
And yeah, I'm getting you know,I'll talk to people, I'm getting
all these leads and this isgreat, but I'm not making any
more money.
And so the first thing I alwayssay is show me your calendar,
just share your screen and showme your calendar.
They'll pull up their calendarand it's like golf and gym and
all of this really cool funstuff, but it's not backfilled
with more client calls andvisits and events and so on and

(18:25):
so forth.
And so that's actually a lot ofpeople get wrapped around the
axle on that.
Where it's not the AI that'sactually making you money and
it's not going to replace you.
That's the other thing, like,oh, you're right, ai is not
going to replace you.
It's going to allow you to domore, as long as you're willing
to do more.
Now, people that have teamsobviously have an advantage in
that, but we work with a lot ofsolar 360 recruiters that don't
have that luxury and they missthat mark.

Yeah, I think your product is perfect for someone
who is on their own right,because it's almost when I
started.
I was by myself.
It's a common story for someonewho starts a staffing company
and I quickly realized I could.
As soon as I got my first rec,which took about a week, I
couldn't be out selling andrecruiting.
I couldn't be in two places atonce.
So I hired my first recruitermuch sooner than I anticipated,

(19:10):
based on my original businessplan.
I actually threw it in thetrash.
This is no good, but thosefolks who don't have that option
and have to stay on their ownyour solution is perfect for
them.
I think it's really exciting.
So let's start to get into thata little bit.
Sure, tell me about yourjourney that led you to building
RekStack in the first place.

(19:31):
Was there a light bulb momentor how did you evolve into that?

Yeah, it was really solving our own problem.
We, I guess about two and ahalf years ago three years ago
our marketing motion, if youwill, our business development
motion really evolved fromprimarily cold emailing.
At the time, this was likepre-COVID and COVID years where
basically, you could send anemail to anybody and shoot your
agreement across and they wouldsign it.
And so shortly after COVID,that began to change very

(19:57):
quickly and so I began to learnmore about omni-channel triggers
, this sort of thing, andstarted hiring consultants and
piecing together a motion thatbegan to work quite well.
However, to make it work at ahigh level and have it run
consistently was painful At thatheight.
We had about three full-time VAsin the Philippines managing

(20:20):
this motion.
We were subscribed to about 15different platforms.
Our monthly cost just to runthat motion alone was about
$7,500 a month and it wasn'tvery consistent.
If anybody's hired a VA I knowthere's good ones out there I
don't want to get hate mail inmy inbox.
I know there's good VAs outthere, but a lot of them are not
great and can be unreliable,and so we were not immune to

(20:40):
that.
Yeah, we had a good year and Isaid to hell with this
Technology is starting to evolve.
This is back when tools likeclay and these sorts of things
started hitting the scene andreally expanded my mind in terms
of what could be possible, andso we put some money together
and started building this thingout and, yeah, it's grown to
where it is today.

That's beautiful.
We all have a story behindinnovation and it's usually
because things aren't workingout exactly as we needed them to
.
I never in a million years.
I mean, my website for thefirst 13 years of Four Corner
Resources was five pages and Iwould say things like what the
hell are you supposed to put ona staffing website?
You have needs.
We find people like that's it,here's our address.

(21:22):
Next thing I know when Idiscovered the power of digital
marketing, my whole perspectivechanged.
Right, because you don't knowwhat you don't know.
And you started going down thisroad and sounds like you
realized hey, there's lots ofoptions out there, but if I do
it myself, I can control theoutcome a whole lot better,
which I again commend you fordoing.

(21:43):
But not many people will takethat step because it takes a lot
of effort, right, that's noteasy to build something, to do
something new and innovative.
So where did you?
That's a whole.
Maybe I'll interview you oneday about how you built it right
, but let's, I think what peoplewant to hear is what Rackstack
does Just start from the basics.
We know it's for businessdevelopment primarily is what

(22:05):
RekStack does Just start fromthe basics.
We know it's for businessdevelopment primarily, but walk
through what it does, it'salmost like magic right when you
see what AI can do right now.

Yeah, totally so.
Rekstack if you go to ourwebsite, you'll see that
RekStack is actually positionedas a recruitment business in a
box.
It's designed to reallyconsolidate all of the
technology platforms that arecruitment agency would need
into one platform.
But the really sexy part of thesystem, as you pointed out, is
what we do with our businessdevelopment motion, and so,
essentially, what we're reallybig believers in is taking a

(22:33):
two-pronged approach having areally strong, what we call
trigger-led, omni-channeloutbound motion where we are
proactively and aggressivelyreaching out to and playing
offense with the types of leadsthat are experiencing things in
their business that indicatethat they would probably need us
, in parallel to also having areally strong kick-ass brand

(22:54):
through content creation andreally high quality content
adding value, lead magnets,short form video this sort of
thing across, at a minimum,linkedin and YouTube.
If you're in recruiting andyou're not showing up in those
two places, you're reallymissing out.
Those are the two top platformswhere B2B decision makers are
going to get educated these days, and so you definitely want to
show up there.
So having both of those workingin parallel is what we believe

(23:18):
needs to happen in recruitingagencies, to have consistent and
stable business development.
And, yeah, that's the wayRekStack has been designed.
In my experience and in myopinion, recruiters have two
problems that they have to solvein order to do business
development at a high level.
You need to be able to one,catch people's attention, and
two, you need to be able tobuild trust with them very
quickly.
We are in a trust recession, asI like to say.

(23:41):
Business decision makers,business leaders they have the
markets have matured, they'vebeen sold to a gazillion
different ways, and so they'refar more protective of their
time, they're far more skeptical, and so that's why the content
piece of things is so important.
Right, we catch people'sattention through the triggers
because it's timely, it's supercustom and relevant and

(24:02):
personalized, but we also needto very quickly build trust, and
so that's where content puttingyourself out there, sharing
things that you are expert in,et cetera, et cetera that helps
deliver both of those as aone-two punch.
So, yeah, at a high level,that's what we do.

So let's share some info on the triggers, if
you will.
And that caught my attentionright away when I first went to
your website and it resonatedwith me very strongly, because
one of the things I've sharedwith my team for years is I've
tried to encourage people on howto sell effectively.
I'll just say sometimes I'mbetter at that than others, but
that was my background right, Iwas a sales guy and I knew that

(24:41):
I could sell when I started thebusiness.
It was very natural for me.
But, as I alluded to earlier,that's a limitation that many
staffings have is how to scale asales organization, and one of
the things about our industry isthat the buyers put out a sign
in their front yard telling youtheir house is for sale.
Right, it's like a billboard.
We have a need and the wholeworld knows it, and it's on you

(25:04):
to capitalize right, and mostindustries don't have that
luxury.
I sold technology solutions foryears.
I had to dig to find out if andwhen there was going to be a
need.
Where are your pain points?
All that stuff that we know isnecessary, not in staffing right
, not in direct hire.
They show you that they have aneed.
You've picked up on some thingsbeyond that.
So if you wouldn't mind sharingyour thoughts on those sales

(25:25):
triggers, yeah, absolutely so.

Yeah, in my opinion, the days of just
blasting your ICP, your idealclient profile, just because
they have this job title in acompany that's in this industry,
with this headcount, that is awaste of time and a waste of
resources.
A lot of people don't realizethis, but if you go to sites
like SalesLoft and Gong andthese sorts of things, they do a
lot of really good research onB2B sales and have a lot of

(25:50):
really good data out there.
I read a study about six monthsago In your total addressable
market, in your TAM at any giventime, only three to five
percent of that TAM is activelylooking for your solution right
now.
And so when you think about coldoutreach so if you're cold
calling, you're emailing, you'reDMing people on LinkedIn, et
cetera, et cetera you're reallyonly going after that sliver of

(26:13):
the pie right, that 3% to 5%.
That's what you're trying tocapture.
The reality is that even ofthat sliver of the pie the 3% to
5% half of those people havealready decided who they're
going to work with.
Right sliver of the pie, thethree to 5% half of those people
have already decided whothey're going to work with right
, because when they were in theother part, the other 95% of the
pie, they were getting nurturedand absorbing content, building
relationships and all that.
So think about it that way Ifyou're only really trying to

(26:34):
capture that one and a half to2% of your TAM at any given
moment, the effort that you putbehind and who you're reaching
out to needs to be extremelyfocused, right?
If not, you're kind of pissingin the wind, for lack of a
better phrase.
In terms of triggers themselves, we focus on both company-level

(26:55):
triggers and persona-leveltriggers.
Okay, at the company level, wetested over 35 different sales
triggers that were used acrossall sorts of different
industries that have a salesmotion, and what we found were
there were four really strongsales triggers at the company
level that worked really goodfor a recruiting and staffing

(27:15):
offer, and so those four wereessentially hiring, which is
pretty standard.
What you've already alluded tohiring being we can look at
companies that are posting jobson job boards, so we look at
LinkedIn job postings, we lookat Indeed job postings, we also
scrape company career pages andfor the types of roles that we
want to place prettystraightforward, but we do that

(27:37):
in obviously an automated wayand at scale.
The second one is a trigger thatwe like to call vacancy, and so
the vacancy trigger is wherewe're actually monitoring the
types of candidates that youlike to place and work with, and
what we're looking for is whenone of those candidates makes a
move to another company.
What we're doing is we'relooking back at the company that
they just left.

(27:57):
We're finding the decisionmaker, the hiring manager, in
that organization for that role,and then we're reaching out and
saying, hey, pete, I sawPatrick Barber just left for X,
y and Z competitor, we canbackfill that role, et cetera,
et cetera.
I'm paraphrasing, but that'sthe angle that we're taking.
The third trigger that we liketo monitor and run is what we
call leadership change, and sothat's where we're looking for
any type of director, vp,c-suite level leader that is new

(28:20):
to an organization in your ICP.
Typically not always, buttypically there's some sort of
headcount shakeup right whenthey're building out their own
team and so on and so forth.
Sometimes they're coming in tocut the fat and right size the
business, and so it's not alwaysa hundred percent relevant, but
it is a very productive andgood angle to take, also a great
way to start makingrelationships with new leaders.

(28:41):
We found that to be maybe notinitially bearing fruit right
out of the gate, but furtherdown the road it tends to yield
fairly well.
And then funding, which is also, depending on your niche, not
always relevant.
If you're in hospitality, forexample, that might not be a
relevant trigger, but for thosethat where this would be
relevant, any companies that arebeing funded by private equity

(29:02):
venture capital, governmentsubsidies.
Usually that's to fuel somesort of growth initiative that
requires human capital.
So those are the four that we,that REC stack, our GTM team,
will build out and customize toyour niche and basically run
automated, if you will, andreplenish leads automated as
those companies begin to comethrough those triggers, if you

(29:22):
will, and we use that to drive.
Now, sorry, go ahead.

Those are things that a human can all identify on
their own, be done manually,collectively.
Humans are terrible at that,right?
Companies spend so much moneyon systems and tools that will
enable people to do thateffectively and on a schedule
and track it, manage it all ofthe above and it fails over and
over right?

(29:50):
And there's so many differentfailure points with a human
involved in that, and it's timeconsuming, right?
That's the other thing.
Everything you just mentioned.
It makes so much sense.
You hear it and so thank youfor sharing that.
I really wanted you to.
You did exactly what I washoping for.
You explained what's on yourwebsite, which jumped right out
at me because it's so obvious,so straightforward, yet so
incredibly difficult to execute,and I don't have turned to

(30:14):
marketing personally if Ithought, if I knew how to figure
that out with humans, we don'tneed humans to do it anymore.
That's the point.
So I won't ask you to shareyour secret sauce and how you do
it, but this is the point.
So I won't ask you to shareyour secret sauce on how you do
it, but this is something that Iwant to make sure everyone
understands.
If you start working withsomeone from an onboarding
standpoint I'll make anassumption here is that you
gather what that ICP looks like,you understand their parameters

(30:37):
and once that takes place andyou say, go, it's just going to
work right, it's going to happen.
Obviously, there's I'm surethere's some hands-on stuff you
need to do along the way, buttouch on that a little bit.
Once that initial engagementbegins, what do you do?
And then what are yourcustomers do with Rekstack?

Yeah, absolutely so.
Our goal for our Rekstack usersis to keep you out of the
system as much as possible untilwe have leads coming in and
saying hey, pete, I'd like tolearn more, I'd like to jump on
a call, so on and so forth.
Upstream of that, the majorityof everything is fairly done for
you, either by the automationor our team.
Specifically, our onboardingprocess is fairly robust.

(31:15):
We have a client successmanager, lisa, who's awesome at
her job, and one of the veryfirst things that she does with
new clients is a deep dive inyour ICP and in your niche.
First things that she does withnew clients is a deep dive in
your ICP and in your niche.
We have a framework that she'llfollow and walk new clients
through so that we're pullingthe information that we need to
essentially build out thesecustom campaigns for your niche
specifically.
And then from there, obviouslythere's a back and forth where

(31:38):
we take it to our engineeringteam, they put it together, then
we show it to the client andkind of walk them through.
Okay, who are we reaching outto?
What are we saying?
Is this what you had in mind?
Yes, no, and we calibrate fromthere the actual motion itself
from an actual launch standpointis obviously the trigger is
identified, and then there's aseries of enrichments that take
place where we're leveragingintegration partners, but also

(32:00):
AI agents, to go and do a lot ofwhat we call research
enrichments, where we'reresearching the company, we're
lead scoring the company, firstof all to the ICP, to make sure
that this is for sure the typeof company and opportunity that
our client wants to go after.
We're enriching for contactdata, of course, email addresses
, cell phone numbers, because wedo like to reach out via
omni-channel.
And then we'll do researchenrichments where we're just

(32:23):
like what you would do manually.
Right, if I was going to write areally awesome email to this,
my dream 100 CEOs of companiesthat I'd want to work with I
would probably take a couplehours for each CEO and I would
research their company.
I'd want to know what they do,what they sell, who their
clients are, what that painpoint looks like, is there any
recent news items out there thatmight be relevant, regulatory,
what have you, et cetera, etcetera, and I would use that

(32:52):
information to write a reallyawesome email that is taking
advantage and leveraging theangle of the trigger to cut
through the noise and catchtheir attention and so on and so
forth.
And so basically what we'redoing with these agents is
exactly that, except it's scale.
So we'll deploy them to goresearch the company, the person
.
If it's like a hiring trigger,for example, and they have a job
posting posted on a job board,we'll overlay the job posting
with the research that we knowabout the company and the person

(33:12):
and help to understand what theperfect candidate would look
like for them specifically inthat role, and then use that to
write really custom copy, verypersonalized.
There's no spend, taxing ortemplates or anything like that.
It's one-on-one, as if a humanwas writing it, and so that's
emotion, if you will.

It's hard not, it's hard to, as you're talking,
blending these things togetherthat individually are so time
intensive.
Right, you went from theenrichments to the writing of
the email, where, if youseparate those and I think we
should I want everyone listeningto know really what we're
talking about.
First, we have to identify theneed and the prospect and the
contact information or theopportunity.
I'll just say you go throughthe process of identifying the

(33:56):
contact information and gainingknowledge about that prospect.
That's an enormous savings oftime If there's a better use of
AI.
I don't know what it is, butthis is something no one likes
to do.
It's inherently necessary to do, and those who don't do it are
going to not be very successful,right?
So it's something we know weneed to do.

(34:17):
No one likes to do it, no onehas time to do it effectively,
and you're cutting that entirelyout of the process by having
the agent do it all for them.
If you could, the phraseenrichment is one that is very
closely associated witheverything that you're
describing, but maybe unfamiliarto people.
So could you describe that froma high level, what that means
in this world of AI?

Yeah, Another way of thinking about enrichment
would be getting informationright.
So if we talk about a contactdata enrichment, we are getting
the contact data information thecell phone number, the email
address.
What have you of that contact?
If we're talking about aresearch enrichment.
We're talking about getting theinformation and the level of

(35:01):
detail and specificity andnuance that we would want to use
and leverage in an email thatwe're sending or a DM that we're
sending to somebody that wouldbe totally different than
probably 99% of the otherrecruiters that are in the DMs
and in their inbox saying thesame hey, how's everything going
?
We do contingent search andthis sort of saw your hiring

(35:22):
like all of that we're avoiding-.

You mean the dozen emails I get a day people
asking if I need a staffingcompany.

Yeah, exactly, those would be the ones, exactly
, exactly.

Or if I'm looking for a job.
Yes, exactly.

I get text messages on that now for remote
roles, which is pretty funny,yeah.
So enrichment is just anotherway of saying getting the
information that we need to do,whatever the thing is.

A huge expenditure of time, like work, research,
whatever it is need to do it.
No one likes to do it, oftendoesn't get done.
So now that's the second piece,and the third is the actual
content creation.
So that's where I wanted tostop and not have those things
blended together, because Ithink they warrant an individual
description.
So we've identified theopportunity, the prospect, we've

(36:06):
learned about them and nowyou're using that to craft a
custom message with, again,humans aren't touching this at
all.

That's right.
Yeah, there's no human touchingthis, it's all a hundred.
There is some calibration onthe front end in terms of
onboarding and getting it dialedinto your ICP and all that.
But once that's said, it'srelatively set it and forget it
for lack of a better phrasethere.

But yeah, you're right.
So what does someone need tohave when they come to you and
want to use Rackstack?
Is there a specific ATS or CRMtool they need to already have
purchased?
How does that work?

No, we actually have a built-in CRM and ATS in
the tool, actually have abuilt-in CRM and ATS in the tool
.
So if you're not in love withyour CRM or ATS, you can cut
that expense and use ours.
We do have users who areabsolutely in love with theirs
and they want to keep it, and soyou can have that.
But there's no prereq per sefor using Rackstack in terms of
technology and tech stack.

(36:59):
The one thing that you do needto be willing to have a
willingness to do and we haven'treally talked about it much on
this call yet but you need to bewilling to create content.
I cannot stress how importantthat is.
The outbound motion isobviously the sexy thing and it
definitely works, but, as Imentioned before, you're really
only capturing in reality aboutone and a half to two and a half

(37:22):
percent of your totaladdressable market if that's all
you're doing to generate leadsfor your business.
If you're not creating content,two things you're missing, two
things here.
One, for those leads thatyou're reaching out to through
that outbound motion, I canassure you that, even if your
email or DM or what have you isrelevant and timely and it

(37:42):
catches their attention, thevery next thing that they're
going to do is they're going togo check you out, just like if
you were to order something onUber Eats.
Right, you're not going toorder something on Uber Eats
from a restaurant that doesn'thave pictures of their food and
a menu to select from, and so onand so forth.
This is no different.
Buyers in general have neverhad more information at their

(38:04):
fingertips to make informedbuying decisions, and so they're
going to go to check you out.
Typically, they're either goingto go to your website, but
these days, we find folksactually going directly to your
LinkedIn page, and the reasonbeing is because people want to
work with people.
I hate to be cliche, but that'sactually the truth.
And so if they go to yourLinkedIn profile or your website

(38:24):
and it looks every otherrecruiter's profile and website
and there's no content, there'snothing that you're sharing that
is giving them the warm andfuzzy that you understand their
market or that you can actuallyhelp them or that you're
teaching them anything, it'svery hard to build trust from
that point on.
So if you remember two thingsthat we have to solve for
catching people's attention andbuilding trust, that's where the

(38:46):
trust part comes in, and Italked to a lot of people who
are just running an outboundmotion.
They're not really big oncontent, they don't really put
any time into their brand andfor those folks they'll generate
leads on the cold outbound, butthey're very hard to convert.
This is where you hear peoplecomplain about people getting
ghosted and this sort of thing.
It's just because they're notconvinced that you haven't sold

(39:09):
them.
They don't trust you completelyyet that you're the right one.
You had a good message, it wastimely, et cetera, but you
didn't move the ball forward,and so that is the first problem
that content solves for in theshort term.
In the long term, obviously inthe short term, right In the
long term, obviously, the other95% of your total addressable
market, who are people that youwant to work with and can work

(39:30):
with, but they're just notbuying from you right now.
That's how you are nurturingthose folks in the meantime
until they move into that otherbucket.
And then, when they do, ifyou're doing that at a high
level and you're leveragingpersona triggers, which we
haven't talked about yet that'swhere you really, that's where
inbound lead generation comesfrom, and so on and so forth,
and so, yeah, that's, that'ssuper, super important.

Well, you've touched on it twice and I think
it's something that is, I guess,looked at in the wrong way from
from salespeople who aremotivated to put up numbers
immediately, and that is anear-term opportunity, immediate
need.
Are we going to be able to workon that, versus I'm just laying
the groundwork for a long-termrelationship and when, back in
my selling days, I would almostrun the other way If I met

(40:17):
someone for the first time andthey said so glad you're here.
Here's a need that I have,because what follows that is no
one else has been able to fillit.
We're paying 30% under market,our interview process is
unrealistic, we can't make adecision.
Whatever it is.
I don't know what the problemis, but I know there is a
problem, and if someone's tooeager to work with me upfront or
that initial contact will leadto an opportunity, that means

(40:39):
they're going to open that doorfor everyone else, and so I see
immense value in making thatinitial contact that doesn't
lead to an immediate opportunityand to your point, having
content that you create on aregular basis.
I mean, I've certainly seen thevalue and power of that over
the past six years where, as Ijoked about it, it was not
really a joke.
It makes me cringe when I'membarrassed.

(41:00):
If anyone has access to the wayback site, you can see what our
website was.
I hate to think how muchbusiness was lost because
someone went to our website sawthere was nothing unique about
it.
It didn't offer any kind ofauthority or credibility
building when they look at itand they would move on and we
would never know it.
And now I have a high level ofconfidence that the opposite

(41:22):
will happen.
That website will enhance ourcredibility and authority and
start to build trust right andin addition to reviews and all
those things that we payattention to, that for years we
didn't, we ignored.
So, even without all theefforts that RekStack can
produce for someone, havingcontent is such a missed
opportunity for a staffingcompany.

(41:43):
So I really like that you'rereiterating that, because it's
something that is very near anddear to my heart.
Independent of AI, but as yousaid, everyone has access to
information at their fingertips.
Now they're going to use it andif you don't stand up to that
test, you'll never know.
They'll just move on.

That's exactly right, and I think, the other
thing too.
So, like, most recruiters arenot creating content at all, and
so just by doing content, evenif you're not very good at it
which spoiler alert if youhaven't done it before, you're
going to suck at this at thebeginning.
That's just no-transcript, thestronger I get, so on and so

(42:26):
forth, and so that also applieshere, like everything else in
life.
That being said, just doing itthere very quickly needs to be a
maturation, and the way thatyou're doing it, the types of
content that you're putting out,the different modalities, if
you will like short, I'm a bigproponent of lead magnets.
I'm a very big proponent ofshort form video, this sort of

(42:48):
thing.
I am a very big proponent oftalking about nuanced things to
your niche, to your niche.
One of the things that Iabsolutely hate with content
these days from recruiters thatare doing it is the weekly post
of why it's a bad idea tolowball offer candidates or why
it's important to give quickfeedback after an interview to

(43:09):
your recruiter, these types oftalking points.
I can assure you that there'snot a hiring manager out there
that needs to be reminded ofthese things and you're not
adding any value to their lifewhatsoever.
By posting that once a week,you really aren't.
Another really easy way todifferentiate yourself from
other recruiters is by nottalking about that stuff and
talking about other problemsthat those folks are

(43:31):
experiencing, ideally upstreamof working with someone like
yourself and offering solutions,insights, opinions,
perspectives on how to solve forthose things.

And yeah, and sharing your experiences right,
that's something everyone can do.
Even if you haven't been doingit a long time, and I think
that's a missed opportunity, andwe know you know this better
than most.
I'm sure that in this world ofAI, llm, seo, if you will having
personal experience is one ofthe few differentiators.
You can have Everyone'screating chat, gpt content and

(44:03):
post it right, which I think isa credibility killer, but that's
a different story.
I get a kick out of everyonelatching onto that now, but
unfortunately, linkedin rewardsthe wrong kind of content, in my
opinion, right.
So if you bash an employer,you're going to get a million
likes.
If you give a candidate badadvice, we joke about this

(44:24):
internally.
There's some big accounts thatwill say things like I had a
candidate show up 30 minuteslate for an interview and I
hired them on the spot becauseif they were still willing to
show up, that shows that they'rededicated to the job, whatever
kind of BS it is.
You know who I'm talking about.
Probably because this personwill post the same kind of
message every month, get amillion likes and shares or
making money off of it, and it'sthe polar opposite message that

(44:48):
we should be sending.
Someone needs to be willing toshare honest information, even
though it's not going to bepopular, and unfortunately, that
platform continues to rewardthe wrong kind of content.
So I agree 100% with whatyou're saying.
I also have to acknowledge thatmost people aren't going to get
much satisfaction from postingthat information and it's going
to be difficult to do, and maybeI'll say that as someone who is

(45:12):
.
We post a lot of content, wecreate a lot of content.
Not all of it gets likes andviews, but it's the body of work
over time that matters.
And even though some of ourcontent is generic, some of it's
highly specific.
What matters is someone isgoing to see that we've been
doing it to a point where theycan't really question whether

(45:32):
we're experienced or haveknowledge in the space.
Right, and that's as much asanything.
What is worth doing it?
For that reason alone.
Right, people are going to findyou and then the question is
what do they see when they do?
And we all have the ability tocontrol that for ourselves.
That's right.

The other thing to consider is vanity metrics.
I don't want to be cliche.
They're great, but that doesn'tnecessarily translate to
revenue.
The other thing that a lot ofrecruiters don't realize is that
your target persona that you'retrying to reach, the audience
that you're trying to reach aretypically senior business
leaders, whether they're adepartmental manager or a

(46:07):
C-suite executive, vp, et cetera.
Those folks are not publiclyengaging and interacting with
content for obvious reasons.

Right, they have eyeballs on them.

So don't expect I tell people don't.
And our content very rarelyjust goes viral.
Not, that's a bad thing.
I think that there's obviouslya lot of juice to going viral
and having a broad reach, but Idon't get super excited when I
see a post from a recruiter andit has a hundred likes.
And I look at those likes andthey're all other recruiters,
right?
Those aren't the people thatI'm selling to.

(46:39):
I do think that there is alittle bit of an advantage of
that.
If there was someone else, likea decision maker, looking at
that and saying, wow, thisperson got 100 likes, that
definitely could help addcredibility, and I do see that
and agree that it probably doeshelp quite a bit.
But those are not the peoplethat are buying from you, right?
Those are not the people thatare buying from you, right?

(47:02):
Those are not the people thatare paying your bills.
So that's important to keep inmind.
And the other thing,strategically and what you're
creating in terms of content andhow you're allowing people to
opt into moving forward with you, you need to give them a
private channel to do that from,and so that's where lead
magnets really come in and crushit for us in terms of being
able to pass that through a DMwhere they can say, I can say,
hey, pete, I've got thistraining that I did two weeks
ago on how we load levelengineering departments in the

(47:25):
petrochemical industry Would yoube interested in it?
And they can privately say, yeah, I would be interested in that,
which is them privately raisingtheir hand indicating that, hey
, we might be doing some loadleveling in this and so on, and
so we pass that off.
And then now we've got aconversation that we can then
mature into a book call and soon, and we're giving them
something for free, ideally,something high value that they
would otherwise pay for ideally.

(47:47):
So these are things that, asthey're consuming, that you're
also continuing to put outcontent, nurturing them there,
social proof, right, yourprevious wins, other clients
like them that you've helped, soon and so forth.

Great message Extremely powerful, I think
anyone here is that I hope theyput it into practice and you
have to trust it because you saythat from experience.
You say that because you'vebenefited from it.
I say the same thing becausewe've benefited from it.
And just the last thing I'llshare with you on that is you
were talking.
It reminded me of a story froma few months ago.

(48:19):
I was at lunch, or went to lunch, with some guys who were in
town for a conference I workedwith 25 years ago, so I'm old
and they're in differentindustries, they're senior
leaders in their respectivebusinesses, and they mentioned
the content that I put out andthat Four Corner puts out and
they said man, it's so great, Ilove seeing what you do.
Or they referenced an article Ishared last week.

(48:40):
But they both see my content.
And I said I asked him why doyou never like it?
I've never seen either one ofyou like my content.
They're like we don't do thatand I'm like, okay, and I
realized that happens a lot,right, not always so blatantly,
but people reference somethingthat I posted.
I'm like where the can you likeit publicly please?
I would appreciate thatfeedback.

(49:02):
But you said it so, and I'm soglad you did.
They're not going to, but itdoesn't mean they don't see it
and it is certainly not a reasonyou shouldn't keep doing it.
Look at the views that you get.
That shows that people areseeing it.
We all want the satisfaction oflikes and shares and all that
of course, makes us feel good,right, but it's not necessary to
be impactful.
So thank you, patrick, forsharing that.
But back to Rackstack.

(49:24):
What else do we need to knowabout it?
Go ahead and I know I haven'tasked all the right questions
here.
Go ahead and fill in the blanksbefore I let you go today.

Yeah, so we went in fairly deep detail on
the outbound motion In terms ofcontent.
The way that Rackstack helps tosolve for that is, we have a
social what we call a socialplanner feature, where the tool
will integrate with your socialmedia accounts, whether it be
LinkedIn, youtube.
Both of those, ideally, wouldbe mandatory, in my opinion.
But we also integrate, if youhave audiences on Instagram or

(49:52):
Facebook or TikTok?
I don't, but that integrationis available and the idea is
that you create content in bulk,you load it into the social
planner and schedule it into thefuture.
That way, the system will postthat content for you, so that
you're not becoming a full-timecontent creator every day, and
the way we have a private schoolcommunity for our users, where
we have trainings and frameworkson how to do this and as well

(50:14):
as like custom GPTs to up withnuanced talking points and lead
magnet ideas and this sort ofthing.
But what I recommend people dois you pick one day a month and
that is your content day, andthat all you were doing that day
is you were creating contentfor the entire month, you were
getting it loaded into thesocial planner and scheduled out
, and then you're not thinkingyou're talking about content for
the next 29 days.
That way again, the whole pointof all this is so that you have

(50:37):
more time in your day to go anddo the actual stuff that you
get paid to do.
Right, and that's that's.
That's the advantage of usingtools like this.
The other thing in terms oftriggers that we didn't touch on
were persona level triggers.
So we talked about companylevel triggers, persona or like
when the at the people level, solike the C-suite person, the VP
, et cetera, when they are doingstuff that indicate that

(51:03):
there's relative intent for youroffer with you specifically.
So lead magnet opt-ins.
So we have a funnel builderinside of Rackstack where you
can build these lead magnetsthat they have to opt into
before they get the thing thattriggers an outreach campaign,
right To say, hey, what's up?
Et cetera, et cetera.
Website traffic through youroutbound, through your content
you should be generating.
If you're targeting the rightpeople and everything your
message is dialed in and so onand so forth, you should be

(51:26):
generating some significanttraffic to your website.
We run that through a leads.
We run those visitors through alead scoring process so that we
can pick the ones that areactually your ICP persona and
then we reach out to those folksare super high intent leads,
people that are engaging withyour content.
Even though we just talkedabout, most of the time they're
not going to, sometimes they doand so when they like something,

(51:47):
when they visit your profile,this sort of thing, those are
persona level triggers as wellas if they are engaging with
content and webinars of yourcompetitors.
So if you have competitors inyour space who are doing content
and their ICP leads that areengaging with their content well
, your offer is relevant to them, and so we want to definitely
try to get in front of them aswell.
So at the persona level, we'realso running those motions as

(52:10):
well.
And then, outside of marketing,recstack has, as I said at the
beginning, it's positioned as arecruitment business in a box,
and so the idea is that we don'twant you to have to pay for 50
different platforms.
We have business process typestuff as well built into the
system.
So, for example, calendarbooking link integration so that
you can create calendarCalendly links that you can

(52:31):
share, similar to what you woulduse with a tool like Calendly
E-signature document feature,like what you would have with
DocuSign.
There's a CRM and ATS builtinto it, et cetera, et cetera.
So, yeah, there's quite a fewdifferent things that we got
going on there.

That's a lot.

Yeah.

It's a lot.
Now, if someone wants to see it, I know you have a great video.
That's right on your homepagethat I watched after initially
connecting with you.
That's right on your homepagethat I watched after initially
connecting with you Veryinformative.
It really is eye-opening to seeall that you're doing.
It's impressive.
So I recommend that everyonewatch that at recstackai and
we'll put the link in the shownotes, of course.
But what about demos?

(53:09):
Is that something you guysoffer, or how do you recommend
people really dig in to find outmore?

Absolutely, our website is a great place to
start.
Dig in to find out more.
Absolutely, our website is agreat place to start.
Wwwrecstackai.
There's a lot of information,as you've pointed out.
You can book a demo with usdirectly from our website or you
can reach out to me on LinkedIn.
Happy to do a live demo withyou.
We don't offer free trials.
I get this question all thetime.
I'll head that off immediatelyas an FAQ.

(53:33):
We don't offer free trials andthe main reason is because, as
I've talked about, all of whatwe're doing is custom built to
your niche.
There's a lot of labor and coston our end to get people up and
running, and so we don't offerfree trials.
Although our service, theplatform itself, is month to
month, there are no long-termcontracts, so you can cancel
whenever if you're not happy.

So yeah, that's important to offer right now
because I caution everyone who'slooking into AI tools that I
share our approach internally,which is we're dating, we are
not going to marry anyonebecause things are evolving too
rapidly.
I hate changing.
We all know we don't want to dothat.
It's painful.

(54:13):
We'd like to stick with asolution that's working and
everyone will, as long as itworks, but that's a really
attractive advantage for youguys.
So I'm glad to hear you saythat.
Is there a ideal sweet spot youhave?
We mentioned individualoperators, but is there a kind
of a sweet spot that you guyshave?

Yeah, I would say any recruitment agency.
We definitely work with a lotof solopreneurs, but we also
work with folks that have teamsas well.
Our solution is really a fitfor any recruitment agency owner
who sees the value inleveraging technology like AI
and automation and runningmarketing motions that I just
described in our conversationhere here, but don't have the

(54:58):
time, the desire, the know-how,what have you to become experts
in that thing and just want topay a one, one time monthly
subscription fee of right now,it's 695.
We are planning to raise pricessoon, but you right now, 700
bucks a month to have that donefor you.
Is that?
That's who we're for?
So that's.

That's a lot of value.

I think so.
We're biased, but we think soyeah.

It is If you can do what you say Now.
I haven't used it firsthand,but I look at what you're doing
and, understanding enough aboutthe technology and what we're
doing ourselves internally, Iknow we're using it more than AI
, more than most of some of thedifferent tools out there.
What you've put together as anoffering is really compelling.
I look forward to staying intouch, man.

(55:38):
I know this is going to evolvea lot for you and for all of us,
so, if you're willing, let'sget back together in six months
and have you share an update onwhere you are with that
Absolutely.

I'd love that.
I'd love that.
Awesome.
Yeah, that'd be great.

Great Patrick.
Thank you so much for all yourtime today.
This has been wonderful, asexpected, and I look forward to
staying in.

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