Episode Transcript
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Speaker 1 (00:13):
Hello and welcome back to the how to Get an
Analytics Job podcast.
So we've got a very uniqueepisode in that we're on campus
here at Greensboro College andwe actually just had a board
meeting, and I'm sitting herewith the chairman of the board
of the business school, chrisCassatore, and we're going to be
talking about quite a fewthings.
So, number one we're going toget into the background, his
(00:35):
background, specifically hisaffiliation with Greensboro
College and also his experiencehiring one of our students Right
now.
It's an interesting job market.
By interesting, I mean it'spretty rough.
So one of the core themes hereis we're going to be talking
about networking, which, I mean,this is a great story.
So, chris, how are you doingtoday?
(00:56):
I'm doing well.
How are you?
I'm doing all right.
I love that we got to geek outon AI earlier today.
Speaker 2 (01:02):
Yes, that was a fun conversation.
We had a.
It was an amazing conversation.
I feel like a dinosaur which isI'm sitting there going.
Wow, when we're having adiscussion at the board meeting
of we can use co-pilot for thisand that, and I'm sitting here
going.
I only thought a co-pilot wasthe guy who sat on the other
side of the plane.
Speaker 1 (01:25):
Well, there's that one guy who called it autopilot.
Speaker 2 (01:26):
Yeah, that's what I thought that was pretty funny.
Yeah, autopilot, co-pilot,whoever it is, it's just.
Yeah, it was amazing.
I, I know technology has comeso far and you know we and what
I do, we're in the peoplebusiness, so we do a lot of
one-on-one interaction withpeople and you know to sit there
and and hear, you know, copilotcan take everything and just
(01:48):
turn it into something.
It's just it's amazing.
Speaker 1 (01:51):
So I guess for the audience like what, what's your
background?
What are you doing?
Speaker 2 (01:55):
right now.
So I am the vice president ofsales for LGI homes.
I oversee all sales operationsfor the state of South Carolina.
We are the 14th largest builderin the country publicly traded
on the NASDAQ.
Our ticker symbol is LGIHDefinitely a great time to go
ahead and buy our stock rightnow.
Speaker 3 (02:16):
I would recommend it.
Speaker 2 (02:18):
But no, been with LGI for a little over six years now
.
Just celebrated six yearsworking with them back in
January the 2nd, so probablyhands down, I have to say, the
best company I've ever workedfor in my entire life.
That's awesome, and I workedfor a pretty large company prior
to.
Came from the retail industry,worked for one company prior for
(02:42):
about 15 years, on and off alittle bit, and so I'm a little
bit of a business retail junkieand nerd.
Yeah, you know how we weretalking about all the stuff
around here.
I get a little geeked out bysome of that stuff.
That's good, you know everyonetalks about they got their own
little nerdy stuff.
I like to read the excerpts ofearning reports from the retail
(03:07):
side wow, so you get your fingerlike on the pulse.
Yeah, I love this stuff likeit's just, it's, you know, I I
just get, I get nerded out by it.
I just I feel so cool becauseyou've learned a little bit
about the consumer psychology ofeverything.
You know who we are and allthat sort of fun stuff.
Speaker 1 (03:22):
Well, I think there's something to that in that if
you're genuinely interested inthe work that you do every day,
you're not going to just show upa little bit more.
It's going to be like anexponential curve over 5, 10, 15
years right.
Speaker 2 (03:35):
Oh yeah, you dive in and, like I remember there was
times I had a previous employerwhere I was looking at the clock
going all right, when am Igetting out of here?
Right, a previous employerwhere I was looking at the clock
going all right, when am Igetting out of here?
When am I done for the day?
But I mean, the other night Iwas sitting in my office till
about 8.30 and going, oh my God,we so you just got lost in the
work.
I got lost in the day and justlike it, didn't even feel like
it, and I'm just like man, I atelunch at 11 and I didn't even
(04:00):
know I was starving.
I'm just going to go.
This is I've had a great day.
There's so much fun, it's funwork that we get to do Um, and
you just get lost in it, youknow.
So it's it's, it's a lot of fun.
Speaker 1 (04:11):
It sounds like you found a cheat code.
Speaker 2 (04:13):
Yes, yeah, yeah, it's a.
It's a rare circumstance thatyou get to find yourself with
the right company at the righttime and, um, yeah, I definitely
found that with with LGI Homes,for sure, for sure.
Speaker 1 (04:25):
All right, so I've been on the board, I think, for
six, seven years.
You've been on the board evenlonger than I have.
Yeah, so what's your overallaffiliation with Greensboro
College?
Speaker 2 (04:34):
So I'm a graduate of Greensboro College, graduated
class of 08, graduated with abusiness management major.
With a business managementmajor, I played lacrosse here
for three years.
I came here, I transferred intoGreensboro College after my
freshman year.
I mean, I love the place.
(04:58):
I've always been coming backever since I graduated, come
back for lacrosse games everynow and again and just love the
vibe of what campus brings.
You know, it's a small schoolright downtown.
It is just.
It feels like home.
Every time I come back it'sjust like man, all the memories
keep coming back of I lived overthere.
(05:20):
That was my dorm room.
Yeah, yeah, I remember studyingfor a final.
Now, it's funny, upstairs inthe library I'm like where's all
the books, where's everything?
When you walk in the library onthe left-hand side, where now
this is the collaboration area,I remember cramming for my exams
there.
I remember just marketing andtaking calculus.
(05:45):
My God, this is going to bebrutal.
So, yeah, so it was.
Uh, I love it here.
Um, I ended up getting on theboard.
Um, this was I want to say.
This is about my 10th year onthe board I've been uh, chairing
(06:05):
the board now, for I believethis is my third year, so that's
awesome, yeah a lot of fun.
Speaker 1 (06:11):
All right, so I feel like this is probably one of the
coolest things we can talkabout is all right, so graduated
in 08, gone off into thebusiness world.
Now it's kind of come backaround full circle in that you
actually hired a GC graduate, soyou want to just kind of tell
us about that story.
Speaker 2 (06:29):
Yeah, yeah.
So, um, you know, I, every timeI come to campus for a board
meeting, I always end upspeaking to a couple of classes,
and one thing I always leaveeveryone with is my contact
information.
If you ever have a question,you need help with a resume, an
interview, whatever it is, maybejust some interviewing
(06:50):
techniques, some advice you cancall me, I will answer you, send
me an email, a text message.
I will reach out to you, we'llstrike up a conversation and
I'll help you any way I can.
Well, this student reached outto me and said hey, I would love
some of your time.
And I said, okay, well, whenare you available?
(07:11):
He said, how about right now?
And I was like now works, let'sdo it.
And so we struck up aconversation.
This was his sophomore year, andso I've seen him grow from a
sophomore.
I made a promise to him.
I said, hey, when you graduate,I will come to your graduation.
Sure enough, last year got towatch him or well, technically,
(07:31):
this year, last school year, gotto watch him graduate.
It was really cool and we hiredhim straight out, the one thing
that we really looked for withhim and I actually talked about
this with one of the classesearlier today that I spoke to
was the one thing that GC has isa blue-collar mentality.
Right, the people here areblue-collar in mindset and work
(07:56):
ethic.
Right, they're the people whoare going to take their lunch
pail to work and their hard hatand just grind and get after it.
Speaker 1 (08:03):
Right, they're not the I call it the pinkies up
atmosphere.
Speaker 2 (08:09):
Oh yeah, there's not a lot of trust funds running
around.
You know, and everyone workshard, and that's the one thing
that I look for as a hiringmanager is you give me someone
with the right attitude, theright character and the right
work ethic we can work with.
That I can teach you how to dothe other stuff.
I can't teach you how to be ahard worker and have a good
(08:30):
attitude.
I can't teach you how to do anyof that.
Speaker 1 (08:33):
So that's more just kind of characters kind of what
you can't teach character.
It's like something you kind ofit's instilling you right.
Speaker 2 (08:42):
Yeah, it's like um.
It's either you got it or don't.
You don't right.
So just like a um, an athletethere's a lot of athletes here
on campus.
We can't.
I can't teach someone how to betall.
I can't teach you how to befast.
I can maybe increase your speed, but I can't teach you how to
just be fast to begin with.
(09:02):
I I can maybe help you getincrementally quicker, but I'm
not going to teach how to besuper fast.
So you either got it or youdon't Gotcha.
Yeah.
So we look for just the hardworkers, right?
We?
You know, we look for people.
We build an organization oncharacter, not characters, and
(09:23):
there's a big difference between.
So you either have you got tohave character, not characters,
and there's a big differencebetween.
So you either have you got tohave character right, and
there's a lot of people who actlike characters, right A bunch
of chuckleheads Like they'remethod acting or they're playing
a role.
Speaker 1 (09:36):
Like I'm in my villain era, so to speak.
Yeah, yeah.
Speaker 2 (09:39):
And.
But the character is what areyou doing when no one's watching
you?
Right, I'm not a micromanager.
I'm never going to stand overyour shoulder and say, john,
what are you doing today?
How did you do With the ElonMusk email that's going around?
What did you do this week?
Right, send me the five things.
I'm going to watch your work.
Your work is going to speak foritself, Right.
Speaker 1 (10:02):
Which we were talking off air about promotions and
you know some companies.
They need to post jobs publicly.
I guess it depends onregulations, maybe around size,
but you were saying that onceyou get the job, how you show up
to that is your interview foryour potential promotion.
Speaker 2 (10:21):
Yeah, every day you show up to work, it's your
interview to keep your job orget promoted for the next job,
and I think we all lose sight ofthat.
Instead of just saying I'vebeen here six years, I'm owed
this.
Speaker 1 (10:32):
Well, you're not owed anything.
That's an entitlement Correct.
Speaker 2 (10:35):
Yeah, you're not owed anything.
You are owed the opportunitybecause you were accepted on for
the role.
What you do with thatopportunity, well, that's up to
you, right?
Um, but no, we just we look forpeople with good character,
good ethical behavior, you know,and those are the people who
fit well within our organizationand intend to thrive.
(10:57):
And right now we actually havetwo greensboro college graduates
who work in our organizationoutside of myself.
Oh, that's awesome, yeah.
Speaker 1 (11:05):
Yeah Well, I think it's interesting how things have
changed, because back two orthree years ago, specifically in
the analytics space, it wasbooming Like you could get a job
so easily.
Oh yeah, you just go doone-click apply on LinkedIn.
You hit 100, 200.
I mean, they take five secondsto do that.
(11:26):
And it seems like the market hasconstricted somewhat to where I
mean I guess I'll share mypersonal experience.
Back around nine, ten monthsago I was on the job market.
I applied to 196 jobs, gotinterviews at five companies and
got two offers.
So those numbers are not great.
I mean let's, let's just roundthat up to 200.
(11:47):
I mean that's what.
A 2.5 application to interview,yeah, and I mean the 40 I guess
is decent, but think about howmuch I had to push to get that
out there, versus when you buildrelationships and you nurture
them over time, like I mean werj bear, who's on the board?
(12:11):
He's the uh what's?
I think his role is like headof sales and business analytics
at contour.
Yeah, he's, he's up there.
Speaker 2 (12:19):
Yeah, I don't know his.
Speaker 1 (12:20):
He's got a really cushy nice title, but two years
well-earned title, by the waybut two years ago he introduced
me to a guy by the name martinwho is the vp of an it for a
construction company.
We kept in context, I kepttrying to get them to come and
work with my students and likecarve out a project.
But I mean we kept up throughemail.
(12:41):
We've gone to lunch a few times.
Turns out they're looking tohire their first business
analyst and I'm now in the thirdround of interviews for them,
which I mean think about the, Imean from your perspective as a
hiring manager.
I mean they went through arecruiting firm, I think, to get
the other person.
But then this other candidate,the two that they're looking at,
(13:08):
you know one is a knownquantity and has been honest and
has been, you know, trying tohelp you.
Um, it feels and I don't wantto like, who knows, maybe the
other candidate is just a betterfit and they need to go with
their best interest.
But by quartering these kind ofof opportunities, I feel like
you're kind of stacking the deckin your favor yeah, yeah, a lot
of companies will like we callit.
Speaker 2 (13:26):
We minimize risk, right.
So when we are able to recruitthe individual recruit, like, if
I go out and I find someone andI have an interaction, whether
I'm I'm buying a car or I'mbuying a piece of real estate or
whatever it is that I'm I'mbecause we're all consumers at
the end of the day of something,right, when I'm out there
(13:55):
buying something and if I have agreat interaction and I go, my
God, I'm buying somethingbecause of this individual.
I may be paying more for thatbottle of water, but because
that person did such a great jobof building a connection with
me, I'm now buying a water thatmay cost 10% more than somewhere
else, right.
So networking is has been verybeneficial for a lot of us.
Right, and building thatconnection and I think that's
kind of where we're heading hereis, you know, we we minimize
(14:20):
risk when we network and findthe right people.
Because I minimize risk when wenetwork and find the right
people, um, because I I get toknow, like the, the gentleman
that we hired um from gc justlast.
I know his work ethic, I knowhis character, right, and that
right there, if, if I wasinterviewing you or craig or
anybody else.
I have to.
(14:42):
I'm taking a gamble, right,taking a gamble on what your
your intentions are, what yourcharacter is.
I'm I'm doing references on youand I'm asking you questions
during the interview to get toknow who you are, cause I know I
can teach you how to doanything, but I need to figure
out who you are as an individualand, from a sales perspective,
what I buy from you, right, anddo I want to work with you every
(15:05):
single day.
So that's what we look for.
This guy checked all the boxesfor us.
He's a little green, right,he's never done real estate
before, but that's fine.
He doesn't come with some ofthe extra baggage that we have
to reprogram him and teach himRight.
Speaker 1 (15:23):
That's actually an interesting point I heard years
ago of one way of reframing lackof experience is hey, I don't
have any bad habits, so yeah,and there is a.
You know, before I got intoanalytics I sold insurance door
to door.
So being able to persuade andinfluence people is really,
(15:45):
really valuable.
Yeah, and I think, specificallyin the analytics space, a lot
of people kind of want to justsit in like the the back room
code in darkness and it's notreally uh.
Well, number one that's notreally realistic.
But then also, too, you've gotto interview, you gotta.
You can't go and talk to acomputer screen and get a job
Like it's just not, it doesn'twork that way.
Speaker 2 (16:05):
No, no, and we do our first interaction with someone
when we are looking to interview.
Well, when we interview them,we are doing it via Zoom, but
we're doing it face-to-face.
It's not the AI-generatedquestions that we're talking
about.
Speaker 1 (16:19):
Yeah, I guess a little side tangent here.
I guess a little side tangenthere.
I didn't realize that HRcompanies are doing AI screening
now, where the AI asks youquestions specifically about
your resume and then you respondin a video recording which man
back.
I think this was nine years agowhen I interviewed for my
internship at Volvo.
(16:39):
I had to do just a screenrecording, which was so awkward.
Yeah, but it sounds like thesame thing, but it's just like
an extra layer of sophistication.
Speaker 2 (16:50):
Yeah, and it takes the humanization out of it,
right yeah, we're in this bigdigital world right now and I
know that we're looking to beefficient with everything, but
we still can't forget the humanconnection that we right we have
to have, right.
Speaker 1 (17:06):
Well, I mean, it is a legitimate problem though in
the recruitment, hr, whateveryou have it space and that I saw
.
I saw a LinkedIn post about um.
Mr Beast was hiring a videoeditor.
He made a LinkedIn post or aLinkedIn job posting.
Guess how many people appliedfor it.
I've got to assume millions,35,000.
Okay, which I mean is less thanmillions, but still, how do you
(17:29):
go through 35,000 applicationsRight, like that is an
insurmountable task if you wantto just do it through human
labor.
So that's kind of where AI isdefinitely solving the problem.
Speaker 2 (17:42):
Yeah, I could see AI helps us out with that, because
one of the things that willdisqualify you with us is
spelling errors on your resumewith us.
So that's kind of how we canstart to weed out, because it's
the attention to detail, right?
Yeah, um, around 1% of thepeople who apply for our
organization ever get hired on.
(18:03):
I mean, we are extremelyselective about who we hire.
We take the best of what is outthere, right, and so whether we
have to go find them or theycome to us, we're hunting every
day for the best of the best andwe're not going to lower our
bar for anybody, just to thebest you know we're.
(18:24):
And we're not gonna lower ourbar for anybody just to say,
well, we need, we need a body.
We're not just gonna go hire abody, we're gonna hire the right
person, you know and um,because otherwise we're just
gonna see our quality go down,we're gonna see our, our
customer experience go down, andthat's not that.
It's extremely damaging to anorganization that's true.
Speaker 1 (18:44):
Yeah, I, I definitely haven't really thought about,
you know, the hiring market asfar as the aspect of like risk
mitigation from the hiringperson's standpoint.
But you're right, I mean, likeyou don't, you don't know these
people.
I mean so, getting to know thema little bit, you can kind of,
you know, get like a gut feelingof, yes, this is a good fit, or
(19:06):
, you know, this person seems alittle bit shady, I can't put my
finger on it, but Well, thinkabout it, right?
Speaker 2 (19:13):
So if you're hiring just for let's just call it a
manager, right?
Okay, and let's just say youknow a manager mid-level manager
is going to make $80,000 in asalary, right?
Well, they're in charge of afew other people, so that one
decision.
And let's say they have threepeople that report directly to
(19:36):
them, right?
So that person is not just an$80,000 salary, you now have the
salaries of the others in injeopardy at the moment, because
if this person's a bad apple,this one manager is a bad apple,
is going to infect everybodyelse, just ruin the overall
culture of that department.
Now I've got to, I'd have toreplace the manager.
(19:57):
I have to replace eachindividual that reported
directly to them, and that'sjust salary.
Now I've got new trainingexpense.
I have benefits that I've beenpaying for with these
individuals.
That's money, that's capital,that's going out.
The window.
Speaker 1 (20:13):
You've got the opportunity.
Cost the sales that you'remissing out on.
Speaker 2 (20:15):
Absolutely, yeah, I mean so we can dive into the
analytics on that and how muchit costs.
It's a headache, it's.
That is the exponential one,right?
A migraine, yeah, I mean, buystock in Excedrin, you know, but
it is um it, it really is justyou have one bad hire,
(20:37):
especially, especially as amanager.
Um it, it can really cost anorganization just a lot, a lot
Gotcha.
I mean we're talking millionsof dollars, I mean in the real
estate market, right, yeah, justby one individual.
And I tell every manager who'slooking, going into management,
I spoke to the management classearlier today and I said, well,
(21:01):
why do you guys want to becomemanagers?
Why do you want to?
Speaker 3 (21:03):
do this.
Speaker 2 (21:04):
And they're like oh well, you know, like helping
da-da-da-da.
I'm like that's great, that'sall good and well, but what you
really need to be thinking aboutis you are the topic of
conversation at every dinnertable for every one of your
employees.
Ah, that's true.
Yeah, because everything you door don't do is going to be
(21:28):
brought up, because, you know,think about when you get home
from work and you sit down andyou're having supper with your
partner and just going, hey, howwas work today?
Oh my god, chris, he did thisand oh my god, john did that.
Craig couldn't work thesoundboard, for anything like
this was horrible.
Just kidding, craig, you'redoing a great job.
Yeah, craig's the gold starhire yeah, he has not, has not
cost us anything.
So, um, but when you thinkabout it, right that you are the
topic of conversation at everydinner table and you are
(21:52):
directly affecting every singleperson, every mouth at that
dinner table.
So it's you.
You have to wear it with a,with a badge of honor, and also
know that you are responsible tothese people, right?
You're responsible to helpguide them to their success.
They've got to go out and do itright and you've got to be
willing to care more about theirsuccess than you do your own,
(22:13):
because as long as you help allof them, at the end of the day
you're going to get every goalthat you could have ever
imagined.
Speaker 1 (22:20):
Yeah, Okay, All right .
So I feel like we've discussedkind of the the what's at stake?
Hiring a person.
Do you mind kind of gettinginto like how do you think about
structuring an interview?
Or do you have any questionsthat are kind of like, if they
get this wrong, they're, they'reout pretty much?
I got it Like.
(22:40):
For example, one of thequestions that I got hit with in
an analytics interview and thiswas kind of the knockout
question was is it better to begood and on time or late and
perfect, so like?
yeah, I mean it's, it's notreally, there's not a correct,
right answer, but for thatorganization it shows you how
you think Correct and it youknow.
(23:03):
If, if you were working in thegovernment you know maybe you'd
go one side, but working inmerchandising you'd go a
different way, sure.
Speaker 2 (23:11):
Yeah, for us, and I'll just speak for me.
You know, what I look for isfirst, how do you show up to the
interview?
Are you on time, right, are you?
How are you dressed for the day?
Right, you're here for a jobinterview, right?
Yeah, you can't be.
We're not.
We're not on a you know, thesports bar grabbing a beer?
Right, we are.
(23:32):
We are.
One of the last interviews Ihad someone actually showed up
in a hawaiian shirt and somethat's funny, yeah, and some sit
there going, all right, well, Iknow the answer to this you are
not moving forward.
Yeah, we're all in agreementthat we're not moving forward,
but, um, we still give the, thegentleman, the, the respect of
the interview and yeah, yeah,all that sort of fun stuff.
(23:53):
But, it's like a walking redflag.
Yeah, I'm just like youunderstand you're.
You are the one asking us for ajob.
We are not asking you to come,right?
I didn't come to your luau andsay, hey, do you want to come
work for our company?
You came to us for a job, right?
You know how do you communicateand one of the things that we
(24:13):
also we have our admins at thefront of the office.
They're our office managers.
They're the first face of theorganization that any one of our
customers see.
They're the first face of theorganization that any one of our
customers see.
I want to know, and the firstquestion I'm going to ask our
office managers is hey, how didthey talk to you?
Speaker 1 (24:31):
It's like going on a date and it's like they treat
the waiter bad.
Speaker 2 (24:33):
Oh, yeah, yeah, it's like a subtle sign of character,
like what you were talkingabout earlier, like, are you
going to talk to these peoplelike they're beneath you,
Because I don't care who you are, we are all.
We all put our pants on one legat a time, right, you know, we
are all just normal people.
Um, we all want to be happy,but I don't want you being a
jerk to anybody in our team,because that is a that's a
(24:55):
non-negotiable for us.
You, we are going to supporteach other through the ins and
outs, the ups and downs, and ifyou're not treating anybody with
respect, especially on a day ofa job interview, right like I,
I can already tell your yoursocial awareness is like or
emotional intelligence is hascompletely left the building.
Speaker 1 (25:18):
So yeah, and I guess so in your space.
It's, you know, salesfocusedright.
So like those are very, veryimportant I think in the
analytics sector.
Being a little bit lesssocially dialed in, you can kind
of get away with that, althoughif it's so bad that it's like
you're a pain to work with, likethat's probably going to
(25:41):
disqualify, they're going tostep that out, probably within
the first.
I mean it's I don't think it'sas swiftly as a hawaiian t-shirt
, but it's within the first.
Speaker 2 (25:50):
Yeah, a few minutes yeah, I mean, you still show up
very respectful, right, um, witha suit and tie, if you have it,
or sport coat and button up.
Look presentable, right?
You're looking for a job, right?
And then, as far as analytics,you may not have to communicate
(26:11):
a whole lot, right?
Like, on the sales side, we aredoing nothing but talking all
day.
On the analytics side, it'sgoing to be a little bit
different, right?
You may want to know how do youstructure your day, how do you
stay focused in on what you haveto do?
How quick can you breakeverything down?
But then I also want to knowhow can you communicate to the
rest of us what the data isshowing, right?
(26:32):
Because, like, if I need you tobreak down, you know a balance
sheet for me.
I mean, there's a whole bunchof numbers.
Hey, how do we increase revenue?
How can we decrease cost?
Right, where, where are some ofour red flags?
And you can tell me, but I needyou to to tell me concisely
(26:52):
what that is right.
So you still have tocommunicate, not maybe not as
much, but still need you tocommunicate.
Speaker 1 (26:59):
Yeah, I mean there's definitely the critical thinking
, the business acumen, thetechnical skills, but like all
of that's kind of lost if youfumble and can't explain it
Correct In a way that's coherentand also concise.
I feel, like a lot of people.
You know, like we've starteddoing some mock interviews and
(27:20):
you know I always throw tell meabout yourself as like the
starter kind of icebreakerquestion.
You know some people willramble for like 10 minutes and
you got to cut them off.
Um, I mean, they're not lookingfor, like you know it was a
cold winter morning.
You know, they're not, it's.
It's not like a autobiography,it's like okay, I mean, don't
(27:45):
read your resume line by line,but frame it up in a way that
like what's relevant here.
Speaker 2 (27:50):
Give me a good elevator speech Real quick.
Who are you?
Tell me a little bit about you,I mean and that's also to get
the candidate nice andcomfortable and loose, right,
because we're all.
Right, I think every companyleads with that the way.
I don't think that's yeah, Ithink everyone does.
Hey, just tell me a little bitabout you, just so we can all
take a breath well, yeah, I, Iusually tell my general.
Speaker 1 (28:13):
actually, I would love to get your your input on
this.
My advice is usually it'sroughly three sentences what
you've been doing, what you arecurrently doing and what you
want to do, and like plug itinto the company, um, and, and
maybe like it could be one ortwo sentences or three, but it's
like you want it pretty concise, sure.
Speaker 2 (28:32):
Yeah, that's.
I mean, that's right on par forwhat it should be.
Yeah, you don't want to get too.
I mean, if you're 15 minutes inand we're sitting here having a
conversation about you know whoare you?
I'm probably lost, and I don'teven know if you found who you
are.
Yet, right, you may have to bethat senior.
At the end of when, at the endof graduation, I'm going away
(28:54):
for a while, I gotta go findmyself, because it just took you
15 minutes to answer.
Well, tell me a little bitabout you you know Well.
Speaker 1 (29:01):
There's also, too, there's an opportunity within
that question, uh, to make someemotional bits.
You know what I mean when I saythat.
I think so, so almost likeconversational hooks, like like
some things that are relevant.
You know, like we talked aboutai, you know well, in the future
, I'm really interested inseeing, kind of, where the
intersect goes as far as ai andanalytics.
(29:22):
That's where I want to go inthe future.
Where do you see it?
By the way?
I'm interested to hear yourthoughts see that I'm going to
get a little meta here.
That was a perfect segue of anemotional bit.
Yeah, so you mentioned a topicand then they ask about it yeah,
where do I?
So I've been doing someresearch on.
I should have brought this upin the board meeting.
But, um, so have you?
(29:44):
Are you guys using dynamic, uhsales, microsoft's dynamic crm
system?
No, so the newest iteration ofmicrosoft crm system has
embedded ai.
So, like, it will take notes onyour calls with clients.
It will also take details aboutthem and then, when certain
(30:05):
criteria is met, it will draftan email and say hey, you should
send this email to x personbecause x relevant.
You know the tariffs have beenlifted and it can also help you
create content that you canshare with them.
As far as like, yeah, so that'swhere I think ai and analytics
(30:26):
are going.
Is it's it's not only justgiving insights and then pushing
it off to the decision makers?
Is that some of it is going tobe automatic?
So you set up the system wherecertain criteria is met.
Oh, our stock, our, our wood,our wood stock has dipped below
86%.
Time to automatically queue anorder to the warehouse to order
(30:49):
more of that.
So I think that's where it'sgoing.
Where it's less reactive, I'mnot.
Hey, mr Vice President, whatare you focused on today?
Oh, cutting costs.
All right, I'm gonna go dig inthe data and find you something.
It's much more proactive,interesting.
(31:11):
I mean, I could be off like.
This is where this is.
What I'm seeing is the state ofwhere it is now.
Yeah, I don't know how Ihaven't, I haven't actually
gotten to do an implementationor work with a company that is
on that level of sophistication,but I mean, how does that hit
you?
Speaker 2 (31:28):
you know, as far as, like a I mean I think it's
awesome because my whole thoughtinto ai when I was coming out
was the terminator right.
Speaker 1 (31:37):
I mean we may be there.
Rj was talking about moore'slaw.
Yeah, it's.
We don't even know what's goingon.
Speaker 2 (31:45):
Yeah, no, and when I think it was Gabe who was making
a mention of there was thesetwo AI botches talking to each
other and they like damn nearexploded because oh yeah, they
just started talking in likeyeah, I was like see, this is
the part that just freaks me out.
Speaker 1 (31:59):
Yeah.
Speaker 2 (32:04):
This is where I'm the dinosaur of the group and I'm
just like.
You know.
I'm at the end of the day, I'ma people person.
I wanted to sit, have aconversation with you.
Let's get the, let's get the um, the computers and everything's
throw them out.
Let's get a pen and a piece ofpaper and let's figure this
thing out together.
You know and it's one of thethings we talked about today
during the meeting was how do wetake ai, still use it, but
(32:24):
still have the ability to have aconversation like how, how do
we not dumb it down for somebody?
you know what I mean actually, Idon't know what you were so
like we were talking about how,um, um, when we rely too much on
ai, right, right, we're losingthe actual employee.
(32:46):
That person now becomesredundant.
How do we not have so manyredundancies?
But how do we use it to beefficient in what we're doing?
Like I forget who was makingthe mention earlier today of
they use Copilot to go aheadnotes, and you know, that way
(33:07):
they can be more interactive inthe conversation and more
engaged rather than going right.
Speaker 1 (33:13):
What did you say again yeah, because if I'm, if
I'm running a note, I pulled outa, my audition is right here
it's.
Speaker 2 (33:18):
It's not on you and, like you know, maybe ideating or
actively listening and you'reable to make more of a
connection that way and it'smore a more memorable experience
for the person who's sittingacross from you.
Right and that's where I thinkai can be extremely helpful for
us, right is, hey, give me therecap of the conversation with
(33:39):
john.
How did it know any task itemsthat I need from that?
And then boom, here you go.
This is what I know, what Ineed to do, and I just was
solely focused on what you hadto say and listening and
understanding what you had tosay, versus listening to think
about how I got to make a noteand how I'm going to respond to
you.
But I'm truly having aconversation with John about to
(34:03):
you.
But I'm truly having aconversation with John about hey
, this is, you know, we'retalking about analytics or sales
or whatever it may be, right?
So it just it's.
It's really interesting, um,scary at the same time.
Speaker 1 (34:13):
I was going to say yeah, that could happen, or yeah
, or it could be a desolation.
Speaker 2 (34:19):
I hope not that one.
Speaker 1 (34:21):
Um, yeah, so the AI stuff is, is is interesting.
Um, I feel like there is a widegap between what is like talked
about and theorized and what isboots on the ground being
applied right now.
And I mean we were talkingabout the student use case in my
case studies, businessanalytics class.
(34:41):
Like the scale of the contentthat we can create is just.
I mean, it would take like Agraphic designer, producer,
video editor, like hours uponhours and it's like we're going
to sit down here and record foran hour and then we could
leverage Riverside's AI and justchop that up into I don't know
(35:05):
20 posts.
That's a whole month's worth ofcontent to put on the social
media calendar right there.
That's scary.
Speaker 2 (35:12):
That's scary, cool, cool, but not like I mean it's
just it's so like my brain justdoesn't compute that stuff, you
know really, yeah, like I'm like, wow, that is like I when we're
seeing the studio earlier today, I'm like this is so cool, tell
me about this yeah, you didlook like a kid in a candy shop
when we got in here and you werelike the lights.
Speaker 1 (35:34):
What does that?
Speaker 2 (35:34):
button do, can it play music, shoot fireworks?
And Craig's like yeah, we canshoot fireworks.
Yeah, he's got the likeda-dun-tsh big little button
that he can push whenever, yeah,I was like you know streamers
or something, but you know,maybe next time, yeah, really it
(35:56):
.
How technology and this wholedigital world that we're in, um
and where I've I think it couldbe helpful for um, our company,
is we're able to to trackconsumer engagement right and
see how we are interacting withcustomers.
You know, back in the day, youthink you know when I, when I
graduated not that long ago, bythe way, it was not that long
2008.
(36:17):
I'm still 39.
I'm a young guy.
Was it this century?
Yeah, I was talking to one ofthe classes.
I was like, just guys.
No, I'm still pretty young.
Right, I know the gray hair isgoing to fool you, but I'm still
pretty young.
Speaker 1 (36:28):
Yeah, my sister got a shirt for Christmas from her
daughter that said be patient, Iwas born last century.
Speaker 2 (36:35):
I tell my kids I'm older than Google, and they're
like, no, and I'm like, no,really I'm older than Google,
but no, we're able to.
Like you think, years ago, whenI graduated, if I wanted to
talk, like if I needed to findout information about something,
I'd have to call and find outabout it.
Now we've got a supercomputerright here, you know, and we are
(36:56):
able to just really get into.
You know, hey, you can.
The consumer now is so educatedon everything.
Right, they know everythingthere is to know.
And we think about, you know,greensboroboro college.
There's this prospectivestudents.
They know everything there isto know about greensboro before
(37:17):
they even step on campus, right,and so, like, when we're
touring here with my daughterearlier, it's, she knows a whole
lot about the school already, alot of stuff that she's already
done research on.
I'm like I don't even knowabout that stuff.
I'm like where did you learnthat?
So I looked it up.
I'm like, all right, so, yeah,you know, we're in this digital
world where we can, we're ableto find everything right.
(37:41):
And the one thing that we we maylose sight of is how is the
customer interacting with us,right?
Are they?
Are they calling us?
Are they looking at us on theinternet?
You know where on the internet?
Where.
Where on the internet, where onsocial media.
How long and this is where youguys come into play right Is how
often are they watching a video?
How long are they watching avideo for what video is giving
(38:04):
that spike?
Right, we were talking aboutthis earlier.
You look at a long-formconversation that we're having
right now.
How many people have turnedthis thing off already?
Yeah, since conversation likewe're having right now how many
people?
have turned this thing offalready, which, yeah, since I'm
on here, probably a lot.
But when, when do you seespikes and what's interesting to
(38:24):
people?
Right, and all this analyticstuff, and we can use ai to kind
of break it all down and findout what's, you know, really big
and important to somebody, andthat's how we can just be
extremely effective and send thebrightest people after that
consumer who's in it for thatspecific thing.
Well, it's.
Speaker 1 (38:38):
It's what you're talking about.
Sounds like social listening,which Craig you, we literally
worked on an in your.
So Craig was.
Craig was in my capstone courselast semester last year and we
worked on a social listeningproject.
But Craig explain last year andwe worked on a social listening
project, but Craig explain whatdo we do on that project?
Speaker 3 (38:58):
Yeah, that was really cool.
The people we were working forit was a nonprofit and they're
trying to raise money, so thisis like we need exposure and we
had this social listening toolthat would let us see.
We could write up a query andsee every single tweet on
Twitter that has anything to dowith this topic and every single
(39:19):
tweet on Instagram or post onInstagram that has to do with
this topic.
How many times did this hashtagget used?
Is this topic really big on TikTOK, but nobody's talking about
it on Instagram, and so it wassuper cool to see, because the
platforms are different.
It's not just like all thesocial medias are just the same
thing.
They actually have their owndeal.
Like Twitter is long form text.
(39:40):
A lot of the stuff that'sreally successful is people
writing threads and then onTikTok it's seven second videos.
It's like a snapshot of yourattention.
Yeah, very different To getsomebody's attention on there,
but then on YouTube a lot ofpeople are making 15 minute on
there, but then on YouTube a lotof people are making 15-minute,
20-minute long, almost likemini-documentary videos.
So the amount of attention spanand how you're going to capture
(40:00):
that audience is completelydifferent from platform to
platform.
It's really interesting, that'spretty cool.
Speaker 1 (40:05):
Gotcha.
Also thanks, craig.
I just wanted to plug Craig andhis brilliance.
Speaker 2 (40:09):
Yeah, Craig.
Shout out to Craig.
This is where the fireworks gooff.
Speaker 1 (40:20):
Thank you, brilliance .
Yeah, craig, you're shout outto craig, this is where the
fireworks go.
Yeah, especially, uh, because,yeah, I mean the social
listening aspect is.
I mean, it's creepy a littlebit like we're listening, like I
don't know, have you?
Speaker 2 (40:25):
seen that show succession where we were talking
shows earlier.
Speaker 1 (40:27):
I'm sitting here going, wow, I haven't seen
anything well, there was a scenewhere, like, they work for this
major media, collaborate andand they're coming up with
slogans and they're like, howabout we're listening?
And they're like, well, we arelistening through their devices.
So maybe we should avoid that.
It was just a funny little skitright there, but, chris, this
(40:49):
has been awesome.
Do you have any, I guess, tokind of close out the podcast.
Do you have any like partingadvice for anybody?
I mean, it doesn't have tonecessarily be those looking to
get an analytics job, but justin general.
Speaker 2 (41:02):
Yeah, I think it can be used for analytics.
It can be used for anything.
Go find the job that no onereally wants to go do, right,
that is, everyone wants to dothe easy thing, right?
No one wants to do the hard job.
No one wants to put in, youknow, 13 hour days and I get it,
nor do I.
(41:22):
But if you want to that we,when we look at people who
retire early, right, right.
What we don't see, we see oh,they've made a good amount of
money, they were good savers,good investors, or they just got
lucky.
Your mom and dad took care ofthem, right, a lot of times.
What we don't see is someonelike myself who's putting a 13-,
(41:45):
14-hour days, years at a time,right, doing the hard job.
And go do that and you'll havea job for life.
It'll be easy to get hired.
You will become indispensableto an organization.
You will absolutely prove yourworth 10 times over and everyone
will say we need to have Johnor Craig, we got.
(42:07):
We got to have Craig.
Speaker 1 (42:08):
We got to have Craig John David's old now and we need
craig, so we need theup-and-comer yeah, we need craig
, and you know they'll say, man,we, we can't lose craig.
Speaker 2 (42:18):
Craig is important to us.
So, um, yeah, just go find thehard job, do that and you'll be
all right awesome.
Speaker 1 (42:25):
Well, chris, thank you so much.
This has been a blast this ismy pleasure.
Speaker 2 (42:27):
I've had so much fun.
Craig, you've done a great job.
Thank you, yep.
Great job.
This has been, uh, it's beenpretty awesome.
You've done a great job.
Thank you, yep Great job thishas been.
Speaker 1 (42:38):
it's been pretty awesome.
You guys have a great setuphere.
Awesome, that felt smooth,right.
Hello and welcome back to the how to Get an
Analytics Job podcast.
So we've got a very uniqueepisode in that we're on campus
here at Greensboro College andwe actually just had a board
meeting, and I'm sitting herewith the chairman of the board
of the business school, chrisCassatore, and we're going to be
talking about quite a fewthings.
So, number one we're going toget into the background, his
(00:35):
background, specifically hisaffiliation with Greensboro
College and also his experiencehiring one of our students Right
now.
It's an interesting job market.
By interesting, I mean it'spretty rough.
So one of the core themes hereis we're going to be talking
about networking, which, I mean,this is a great story.
So, chris, how are you doingtoday?
(00:56):
I'm doing well.
How are you?
I'm doing all right.
I love that we got to geek outon AI earlier today.
Speaker 2 (01:02):
Yes, that was a fun conversation.
We had a.
It was an amazing conversation.
I feel like a dinosaur which isI'm sitting there going.
Wow, when we're having adiscussion at the board meeting
of we can use co-pilot for thisand that, and I'm sitting here
going.
I only thought a co-pilot wasthe guy who sat on the other
side of the plane.
Speaker 1 (01:25):
Well, there's that one guy who called it autopilot.
Speaker 2 (01:26):
Yeah, that's what I thought that was pretty funny.
Yeah, autopilot, co-pilot,whoever it is, it's just.
Yeah, it was amazing.
I, I know technology has comeso far and you know we and what
I do, we're in the peoplebusiness, so we do a lot of
one-on-one interaction withpeople and you know to sit there
and and hear, you know, copilotcan take everything and just
(01:48):
turn it into something.
It's just it's amazing.
Speaker 1 (01:51):
So I guess for the audience like what, what's your
background?
What are you doing?
Speaker 2 (01:55):
right now.
So I am the vice president ofsales for LGI homes.
I oversee all sales operationsfor the state of South Carolina.
We are the 14th largest builderin the country publicly traded
on the NASDAQ.
Our ticker symbol is LGIHDefinitely a great time to go
ahead and buy our stock rightnow.
Speaker 3 (02:16):
I would recommend it.
Speaker 2 (02:18):
But no, been with LGI for a little over six years now
.
Just celebrated six yearsworking with them back in
January the 2nd, so probablyhands down, I have to say, the
best company I've ever workedfor in my entire life.
That's awesome, and I workedfor a pretty large company prior
to.
Came from the retail industry,worked for one company prior for
(02:42):
about 15 years, on and off alittle bit, and so I'm a little
bit of a business retail junkieand nerd.
Yeah, you know how we weretalking about all the stuff
around here.
I get a little geeked out bysome of that stuff.
That's good, you know everyonetalks about they got their own
little nerdy stuff.
I like to read the excerpts ofearning reports from the retail
(03:07):
side wow, so you get your fingerlike on the pulse.
Yeah, I love this stuff likeit's just, it's, you know, I I
just get, I get nerded out by it.
I just I feel so cool becauseyou've learned a little bit
about the consumer psychology ofeverything.
You know who we are and allthat sort of fun stuff.
Speaker 1 (03:22):
Well, I think there's something to that in that if
you're genuinely interested inthe work that you do every day,
you're not going to just show upa little bit more.
It's going to be like anexponential curve over 5, 10, 15
years right.
Speaker 2 (03:35):
Oh yeah, you dive in and, like I remember there was
times I had a previous employerwhere I was looking at the clock
going all right, when am Igetting out of here?
Right, a previous employerwhere I was looking at the clock
going all right, when am Igetting out of here?
When am I done for the day?
But I mean, the other night Iwas sitting in my office till
about 8.30 and going, oh my God,we so you just got lost in the
work.
I got lost in the day and justlike it, didn't even feel like
it, and I'm just like man, I atelunch at 11 and I didn't even
(04:00):
know I was starving.
I'm just going to go.
This is I've had a great day.
There's so much fun, it's funwork that we get to do Um, and
you just get lost in it, youknow.
So it's it's, it's a lot of fun.
Speaker 1 (04:11):
It sounds like you found a cheat code.
Speaker 2 (04:13):
Yes, yeah, yeah, it's a.
It's a rare circumstance thatyou get to find yourself with
the right company at the righttime and, um, yeah, I definitely
found that with with LGI Homes,for sure, for sure.
Speaker 1 (04:25):
All right, so I've been on the board, I think, for
six, seven years.
You've been on the board evenlonger than I have.
Yeah, so what's your overallaffiliation with Greensboro
College?
Speaker 2 (04:34):
So I'm a graduate of Greensboro College, graduated
class of 08, graduated with abusiness management major.
With a business managementmajor, I played lacrosse here
for three years.
I came here, I transferred intoGreensboro College after my
freshman year.
I mean, I love the place.
(04:58):
I've always been coming backever since I graduated, come
back for lacrosse games everynow and again and just love the
vibe of what campus brings.
You know, it's a small schoolright downtown.
It is just.
It feels like home.
Every time I come back it'sjust like man, all the memories
keep coming back of I lived overthere.
(05:20):
That was my dorm room.
Yeah, yeah, I remember studyingfor a final.
Now, it's funny, upstairs inthe library I'm like where's all
the books, where's everything?
When you walk in the library onthe left-hand side, where now
this is the collaboration area,I remember cramming for my exams
there.
I remember just marketing andtaking calculus.
(05:45):
My God, this is going to bebrutal.
So, yeah, so it was.
Uh, I love it here.
Um, I ended up getting on theboard.
Um, this was I want to say.
This is about my 10th year onthe board I've been uh, chairing
(06:05):
the board now, for I believethis is my third year, so that's
awesome, yeah a lot of fun.
Speaker 1 (06:11):
All right, so I feel like this is probably one of the
coolest things we can talkabout is all right, so graduated
in 08, gone off into thebusiness world.
Now it's kind of come backaround full circle in that you
actually hired a GC graduate, soyou want to just kind of tell
us about that story.
Speaker 2 (06:29):
Yeah, yeah.
So, um, you know, I, every timeI come to campus for a board
meeting, I always end upspeaking to a couple of classes,
and one thing I always leaveeveryone with is my contact
information.
If you ever have a question,you need help with a resume, an
interview, whatever it is, maybejust some interviewing
(06:50):
techniques, some advice you cancall me, I will answer you, send
me an email, a text message.
I will reach out to you, we'llstrike up a conversation and
I'll help you any way I can.
Well, this student reached outto me and said hey, I would love
some of your time.
And I said, okay, well, whenare you available?
(07:11):
He said, how about right now?
And I was like now works, let'sdo it.
And so we struck up aconversation.
This was his sophomore year, andso I've seen him grow from a
sophomore.
I made a promise to him.
I said, hey, when you graduate,I will come to your graduation.
Sure enough, last year got towatch him or well, technically,
(07:31):
this year, last school year, gotto watch him graduate.
It was really cool and we hiredhim straight out, the one thing
that we really looked for withhim and I actually talked about
this with one of the classesearlier today that I spoke to
was the one thing that GC has isa blue-collar mentality.
Right, the people here areblue-collar in mindset and work
(07:56):
ethic.
Right, they're the people whoare going to take their lunch
pail to work and their hard hatand just grind and get after it.
Speaker 1 (08:03):
Right, they're not the I call it the pinkies up
atmosphere.
Speaker 2 (08:09):
Oh yeah, there's not a lot of trust funds running
around.
You know, and everyone workshard, and that's the one thing
that I look for as a hiringmanager is you give me someone
with the right attitude, theright character and the right
work ethic we can work with.
That I can teach you how to dothe other stuff.
I can't teach you how to be ahard worker and have a good
(08:30):
attitude.
I can't teach you how to do anyof that.
Speaker 1 (08:33):
So that's more just kind of characters kind of what
you can't teach character.
It's like something you kind ofit's instilling you right.
Speaker 2 (08:42):
Yeah, it's like um.
It's either you got it or don't.
You don't right.
So just like a um, an athletethere's a lot of athletes here
on campus.
We can't.
I can't teach someone how to betall.
I can't teach you how to befast.
I can maybe increase your speed, but I can't teach you how to
just be fast to begin with.
(09:02):
I I can maybe help you getincrementally quicker, but I'm
not going to teach how to besuper fast.
So you either got it or youdon't Gotcha.
Yeah.
So we look for just the hardworkers, right?
We?
You know, we look for people.
We build an organization oncharacter, not characters, and
(09:23):
there's a big difference between.
So you either have you got tohave character, not characters,
and there's a big differencebetween.
So you either have you got tohave character right, and
there's a lot of people who actlike characters, right A bunch
of chuckleheads Like they'remethod acting or they're playing
a role.
Speaker 1 (09:36):
Like I'm in my villain era, so to speak.
Yeah, yeah.
Speaker 2 (09:39):
And.
But the character is what areyou doing when no one's watching
you?
Right, I'm not a micromanager.
I'm never going to stand overyour shoulder and say, john,
what are you doing today?
How did you do With the ElonMusk email that's going around?
What did you do this week?
Right, send me the five things.
I'm going to watch your work.
Your work is going to speak foritself, Right.
Speaker 1 (10:02):
Which we were talking off air about promotions and
you know some companies.
They need to post jobs publicly.
I guess it depends onregulations, maybe around size,
but you were saying that onceyou get the job, how you show up
to that is your interview foryour potential promotion.
Speaker 2 (10:21):
Yeah, every day you show up to work, it's your
interview to keep your job orget promoted for the next job,
and I think we all lose sight ofthat.
Instead of just saying I'vebeen here six years, I'm owed
this.
Speaker 1 (10:32):
Well, you're not owed anything.
That's an entitlement Correct.
Speaker 2 (10:35):
Yeah, you're not owed anything.
You are owed the opportunitybecause you were accepted on for
the role.
What you do with thatopportunity, well, that's up to
you, right?
Um, but no, we just we look forpeople with good character,
good ethical behavior, you know,and those are the people who
fit well within our organizationand intend to thrive.
(10:57):
And right now we actually havetwo greensboro college graduates
who work in our organizationoutside of myself.
Oh, that's awesome, yeah.
Speaker 1 (11:05):
Yeah Well, I think it's interesting how things have
changed, because back two orthree years ago, specifically in
the analytics space, it wasbooming Like you could get a job
so easily.
Oh yeah, you just go doone-click apply on LinkedIn.
You hit 100, 200.
I mean, they take five secondsto do that.
(11:26):
And it seems like the market hasconstricted somewhat to where I
mean I guess I'll share mypersonal experience.
Back around nine, ten monthsago I was on the job market.
I applied to 196 jobs, gotinterviews at five companies and
got two offers.
So those numbers are not great.
I mean let's, let's just roundthat up to 200.
(11:47):
I mean that's what.
A 2.5 application to interview,yeah, and I mean the 40 I guess
is decent, but think about howmuch I had to push to get that
out there, versus when you buildrelationships and you nurture
them over time, like I mean werj bear, who's on the board?
(12:11):
He's the uh what's?
I think his role is like headof sales and business analytics
at contour.
Yeah, he's, he's up there.
Speaker 2 (12:19):
Yeah, I don't know his.
Speaker 1 (12:20):
He's got a really cushy nice title, but two years
well-earned title, by the waybut two years ago he introduced
me to a guy by the name martinwho is the vp of an it for a
construction company.
We kept in context, I kepttrying to get them to come and
work with my students and likecarve out a project.
But I mean we kept up throughemail.
(12:41):
We've gone to lunch a few times.
Turns out they're looking tohire their first business
analyst and I'm now in the thirdround of interviews for them,
which I mean think about the, Imean from your perspective as a
hiring manager.
I mean they went through arecruiting firm, I think, to get
the other person.
But then this other candidate,the two that they're looking at,
(13:08):
you know one is a knownquantity and has been honest and
has been, you know, trying tohelp you.
Um, it feels and I don't wantto like, who knows, maybe the
other candidate is just a betterfit and they need to go with
their best interest.
But by quartering these kind ofof opportunities, I feel like
you're kind of stacking the deckin your favor yeah, yeah, a lot
of companies will like we callit.
Speaker 2 (13:26):
We minimize risk, right.
So when we are able to recruitthe individual recruit, like, if
I go out and I find someone andI have an interaction, whether
I'm I'm buying a car or I'mbuying a piece of real estate or
whatever it is that I'm I'mbecause we're all consumers at
the end of the day of something,right, when I'm out there
(13:55):
buying something and if I have agreat interaction and I go, my
God, I'm buying somethingbecause of this individual.
I may be paying more for thatbottle of water, but because
that person did such a great jobof building a connection with
me, I'm now buying a water thatmay cost 10% more than somewhere
else, right.
So networking is has been verybeneficial for a lot of us.
Right, and building thatconnection and I think that's
kind of where we're heading hereis, you know, we we minimize
(14:20):
risk when we network and findthe right people.
Because I minimize risk when wenetwork and find the right
people, um, because I I get toknow, like the, the gentleman
that we hired um from gc justlast.
I know his work ethic, I knowhis character, right, and that
right there, if, if I wasinterviewing you or craig or
anybody else.
I have to.
(14:42):
I'm taking a gamble, right,taking a gamble on what your
your intentions are, what yourcharacter is.
I'm I'm doing references on youand I'm asking you questions
during the interview to get toknow who you are, cause I know I
can teach you how to doanything, but I need to figure
out who you are as an individualand, from a sales perspective,
what I buy from you, right, anddo I want to work with you every
(15:05):
single day.
So that's what we look for.
This guy checked all the boxesfor us.
He's a little green, right,he's never done real estate
before, but that's fine.
He doesn't come with some ofthe extra baggage that we have
to reprogram him and teach himRight.
Speaker 1 (15:23):
That's actually an interesting point I heard years
ago of one way of reframing lackof experience is hey, I don't
have any bad habits, so yeah,and there is a.
You know, before I got intoanalytics I sold insurance door
to door.
So being able to persuade andinfluence people is really,
(15:45):
really valuable.
Yeah, and I think, specificallyin the analytics space, a lot
of people kind of want to justsit in like the the back room
code in darkness and it's notreally uh.
Well, number one that's notreally realistic.
But then also, too, you've gotto interview, you gotta.
You can't go and talk to acomputer screen and get a job
Like it's just not, it doesn'twork that way.
Speaker 2 (16:05):
No, no, and we do our first interaction with someone
when we are looking to interview.
Well, when we interview them,we are doing it via Zoom, but
we're doing it face-to-face.
It's not the AI-generatedquestions that we're talking
about.
Speaker 1 (16:19):
Yeah, I guess a little side tangent here.
I guess a little side tangenthere.
I didn't realize that HRcompanies are doing AI screening
now, where the AI asks youquestions specifically about
your resume and then you respondin a video recording which man
back.
I think this was nine years agowhen I interviewed for my
internship at Volvo.
(16:39):
I had to do just a screenrecording, which was so awkward.
Yeah, but it sounds like thesame thing, but it's just like
an extra layer of sophistication.
Speaker 2 (16:50):
Yeah, and it takes the humanization out of it,
right yeah, we're in this bigdigital world right now and I
know that we're looking to beefficient with everything, but
we still can't forget the humanconnection that we right we have
to have, right.
Speaker 1 (17:06):
Well, I mean, it is a legitimate problem though in
the recruitment, hr, whateveryou have it space and that I saw
.
I saw a LinkedIn post about um.
Mr Beast was hiring a videoeditor.
He made a LinkedIn post or aLinkedIn job posting.
Guess how many people appliedfor it.
I've got to assume millions,35,000.
Okay, which I mean is less thanmillions, but still, how do you
(17:29):
go through 35,000 applicationsRight, like that is an
insurmountable task if you wantto just do it through human
labor.
So that's kind of where AI isdefinitely solving the problem.
Speaker 2 (17:42):
Yeah, I could see AI helps us out with that, because
one of the things that willdisqualify you with us is
spelling errors on your resumewith us.
So that's kind of how we canstart to weed out, because it's
the attention to detail, right?
Yeah, um, around 1% of thepeople who apply for our
organization ever get hired on.
(18:03):
I mean, we are extremelyselective about who we hire.
We take the best of what is outthere, right, and so whether we
have to go find them or theycome to us, we're hunting every
day for the best of the best andwe're not going to lower our
bar for anybody, just to thebest you know we're.
(18:24):
And we're not gonna lower ourbar for anybody just to say,
well, we need, we need a body.
We're not just gonna go hire abody, we're gonna hire the right
person, you know and um,because otherwise we're just
gonna see our quality go down,we're gonna see our, our
customer experience go down, andthat's not that.
It's extremely damaging to anorganization that's true.
Speaker 1 (18:44):
Yeah, I, I definitely haven't really thought about,
you know, the hiring market asfar as the aspect of like risk
mitigation from the hiringperson's standpoint.
But you're right, I mean, likeyou don't, you don't know these
people.
I mean so, getting to know thema little bit, you can kind of,
you know, get like a gut feelingof, yes, this is a good fit, or
(19:06):
, you know, this person seems alittle bit shady, I can't put my
finger on it, but Well, thinkabout it, right?
Speaker 2 (19:13):
So if you're hiring just for let's just call it a
manager, right?
Okay, and let's just say youknow a manager mid-level manager
is going to make $80,000 in asalary, right?
Well, they're in charge of afew other people, so that one
decision.
And let's say they have threepeople that report directly to
(19:36):
them, right?
So that person is not just an$80,000 salary, you now have the
salaries of the others in injeopardy at the moment, because
if this person's a bad apple,this one manager is a bad apple,
is going to infect everybodyelse, just ruin the overall
culture of that department.
Now I've got to, I'd have toreplace the manager.
(19:57):
I have to replace eachindividual that reported
directly to them, and that'sjust salary.
Now I've got new trainingexpense.
I have benefits that I've beenpaying for with these
individuals.
That's money, that's capital,that's going out.
The window.
Speaker 1 (20:13):
You've got the opportunity.
Cost the sales that you'remissing out on.
Speaker 2 (20:15):
Absolutely, yeah, I mean so we can dive into the
analytics on that and how muchit costs.
It's a headache, it's.
That is the exponential one,right?
A migraine, yeah, I mean, buystock in Excedrin, you know, but
it is um it, it really is justyou have one bad hire,
(20:37):
especially, especially as amanager.
Um it, it can really cost anorganization just a lot, a lot
Gotcha.
I mean we're talking millionsof dollars, I mean in the real
estate market, right, yeah, justby one individual.
And I tell every manager who'slooking, going into management,
I spoke to the management classearlier today and I said, well,
(21:01):
why do you guys want to becomemanagers?
Why do you want to?
Speaker 3 (21:03):
do this.
Speaker 2 (21:04):
And they're like oh well, you know, like helping
da-da-da-da.
I'm like that's great, that'sall good and well, but what you
really need to be thinking aboutis you are the topic of
conversation at every dinnertable for every one of your
employees.
Ah, that's true.
Yeah, because everything you door don't do is going to be
(21:28):
brought up, because, you know,think about when you get home
from work and you sit down andyou're having supper with your
partner and just going, hey, howwas work today?
Oh my god, chris, he did thisand oh my god, john did that.
Craig couldn't work thesoundboard, for anything like
this was horrible.
Just kidding, craig, you'redoing a great job.
Yeah, craig's the gold starhire yeah, he has not, has not
cost us anything.
So, um, but when you thinkabout it, right that you are the
topic of conversation at everydinner table and you are
(21:52):
directly affecting every singleperson, every mouth at that
dinner table.
So it's you.
You have to wear it with a,with a badge of honor, and also
know that you are responsible tothese people, right?
You're responsible to helpguide them to their success.
They've got to go out and do itright and you've got to be
willing to care more about theirsuccess than you do your own,
(22:13):
because as long as you help allof them, at the end of the day
you're going to get every goalthat you could have ever
imagined.
Speaker 1 (22:20):
Yeah, Okay, All right .
So I feel like we've discussedkind of the the what's at stake?
Hiring a person.
Do you mind kind of gettinginto like how do you think about
structuring an interview?
Or do you have any questionsthat are kind of like, if they
get this wrong, they're, they'reout pretty much?
I got it Like.
(22:40):
For example, one of thequestions that I got hit with in
an analytics interview and thiswas kind of the knockout
question was is it better to begood and on time or late and
perfect, so like?
yeah, I mean it's, it's notreally, there's not a correct,
right answer, but for thatorganization it shows you how
you think Correct and it youknow.
(23:03):
If, if you were working in thegovernment you know maybe you'd
go one side, but working inmerchandising you'd go a
different way, sure.
Speaker 2 (23:11):
Yeah, for us, and I'll just speak for me.
You know, what I look for isfirst, how do you show up to the
interview?
Are you on time, right, are you?
How are you dressed for the day?
Right, you're here for a jobinterview, right?
Yeah, you can't be.
We're not.
We're not on a you know, thesports bar grabbing a beer?
Right, we are.
(23:32):
We are.
One of the last interviews Ihad someone actually showed up
in a hawaiian shirt and somethat's funny, yeah, and some sit
there going, all right, well, Iknow the answer to this you are
not moving forward.
Yeah, we're all in agreementthat we're not moving forward,
but, um, we still give the, thegentleman, the, the respect of
the interview and yeah, yeah,all that sort of fun stuff.
(23:53):
But, it's like a walking redflag.
Yeah, I'm just like youunderstand you're.
You are the one asking us for ajob.
We are not asking you to come,right?
I didn't come to your luau andsay, hey, do you want to come
work for our company?
You came to us for a job, right?
You know how do you communicateand one of the things that we
(24:13):
also we have our admins at thefront of the office.
They're our office managers.
They're the first face of theorganization that any one of our
customers see.
They're the first face of theorganization that any one of our
customers see.
I want to know, and the firstquestion I'm going to ask our
office managers is hey, how didthey talk to you?
Speaker 1 (24:31):
It's like going on a date and it's like they treat
the waiter bad.
Speaker 2 (24:33):
Oh, yeah, yeah, it's like a subtle sign of character,
like what you were talkingabout earlier, like, are you
going to talk to these peoplelike they're beneath you,
Because I don't care who you are, we are all.
We all put our pants on one legat a time, right, you know, we
are all just normal people.
Um, we all want to be happy,but I don't want you being a
jerk to anybody in our team,because that is a that's a
(24:55):
non-negotiable for us.
You, we are going to supporteach other through the ins and
outs, the ups and downs, and ifyou're not treating anybody with
respect, especially on a day ofa job interview, right like I,
I can already tell your yoursocial awareness is like or
emotional intelligence is hascompletely left the building.
Speaker 1 (25:18):
So yeah, and I guess so in your space.
It's, you know, salesfocusedright.
So like those are very, veryimportant I think in the
analytics sector.
Being a little bit lesssocially dialed in, you can kind
of get away with that, althoughif it's so bad that it's like
you're a pain to work with, likethat's probably going to
(25:41):
disqualify, they're going tostep that out, probably within
the first.
I mean it's I don't think it'sas swiftly as a hawaiian t-shirt
, but it's within the first.
Speaker 2 (25:50):
Yeah, a few minutes yeah, I mean, you still show up
very respectful, right, um, witha suit and tie, if you have it,
or sport coat and button up.
Look presentable, right?
You're looking for a job, right?
And then, as far as analytics,you may not have to communicate
(26:11):
a whole lot, right?
Like, on the sales side, we aredoing nothing but talking all
day.
On the analytics side, it'sgoing to be a little bit
different, right?
You may want to know how do youstructure your day, how do you
stay focused in on what you haveto do?
How quick can you breakeverything down?
But then I also want to knowhow can you communicate to the
rest of us what the data isshowing, right?
(26:32):
Because, like, if I need you tobreak down, you know a balance
sheet for me.
I mean, there's a whole bunchof numbers.
Hey, how do we increase revenue?
How can we decrease cost?
Right, where, where are some ofour red flags?
And you can tell me, but I needyou to to tell me concisely
(26:52):
what that is right.
So you still have tocommunicate, not maybe not as
much, but still need you tocommunicate.
Speaker 1 (26:59):
Yeah, I mean there's definitely the critical thinking
, the business acumen, thetechnical skills, but like all
of that's kind of lost if youfumble and can't explain it
Correct In a way that's coherentand also concise.
I feel, like a lot of people.
You know, like we've starteddoing some mock interviews and
(27:20):
you know I always throw tell meabout yourself as like the
starter kind of icebreakerquestion.
You know some people willramble for like 10 minutes and
you got to cut them off.
Um, I mean, they're not lookingfor, like you know it was a
cold winter morning.
You know, they're not, it's.
It's not like a autobiography,it's like okay, I mean, don't
(27:45):
read your resume line by line,but frame it up in a way that
like what's relevant here.
Speaker 2 (27:50):
Give me a good elevator speech Real quick.
Who are you?
Tell me a little bit about you,I mean and that's also to get
the candidate nice andcomfortable and loose, right,
because we're all.
Right, I think every companyleads with that the way.
I don't think that's yeah, Ithink everyone does.
Hey, just tell me a little bitabout you, just so we can all
take a breath well, yeah, I, Iusually tell my general.
Speaker 1 (28:13):
actually, I would love to get your your input on
this.
My advice is usually it'sroughly three sentences what
you've been doing, what you arecurrently doing and what you
want to do, and like plug itinto the company, um, and, and
maybe like it could be one ortwo sentences or three, but it's
like you want it pretty concise, sure.
Speaker 2 (28:32):
Yeah, that's.
I mean, that's right on par forwhat it should be.
Yeah, you don't want to get too.
I mean, if you're 15 minutes inand we're sitting here having a
conversation about you know whoare you?
I'm probably lost, and I don'teven know if you found who you
are.
Yet, right, you may have to bethat senior.
At the end of when, at the endof graduation, I'm going away
(28:54):
for a while, I gotta go findmyself, because it just took you
15 minutes to answer.
Well, tell me a little bitabout you you know Well.
Speaker 1 (29:01):
There's also, too, there's an opportunity within
that question, uh, to make someemotional bits.
You know what I mean when I saythat.
I think so, so almost likeconversational hooks, like like
some things that are relevant.
You know, like we talked aboutai, you know well, in the future
, I'm really interested inseeing, kind of, where the
intersect goes as far as ai andanalytics.
(29:22):
That's where I want to go inthe future.
Where do you see it?
By the way?
I'm interested to hear yourthoughts see that I'm going to
get a little meta here.
That was a perfect segue of anemotional bit.
Yeah, so you mentioned a topicand then they ask about it yeah,
where do I?
So I've been doing someresearch on.
I should have brought this upin the board meeting.
But, um, so have you?
(29:44):
Are you guys using dynamic, uhsales, microsoft's dynamic crm
system?
No, so the newest iteration ofmicrosoft crm system has
embedded ai.
So, like, it will take notes onyour calls with clients.
It will also take details aboutthem and then, when certain
(30:05):
criteria is met, it will draftan email and say hey, you should
send this email to x personbecause x relevant.
You know the tariffs have beenlifted and it can also help you
create content that you canshare with them.
As far as like, yeah, so that'swhere I think ai and analytics
(30:26):
are going.
Is it's it's not only justgiving insights and then pushing
it off to the decision makers?
Is that some of it is going tobe automatic?
So you set up the system wherecertain criteria is met.
Oh, our stock, our, our wood,our wood stock has dipped below
86%.
Time to automatically queue anorder to the warehouse to order
(30:49):
more of that.
So I think that's where it'sgoing.
Where it's less reactive, I'mnot.
Hey, mr Vice President, whatare you focused on today?
Oh, cutting costs.
All right, I'm gonna go dig inthe data and find you something.
It's much more proactive,interesting.
(31:11):
I mean, I could be off like.
This is where this is.
What I'm seeing is the state ofwhere it is now.
Yeah, I don't know how Ihaven't, I haven't actually
gotten to do an implementationor work with a company that is
on that level of sophistication,but I mean, how does that hit
you?
Speaker 2 (31:28):
you know, as far as, like a I mean I think it's
awesome because my whole thoughtinto ai when I was coming out
was the terminator right.
Speaker 1 (31:37):
I mean we may be there.
Rj was talking about moore'slaw.
Yeah, it's.
We don't even know what's goingon.
Speaker 2 (31:45):
Yeah, no, and when I think it was Gabe who was making
a mention of there was thesetwo AI botches talking to each
other and they like damn nearexploded because oh yeah, they
just started talking in likeyeah, I was like see, this is
the part that just freaks me out.
Speaker 1 (31:59):
Yeah.
Speaker 2 (32:04):
This is where I'm the dinosaur of the group and I'm
just like.
You know.
I'm at the end of the day, I'ma people person.
I wanted to sit, have aconversation with you.
Let's get the, let's get the um, the computers and everything's
throw them out.
Let's get a pen and a piece ofpaper and let's figure this
thing out together.
You know and it's one of thethings we talked about today
during the meeting was how do wetake ai, still use it, but
(32:24):
still have the ability to have aconversation like how, how do
we not dumb it down for somebody?
you know what I mean actually, Idon't know what you were so
like we were talking about how,um, um, when we rely too much on
ai, right, right, we're losingthe actual employee.
(32:46):
That person now becomesredundant.
How do we not have so manyredundancies?
But how do we use it to beefficient in what we're doing?
Like I forget who was makingthe mention earlier today of
they use Copilot to go aheadnotes, and you know, that way
(33:07):
they can be more interactive inthe conversation and more
engaged rather than going right.
Speaker 1 (33:13):
What did you say again yeah, because if I'm, if
I'm running a note, I pulled outa, my audition is right here
it's.
Speaker 2 (33:18):
It's not on you and, like you know, maybe ideating or
actively listening and you'reable to make more of a
connection that way and it'smore a more memorable experience
for the person who's sittingacross from you.
Right and that's where I thinkai can be extremely helpful for
us, right is, hey, give me therecap of the conversation with
(33:39):
john.
How did it know any task itemsthat I need from that?
And then boom, here you go.
This is what I know, what Ineed to do, and I just was
solely focused on what you hadto say and listening and
understanding what you had tosay, versus listening to think
about how I got to make a noteand how I'm going to respond to
you.
But I'm truly having aconversation with John about to
(34:03):
you.
But I'm truly having aconversation with John about hey
, this is, you know, we'retalking about analytics or sales
or whatever it may be, right?
So it just it's.
It's really interesting, um,scary at the same time.
Speaker 1 (34:13):
I was going to say yeah, that could happen, or yeah
, or it could be a desolation.
Speaker 2 (34:19):
I hope not that one.
Speaker 1 (34:21):
Um, yeah, so the AI stuff is, is is interesting.
Um, I feel like there is a widegap between what is like talked
about and theorized and what isboots on the ground being
applied right now.
And I mean we were talkingabout the student use case in my
case studies, businessanalytics class.
(34:41):
Like the scale of the contentthat we can create is just.
I mean, it would take like Agraphic designer, producer,
video editor, like hours uponhours and it's like we're going
to sit down here and record foran hour and then we could
leverage Riverside's AI and justchop that up into I don't know
(35:05):
20 posts.
That's a whole month's worth ofcontent to put on the social
media calendar right there.
That's scary.
Speaker 2 (35:12):
That's scary, cool, cool, but not like I mean it's
just it's so like my brain justdoesn't compute that stuff, you
know really, yeah, like I'm like, wow, that is like I when we're
seeing the studio earlier today, I'm like this is so cool, tell
me about this yeah, you didlook like a kid in a candy shop
when we got in here and you werelike the lights.
Speaker 1 (35:34):
What does that?
Speaker 2 (35:34):
button do, can it play music, shoot fireworks?
And Craig's like yeah, we canshoot fireworks.
Yeah, he's got the likeda-dun-tsh big little button
that he can push whenever, yeah,I was like you know streamers
or something, but you know,maybe next time, yeah, really it
(35:56):
.
How technology and this wholedigital world that we're in, um
and where I've I think it couldbe helpful for um, our company,
is we're able to to trackconsumer engagement right and
see how we are interacting withcustomers.
You know, back in the day, youthink you know when I, when I
graduated not that long ago, bythe way, it was not that long
2008.
(36:17):
I'm still 39.
I'm a young guy.
Was it this century?
Yeah, I was talking to one ofthe classes.
I was like, just guys.
No, I'm still pretty young.
Right, I know the gray hair isgoing to fool you, but I'm still
pretty young.
Speaker 1 (36:28):
Yeah, my sister got a shirt for Christmas from her
daughter that said be patient, Iwas born last century.
Speaker 2 (36:35):
I tell my kids I'm older than Google, and they're
like, no, and I'm like, no,really I'm older than Google,
but no, we're able to.
Like you think, years ago, whenI graduated, if I wanted to
talk, like if I needed to findout information about something,
I'd have to call and find outabout it.
Now we've got a supercomputerright here, you know, and we are
(36:56):
able to just really get into.
You know, hey, you can.
The consumer now is so educatedon everything.
Right, they know everythingthere is to know.
And we think about, you know,greensboroboro college.
There's this prospectivestudents.
They know everything there isto know about greensboro before
(37:17):
they even step on campus, right,and so, like, when we're
touring here with my daughterearlier, it's, she knows a whole
lot about the school already, alot of stuff that she's already
done research on.
I'm like I don't even knowabout that stuff.
I'm like where did you learnthat?
So I looked it up.
I'm like, all right, so, yeah,you know, we're in this digital
world where we can, we're ableto find everything right.
(37:41):
And the one thing that we we maylose sight of is how is the
customer interacting with us,right?
Are they?
Are they calling us?
Are they looking at us on theinternet?
You know where on the internet?
Where.
Where on the internet, where onsocial media.
How long and this is where youguys come into play right Is how
often are they watching a video?
How long are they watching avideo for what video is giving
(38:04):
that spike?
Right, we were talking aboutthis earlier.
You look at a long-formconversation that we're having
right now.
How many people have turnedthis thing off already?
Yeah, since conversation likewe're having right now how many
people?
have turned this thing offalready, which, yeah, since I'm
on here, probably a lot.
But when, when do you seespikes and what's interesting to
(38:24):
people?
Right, and all this analyticstuff, and we can use ai to kind
of break it all down and findout what's, you know, really big
and important to somebody, andthat's how we can just be
extremely effective and send thebrightest people after that
consumer who's in it for thatspecific thing.
Well, it's.
Speaker 1 (38:38):
It's what you're talking about.
Sounds like social listening,which Craig you, we literally
worked on an in your.
So Craig was.
Craig was in my capstone courselast semester last year and we
worked on a social listeningproject.
But Craig explain last year andwe worked on a social listening
project, but Craig explain whatdo we do on that project?
Speaker 3 (38:58):
Yeah, that was really cool.
The people we were working forit was a nonprofit and they're
trying to raise money, so thisis like we need exposure and we
had this social listening toolthat would let us see.
We could write up a query andsee every single tweet on
Twitter that has anything to dowith this topic and every single
(39:19):
tweet on Instagram or post onInstagram that has to do with
this topic.
How many times did this hashtagget used?
Is this topic really big on TikTOK, but nobody's talking about
it on Instagram, and so it wassuper cool to see, because the
platforms are different.
It's not just like all thesocial medias are just the same
thing.
They actually have their owndeal.
Like Twitter is long form text.
(39:40):
A lot of the stuff that'sreally successful is people
writing threads and then onTikTok it's seven second videos.
It's like a snapshot of yourattention.
Yeah, very different To getsomebody's attention on there,
but then on YouTube a lot ofpeople are making 15 minute on
there, but then on YouTube a lotof people are making 15-minute,
20-minute long, almost likemini-documentary videos.
So the amount of attention spanand how you're going to capture
(40:00):
that audience is completelydifferent from platform to
platform.
It's really interesting, that'spretty cool.
Speaker 1 (40:05):
Gotcha.
Also thanks, craig.
I just wanted to plug Craig andhis brilliance.
Speaker 2 (40:09):
Yeah, Craig.
Shout out to Craig.
This is where the fireworks gooff.
Speaker 1 (40:20):
Thank you, brilliance .
Yeah, craig, you're shout outto craig, this is where the
fireworks go.
Yeah, especially, uh, because,yeah, I mean the social
listening aspect is.
I mean, it's creepy a littlebit like we're listening, like I
don't know, have you?
Speaker 2 (40:25):
seen that show succession where we were talking
shows earlier.
Speaker 1 (40:27):
I'm sitting here going, wow, I haven't seen
anything well, there was a scenewhere, like, they work for this
major media, collaborate andand they're coming up with
slogans and they're like, howabout we're listening?
And they're like, well, we arelistening through their devices.
So maybe we should avoid that.
It was just a funny little skitright there, but, chris, this
(40:49):
has been awesome.
Do you have any, I guess, tokind of close out the podcast.
Do you have any like partingadvice for anybody?
I mean, it doesn't have tonecessarily be those looking to
get an analytics job, but justin general.
Speaker 2 (41:02):
Yeah, I think it can be used for analytics.
It can be used for anything.
Go find the job that no onereally wants to go do, right,
that is, everyone wants to dothe easy thing, right?
No one wants to do the hard job.
No one wants to put in, youknow, 13 hour days and I get it,
nor do I.
(41:22):
But if you want to that we,when we look at people who
retire early, right, right.
What we don't see, we see oh,they've made a good amount of
money, they were good savers,good investors, or they just got
lucky.
Your mom and dad took care ofthem, right, a lot of times.
What we don't see is someonelike myself who's putting a 13-,
(41:45):
14-hour days, years at a time,right, doing the hard job.
And go do that and you'll havea job for life.
It'll be easy to get hired.
You will become indispensableto an organization.
You will absolutely prove yourworth 10 times over and everyone
will say we need to have Johnor Craig, we got.
(42:07):
We got to have Craig.
Speaker 1 (42:08):
We got to have Craig John David's old now and we need
craig, so we need theup-and-comer yeah, we need craig
, and you know they'll say, man,we, we can't lose craig.
Speaker 2 (42:18):
Craig is important to us.
So, um, yeah, just go find thehard job, do that and you'll be
all right awesome.
Speaker 1 (42:25):
Well, chris, thank you so much.
This has been a blast this ismy pleasure.
Speaker 2 (42:27):
I've had so much fun.
Craig, you've done a great job.
Thank you, yep.
Great job.
This has been, uh, it's beenpretty awesome.
You've done a great job.
Thank you, yep Great job thishas been.
Speaker 1 (42:38):
it's been pretty awesome.
You guys have a great setuphere.
Awesome, that felt smooth,right.
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