Why The Right Leadership & Metrics Matter When Scaling Through People

Well, I think when you, when we talk about scale through people, you know, it's, it's, you have to be really intentional about that and actually have the right leadership looking at the right metrics to understand if you're scaling through people. Like, I've tried to be super analytical on how I think about human capital. I hate that term. Everyone says human capital. How about team capital? You know, any, for anywhere from like, you know, I do these poll surveys on, you know, how are you doing, like the NPS of your, of your team. You start getting insights from that and you start getting insights like, you know, engineering team in this region starting to have low esat and you start kind of diving into that. Bill in engineering is, you know, perhaps over his skis and being a manager and should be more of an ic. So these, there's these remote first kind of tactics I've also learned over the last five or six years. We were all remote first at Rosetta Stone before the pandemic. That's really helped me because as I turn around these companies, you know, it's not only the state that we're in now, but it's the future state where I want to go. And you're always looking at span and scope, you're always looking at talent. And you have to have a conversation with everyone. I do performance reviews every quarter. You have to have this continuous feedback loop in order to have a sense by the time the board talks to you about why is your attrition this way, what's your nine box succession plan? You want to have a, you know, it's kind of a journey to get to that conversation every year versus, you know, a state and time. I don't know if that made any sense, but I constantly think about it.