Smart Scaling with Nearshoring (with Brian Samson)

I know a lot of businesses out there are thinking about it, discussing, or have actually taken action and got a remote team to work for you somewhere outside of the US nearshore, offshore, whatever kind of shore. It gets confusing and it's hard to understand where the benefits lie and where you should be targeting this remote workforce. So if you've been thinking about about it and you want to understand the differences and what the heck nearshoring is, at the end of the day, we have the show for you. Welcome to the Keyhire Small Business Podcast. My name is Corey Harlock. I'm the creator of Keyhire, where we help small business grow with our talent. Before we dive into today's show, just asking to do us a favor, make sure you like us, follow us, connect with us. Whether you're watching this on YouTube, subscribe, if you're listening to us on Apple, which most of our audiences, or Spotify or any platform, make sure you follow the program. If you have a an associate or, you know, a business owner who's struggling with the topic that we're addressing today, please share the show with them. We're out here helping small business owners and any support we can get in broadening our reach and building our audience would really be appreciated. Another thing you can do is just connect with me on LinkedIn. Just put Corey Harlock in the search bar. This face will show up. Or if you're listening to us, I'm the only Corey Harlock. You'll see me associated with Keyhire. Connect with me, I'll accept it. And then, you know, we want to interact with our community more. So I want to hear from you. I want to hear what you want to hear. Guests you would love us to have topics you'd love us to cover because we want to make sure for serving the small business owner. All right, so today we have one of our coolest locations yet. I think the farthest away. We've had one Internet person join us internationally, but Brian Sampson is joining us from Hawaii today and he's a little bit about Brian here. So he's an expert in the world of Near Shoring, connecting Latin America talent to US companies. He's built three near shoring firms from zero to $4 million in revenue. Used to be a VP of talent for several San Francisco startups and he holds an MBA from UCLA and he's from the Midwest. So how he ended up in California and then Hawaii is a mystery. Maybe we'll figure that out. So let's bring on Brian.

Hey, thanks for Having me. Corey. Aloha.

Hey, how you doing? I love it. So where are you from in the Midwest originally?

Yeah, I grew up just outside of Chicago, so, you know, amazing place to grow up. Had the typical childhood, you know, backyard football, baseball, all that stuff.

White Sox or Cubs?

Cubs. Cubs all the way.

Cool. And then how the heck did you end up in Hawaii?

Yeah. So spent about a decade in California, north and south, and then kind of a wild adventure in 2015. I kind of had this burning desire to be an expat. I just really wanted to be an expat in Asia.

Okay.

And I'll, I'll get to the Hawaii part, but it's, it's kind of a.

Layover in Hawaii and, you know, kind.

Of a silly, silly story. But, um, we, my wife and I, didn't have kids yet. We've got two right now. Didn't have kids. Wanted to be expats before we went down the family road. Living in San Francisco. Got into this business school program where both UCLA and the National University of Singapore. So it was kind of like trying to use this Singapore mba, thinking it'll open all these doors and, you know, I'll get my expat experience. But through that, I actually met someone that invested in my first near shoring business. And we decided to do it out of Argentina. So that whole year of 2016 was like a year on the road. We, my wife and I, did not have a permanent address. We lived out of a suitcase for a full year going back and forth between Asia and Latin America. And at the end of 2016, we're like, hey, we, we need to settle somewhere and could have been anywhere. And we picked Hawaii. We thought Hawaii was kind of this. If, if you're, if your listeners have not been here, it's the most laid back of any state. I think you could imagine. You're way far away in both distance and time zone. So by the time we wake up, it's like the day's already happened on the east coast, you know, so we kind of live in this like sheltered, isolated bubble. There's barely a million people that live here. You know, it's. But you're, you know, you kind of, kind of get like the best of a lot of things, but you're also sheltered quite a bit. And we, we wanted that, I think in this phase of our life.

What island are you on?

We're on Oahu. For those who haven't been to the state, there's four main islands. There's the big island, which has the volcano. There's Maui, which a lot of people have heard of. There's Kauai, which is like the jungle island where, think Jurassic Park. Waterfalls and canyons and lush rainforest. And then there's Oahu, which is known as the gathering place. So about 80% of the whole islands of the whole state's population lives on Oahu. It's where Honolulu is. We've got a Costco and a Target and all that stuff.

That's funny. Going to Costco in Hawaii. Very cool. Okay, well, let's get into some definitions here. So we're talking about near shoring. What's the difference between near shoring and offshoring?

Yeah, I get that question a lot. So I'll even kind of step back. There's actually like a way of working and then there's like three ways you can think about time zone. So outsourcing is, I think, a really important definition. And it's how does your company think about work? There's probably core functions and there's functions that you would outsource. Right. So if you're a software company, you definitely want your engineers in house, or at least some of them. But your bookkeeper, accountant, that doesn't have to be like a VP type of core role. You know, you could outsource that and then. But in house or outsourcing is kind of independent of where your people sit. So offshoring doesn't always mean India, but that's usually the first country that comes up. It really depends. Yeah, it really depends on like where you're at. So offshoring for the States means there's a whole ocean in between. And for better or worse. Right. Usually you'll offshore for price and if you're in the States, offshoring to Asia. But you know, there's some trades, you know, namely time zone. Often you're doing calls at midnight or there's a 12 hour gap, or you're hoping that they understood your email because you won't talk to them at all. If you're on shoring, that means same country, but maybe there's some cost benefits. So think. I used to work at this tech startup in San Francisco and originally we were gonna, we had like a customer service team of about 10 people and we're thinking like, well, gosh, like it's expensive to be in San Francisco. Do we really want to have our customer service and call center people there? So we ended up deciding on Utah. Right. Like a lot lower cost, you know, not too crazy of a time zone difference. So that's on shoring. And then lastly what I focus on is near shoring. So this is all about time zone alignment. North America, South America, you're really basically on the same time zone the whole day. Massive workday overlap and a lot of other benefits. And in terms of pricing, offshoring is almost always the cheapest. Onshoring is the most expensive. Airshowing is kind of right in the middle. And then I'll just add one more thing, Corey, because I think we tend to think of this in a very North American centric world. Right. Like, yeah, offshoring. Yeah. India and the Philippines. Well, if you happen to have a company in Singapore, developed country, very expensive, or Australia, you're not offshoring to the Philippines or Asia or to India. You're near shoring because it's really on your time zone. If you're in Germany, high cost, developed country, you're near shoring to Poland, but maybe offshoring to Mexico.

Interesting. Okay. Yeah, thanks for that. Because yeah, we are very US Centric. Right. We think. And why would I be thinking how Poland does anything? I mean, I'm not.

Yeah, it's a good.

And then so in a great definition, so near shoring is all about just being on the same time zone. And I've experienced. It's a silly example, but with, even with software, you know, you get a software to Europe, you send them an email for support and it's like, office is closed, we'll get back to you at 8 o' clock tomorrow morning. And you got it. It's almost like you send an email, the next day they respond. You respond to that email, the next day they respond and then we switch to a local US provider and it's like, hey, I'm having conversations with people in real time. It's fantastic.

Yeah. So I think what you hit on, Corey, is really important is that there's a cost to time. Right?

Correct. I would agree 100%.

And it might feel like. So, I mean, I'll step back. I've talked to a lot of people, you know, about like directors of engineering, VPs, you know, people that have advanced in their careers. So generally, you know, somebody 15, 20 years in their career, they probably have worked with India or the Philippines by the time, you know, they get to that certain point in their career and they all have a really strong opinion about it. They either loved it, like, oh my God, Brian, you wouldn't believe it, but like we rewrote our whole code base for $8, you know, like, like those kind of conversations or never again. I will never go down that road again.

Brian, what's the ratio though? Yeah. Versus we'll never do it again.

Yeah, yeah. I mean, those kinds of cases, they're doing calls at midnight even though they're saving all this money in the bottom line. What they're not accounting for is like rework or the cost of delays because of communication delays or the cost of stress, you know, from like the 1:00am calls.

Quality of life, Right?

Yeah, quality of life. You're also, you do not have to.

Get up once a week and do a call at 11:00 at night.

Yeah, yeah. You know, and then there's also other things like nobody's talking about, but it's important is so like they speak English in the Philippines and most of India. It doesn't mean that it's your style of English.

Right, right.

I know a lot of people and by the way, like, I've got a lot of nice things to say about the Philippines and India too. But try calling United Airlines and you get connected to a call center in Asia and if you get outside of this script, you're in trouble. You're in big trouble.

You're gonna trigger me.

Yeah. And it's funny. So even like my wife, who's part Filipino, you know, grew up in the States, when she calls United Airlines, she gets connected to somebody in the Philippines. Nobody gets more irate than she does. Right. It's like, you know, just culturally, conversationally, it's. It can't go off script where near shoring. It's not just the time zone, but they understand your culture. You can talk to them. There's not this like hierarchy of 15 bosses in the middle. Weird attrition. You know, it's, it's so much closer to the way we work in the States.

Right. And you and I, I remember when we were kind of talking about doing this show and there's, I think there, I think there's a fatigue around when you call what you think is an American company and someone answers the phone with an, with a distinguished accent and you immediately go, I'm not even talking to anyone in the United States. And then it goes into, this is going to A, take forever. B, I'm going to get transferred six times before I get to the person who knows I'm. I've got a better, better cancel my calendar for the next hour just to resolve this one small, silly problem. I don't know if there's any studies around it, but I got to think that's A real thing, like just this. Yeah, yeah, here. That Someone from India or someone from the Philippines. And you're just like, I, I know I'm not even talking to anyone who's sitting in the business at this point.

You know, it makes me think about kind of in like a crazy example of. I remember reading in like business school about the Ford Pinto, you know, and like, the accountants kind of knew that there were issues with it and it would like, explode every once in a while. Like, people died. Right. But they kind of calculated that, you know, like, all the death benefits paid out, they would still kind of come out ahead. Right, right. But there's, you know, a less deathly catastrophic example. But think about customer attrition. What you just highlighted. There's probably some accountant out there, I think, from United Airlines. You know, that's like, okay, we, we saved $20 million by putting our call center there, but we lost $10 million worth of business. Yeah, yeah, yeah. We lost $10 million of future business from customers getting triggered and frustrated.

I remember reading an article on, and they said that customer service, especially that for the big companies had shifted from not how quickly can we take care of our guests or the customer and resolve their problem, but how long can we make them wait before we have to address the. Like, how long will they hold for and still remain a client or a customer versus what is that threshold? If we make them that long, they're going to hang up and go to the competition. So the algorithm now isn't like, how quickly can we address this? It's how few people can we get working and how long can we make people wait before we piss them off to the point where they go to the competition?

I think, I think you're spot on. Yeah. There's some sort of efficiency metric that somebody gotta be somebody in strategy and operations is looking at.

I call it the Home Depot, Lowe's conundrum. Like, you go to one of those stores because you feel they have the best of the worst service. They both suck.

Yeah.

Both of them have the guys in their aprons with the clipboard that if you're like, hey, excuse me. They walk right by you like they're too busy to talk to you, but you've been to one of them at one time where someone actually helped you and you're like, oh, finally I got some help. Okay, I'll keep going back there because they don't suck as bad as the other guy. And that's like a viable business models in some sectors.

Yeah, yeah, for sure.

Anyway, that has nothing to do with nearshore. Before we get into mistakes. And you've kind of done a great job outlining the differences. We were talking before we went on air about, you know, timely stuff with, you know, tariffs going on and Trump getting the shits with India and some different things like that. And you talked about a bill that might be coming out and just to make people aware of what that might look like if they're currently using offshore, outsourced or nearshoring.

Yeah. You know, love them or hate them, Trump takes action. Right. So there's this constant geopolitical drama going on. Right. And are they with us? Are they against us? Right. So manufacturing was on a lot of people's minds in both 2016 and 2024. And you see investments like SoftBank is going to commit hundreds of billions of dollars and bring chip manufacturing, which I think is a really strategic, smart decision. So the world's not so dependent on Taiwan. Right. So you're seeing, you know, manufacturing come back and then also ways to level the playing field with manufacturing. So, you know, tariffs against Europe and for a little bit, Mexico, Canada, especially China, you know, so there's a lot of like, punitive stuff there. But for the most part, services were ignored. And services are everything from what we talked about. Call center positions, software developers, marketing, you know, you name it. A lot of, a lot of white collar jobs have been offshore to nearshore for decades now. And you know, not to complicate it, but like further job losses from AI and things like that. So when you're hemorrhaging jobs as president, you're trying to like, find ways to bring jobs back and level the playing field. And if you could do it while retaliating against your new enemy like that, that's, I guess that's bonus. So I'll, I'll kind of, you know, cut to the chase for your listeners. So, so China, you know, not, not America's friend right now, you know, lots of tariffs and things like that. But surprisingly, India has gone from, you know, friend to foe because India is now ostensibly joining forces with China and Russia and that whole, whole area. Very, very unexpected. You know, India as the world's largest democracy, you know, from a population size. So no one's really going to India, at least anybody that I know, for manufacturing. They're going to India for software, you know, and software developers. Seems like India, you know, produces more college graduate computer science majors than most countries have entire populations. Right. It's just like massive factory. Millions and millions just kind of pumping out all the time. So they have the talent and they have the track record, you know, 30, 40 years. So there is a potential act going around called the hire act and where manufacturing was already addressed. This is really geared towards services sector white collar jobs. How can we bring those back to the states? So I think it was really focused on India but there could be global ramifications. The India impact is it looks like a tariff essentially of about 25%. So that really inexpensive hourly bill rate you might be paying for somebody in India, just like companies instead of manufacturing in China, they move to New Mexico because it's if or maybe even onshore because if the tariffs are so expensive, you might as well just make it at home. Right. If the software developer in India is all of a sudden they have this big tax on top of it, might as well just put them at home or you know, and not not worry about all the downsides or if it.

Even gets in the realm. Right. If they're now instead of being 25% of a North American wage, they're 50, 75%. Well if we're almost going to pay the full wage, we might as well just get people that are here. That's where that climate. How much?

Yeah, because really, really what you're calculating and the way I think about it and the way I advise my clients is it's like a labor arbitrage calculator. Right. So you think about cost savings versus value decreased or increased.

Right? Yeah.

So if you're so you're. I don't think anybody I could be wrong is looking at India is like par with U S software developers right now. Of course there's some smart people out there. Of course there's some smart.

Yeah.

Yeah, yeah. Generally speaking like no one's kind of looking at it like par. So they're, they're looking at okay, our cost savings, you know, is here but they're actually providing a little bit more value. Right, right. Than the cost. So that's like this labor arbitrage. Very rarely is it like you're only looking to save cost and then, and then like the value is even worse. Right. So you want like some sort of.

Value on top of be a cost benefit.

Right, right, right. And like the big thing with near shoring is, you know, some cost savings but the value is tremendous. Right. So you get way more value than what you're, what you're trying to save. So bringing back to this India and then the global ramifications if this act goes through, you are spot on. Corey Like, I think a lot of these white collar jobs are going to come back to the States. And if it's really just punitive, like they make the language only about companies like India or countries like India, well, those jobs are going to go somewhere. I think Latin America is going to be a huge winner. And by the way, it already is. If you look at the last decade, it outsourced spend, we're talking like billions and billions, like a massive number. It's mostly been flat, believe it or not. Like it outsourcing spend is mostly flat. But the huge trend is Latin America is eating India's lunch right now. A lot of projects that used to go to la, they used to go to India, are now going to Latin America. So the overall pie is about the same, but the piece of the pie that Latin America is getting is much, much bigger. And I think that's only going to continue, probably accelerate. If this act is punitive towards India now what if it's worldwide, it means Latin America. Everybody's going to get this tariff or a levy on top of it, bringing costs to probably as close as possible to the States. Then what I would probably advise customers is you're not just thinking about it from a labor arbitrage standpoint, but you also just want like flexibility sometimes. So then it becomes like a core versus non core. You know, if it's a core function, you probably want it in house. And if it's non core or you want a lot of flexibility, like, hey, for six months we'll probably be busy. It's a lot easier to have, you.

Know, project or one big initiative coming up. We just want to get a team on it.

Yeah, it's a lot easier to kind of build and dismantle that team, you know, over six to 12 months and even easier if they're outside the country.

Great, thank you for, for walking us through that. So I guess the moral of this story is tbd, right? Like, just watch out. And if this higher act comes out, make sure you do your diligence on it and see if it's going to affect you, how it's going to affect you and what your options can be.

Absolutely.

So we all know that we've done that. We'll jump into some mistakes. So when you've seen people look to build a team outside of their organization, I guess it could be outsourced, it could be offshore, it could be nearshored. What are the kind of the mistakes you've seen people make in the past when they're never to do It, Yeah.

I think there's, there's two big ones. So the first is they only look at cost. Right. So it's like a bean counter type move. And this especially goes for Asia. They don't look at any of the other things we, we just mentioned and I'll just hit it real quick, you know, rapid fire. They're not looking at the cost of attrition. They're not looking at the style of English. They're not looking at the culture, cultural nuances. They're also not even looking at things like inflation, you know, and like how that, you know, an internal country's inflation can drive up costs and wages. The second biggest question, let's go back to that one.

So the inflation. So if you go to a kind of a volatile country, sign off on an agreement and then, you know, their inflation is going up, up, up, up, they're going to start increasing the rates and pretty soon you're not getting the deal you thought you were.

That's right. Or you're putting the, you know, the team in like such a tight spot. Right. Because they're losing their purchasing power and you don't care because like, you know, you're paying in US Dollars and like your line item hasn't budged. But the quality of life of your team is interested is getting hammered. So they might leave to go elsewhere.

Okay. Yeah, I didn't see that side of it. That's, that's a good.

Now the other mistake that I'd say is, you know, we've talked a lot about like time zone and all this stuff, but it's really interesting culturally how we tend to look at teams that aren't within our country. And I think this is just like, like a, a common thing. It's unfortunate, but we, we tend to look, it doesn't matter if they're in Canada or you know, Mexico or Argentina or wherever. We just kind of call them like, we brush them off as like, oh, those are our low cost resources. And you're kind of ignoring that. Like these are real people with ambitions, desires, family, purpose, you know, and you wouldn't do that with people in your own country and your own team. You know, you'd want to get to know them as people. We just kind of forget that they're people. So if you can, right from the get go, remember that, treat them like, just like anybody else, Take them to the same paces with your interview, get to know them, share about you, about your families, your interests, your purpose. You'll get somebody dedicated, committed, loyal and they will be endlessly hungry for you.

I think that's. Those, those are, that's a great point. We forget about the human element sometimes, right. And we talk about that all the time with staffing. Like if you're going to terminate someone, it's a human, it's a human being. And there, there's got it. We. If you're just can't wait to, to crank someone and tell them where to go and walk them out of your building, you're the wrong person to be doing that. Like, you got to find someone who can bring some humanity to it and somewhere like, hey, it didn't work out.

That's right. That's right.

Isn't a fit. So figure out how we can do this together. You know, especially when you're getting, you know, into the management directors. These are older people with families and kids in schools and mortgage payments and you can't just pull the rug out from under, under them. And I guess you could, but you know, we got to think about this stuff.

That's right.

So I'm, I'm listening to this and I'm thinking, okay, well you know, this hierarch's coming in and India and Philippines aren't as cheap as they used to be and man, I'm tired of those late night meetings and I would love to look at near shoring. Give us kind of the, the beginning, the, the beginning steps. What are the first three, five things we should do?

Yeah, absolutely. So a lot of our conversations, Corey, with our customers are helping them recognize that Latin America is not one country.

Right.

And it's like, duh.

But I know you didn't know.

Yeah, yeah. You know, like, just like Kansas City and New York City are different. Right, right. You know, Cochabamba, Bolivia is different from Medellin, Colombia. Right. So they all have strengths, weaknesses, and we assess things, you know, from like currency volatility to getting hardware in and out. You know, some countries have a lot of export and import protections to pockets of talent, office space validation. You know, have other tech companies been there before? You know, do they have this history of working with the States or is it kind of like a new thing, geopolitical stability and like, you know, other other factors there too. So for example, if you were looking to say, put a team of call center professionals, Central America is really interesting. So we would like advise on even a country like Nicaragua, which not a lot of people are talking about.

US.

Style, English is sky high. They've got a young, energetic, motivated workforce and it actually rivals Countries like the Philippines right now, it's easy to get hardware in and out. There's a downside, though, you know, in that it's kind of politically unstable. You know, there's some things like outside control and just like a lot of Americans might feel about Trump, like, things could just kind of change with the snap of a finger. You know, it could happen in a country like Nicaragua. Nicaragua's neighbor is Costa Rica, which is about as stable as it gets. Right. You know, beautiful place to visit. My wife and I got engaged there. You know, you think of, like, ziplining and ecotourism on our list.

It's on our list of places to go as a family.

Yeah. Highly recommend. And, you know, intel and some major companies have been there for decades, but the population of Costa Rica is a lot smaller, and it's a lot more expensive because it's developed and stable. Right.

Costa Rica ain't cheap to go there, especially as a visitor. There's probably two economies. There's probably the local economy and the tourist. Tourist economy, but for tourists, I heard it's not. It's not like going to Mexico.

Yeah. And just like The San Francisco vs Utah call center example, like, I wouldn't put a call center in Buenos Aires, but I would certainly look for my full stack developers in Buenos Aires, but I wouldn't. I probably wouldn't do that in Nicaragua. Like, they all have their strengths, weaknesses. So.

So every company has its niche and it's cons. And they would need to either do some research or talk to someone like you to say, okay. Because you said if I said, hey, I want to do this, you'd go, okay, here are your top three options. Boom, boom, boom. Because this is. You live in this.

That's exactly right. You know, just like if you were gonna, you know, if you were like, say, a Japanese company and you were looking to set up shop in the States, what kind of people do you need? You need entertainment, L.A. you need technical San Francisco. Do you want finance people in New York? Yeah. So. So we would advise on where to set up shop, you know, how to think about cost, wages, where to recruit, you know, the different kind of nuances, English fluency, volatility, all that stuff. But it's. It's actually not that complicated once you've made that decision. We've got recruiters. You know, in Latin America, we would build a short list, do calibration, just like you would in the States for your role. We take them through the interview process, and we pride ourselves on, you know, shared workday. Our talent and your hiring bar. So that matters, right? Like, it's not our hiring bar, it's your hiring bar. Just like if you're a US Recruiter working on a US Job, you want to make sure you're finding somebody that that client wants. So take them all the way through. Once an offer is made and accepted, we'll take them through all the payroll, compliance and most importantly, hardware. You know, get them the right hardware and deal with like all the shipping and, you know, things like that, customs, you know, it's. It's not easy in every country. And then on the other side, you know, most people aren't going to work 30 years for that company. So, you know, if in 18 months you lose budget or the project wraps up or that candidate is no longer a fit, you know, we help exit them out and deal with all that, get the hardware back, you know, things like that.

And so that sounds like an individual. So you would be hunting someone who is an individual job hunter down there. Right, but if I wanted to do a call center or shared service center or something, are there, would you then engage with a company down there that does that specifically or how does it work that way?

Yeah. So there's a new interesting trend that I'd love to tell your audience about. So I think there's kind of like three ways to look at hiring. You know, there's the first, like we just talked about hiring. I just want to hire one person or two people, three people kind of, you know, go. Go slow or go small. The second is, hey, I want to hire a pod or a team or a couple teams. And we're actually seeing a big trend. Back to my earlier point, like companies are moving whole teams from India and the Philippines to Mexico and Argentina and so forth because they want that time zone alignment. But again, it's just, it's like travel.

To go down and visit's got to.

Be a. Oh, so much easier. Yeah, I mean, direct flights in a.

Lot of cases, direct flight in the same time zone versus hour flight, and you're messed up for two weeks by the time you get there and get back and you're trying to.

You said it. You said it.

And again, we talked about the dollar value, right? What's that worth?

Yeah, that's right. That's right. So the third option is kind of interesting. This is something called build, operate, transfer. So if a company is, you know, if I'm a company, especially a CFO and I'm coming out of the last five years, think, you know, Covid crazy hiring boom. Hiring bust. AI volatility.

Yeah.

Is it dry powder?

Whatever.

So who knows? Right? And that's the thing. It's. No, it's not too. It's not 2019 anymore. Like it's unpredictable. What, what's, what's going to happen. So if I'm a cfo, I want flexibility and optionality, right? So if, but if you're like a large company hiring two people in Peru, like it's not going to move the needle. You're thinking big numbers, right. Call center software development, you know, 40 developers, you know, things like that. Or add another zero.

Could be AP AR benefits.

Yeah. You're thinking big teams, right.

Higher department or a department within a department. Right?

Yeah. So build Operate Transfer. This is something we can do where we'll have the entity set up all the compliance, organized payroll, legal, you know, like kind of all the things you would, you would need to do. This doesn't happen overnight, right. So if you're a company, that's US company thinking about, you know, maybe we want to hire 40 people in Mexico, we can do all that. So we'll have all that ready, plus the office space secured, locked down, all the hardware, it's like turnkey. And then we get the 40 hires for you and then we'll operate it for, you know, usually, usually two to three years. And this is where CFOs love it. They just kind of pay the monthly invoice. Everything's kind of line item out and in two years they can execute their right to transfer. So then they can basically everything gets moved over to them, right? Or let's say like a pandemic hits or something in two years. And well, we got the option, but we're not going to exercise the option. We'll, you know, you guys, you guys keep it, right? So build Operate Transfer. Build it all the compliance, entity, all that stuff, payroll, operate it. You don't need to, you don't need to worry about anything. If you're the US Company, company like us can handle all of that, then you have the transfer. You can retain optionality and flexibility throughout this whole process.

Very cool. That's amazing. This has been such a great conversation. I've enjoyed it a lot. It's been very informative. For sure.

Awesome. Thank you.

Yeah. So people are listening and saying, Brian, I want to explore this. How can we get in touch with you?

Yeah, Plug Technologies. That's plug with two GS, plugg tech. Thanks for dropping that on the show. And if you wanted to reach out to me directly. My email is simply Brian B R I A N Plug Tech.

Perfect. And I think do we have a LinkedIn way to connect as well, Matt?

Yeah, just look for me. Thanks for dropping that on the show as well. And it's Brian with an eye and Samson, no P. Just like.

Yeah, I got me too. It's not Samson, it's Samson.

Just like the strong guy from the Bible. Samson.

Very cool. Hey, thank you so much. This has been awesome. Really, really informative. I appreciate it.

Thanks so much for having me, Corey. Really, really a lot of fun.

Enjoy the weather out there.

Not as much as I should.

Okay, fair enough. All right, man, thanks. Been a pleasure.

Thank you.

There you go. Brian Sampson. That was really, really informative. Lots of great information in there and I hope you get some value out of it. Well, I'm speaking of value, do us a favor, make sure whatever you're listening to us on here, if you're on Spotify or Apple, make sure you follow the program, the podcast, keep up to date. If you're on YouTube, please be a subscriber. If you know people that would benefit from this, please share it. Help us spread the word. We're here to support small business owners and we want to do put together shows that make sense to you or if you think they'll benefit other people, please send them over. You can also connect with me directly on LinkedIn. Just search up. Corey Harlock. Send me a request, I'll accept it. I want to interact with you, I want to know what you're thinking and I want to know if there's any topics that you would love us to cover. We're here to serve small business owners. So if there's a topic out there that you think would be valuable or you you'd like some insight on, let me know and we'll find someone to come in and come on and talk about it. So I'd like to thank you for tuning into the Keyhire small Business podcast. I'm Cory Harlock, I've been your host and until next time, stop grinding, start growing.