Remote Staffing for Contractors: How to Hire Offshore for Recruiting, Dispatch & Ops

By default, I wanna hire someone overseas. So if I'm gonna get somebody in the US, why do I need to have them in the US?

The way we think of offshoring is how can we make our Americans the most effective as possible?

US person is setting the strategy, doing the thinking, and then they have executional help from people.

We want less people but pay the people we have more.

Without overseas talent the way we've done it, we would not have scaled the way we have. I have one overseas dispatcher who does all the weekend dispatch, which is like $3-ish million a year for us.

When do you think operators are ready for remote?

So as soon as you have a business, no matter what size you are, like, you should be looking to do overseas stuff.

Welcome back to Own and Operate. Got my good friend Isaac Zimmerman on with me today. Uh, Isaac's running J. Blanton Plumbing and Sewer— plumbing and drain, or just plumbing? We're just going with plumbing. I added extra words. Okay, J. Blanton Plumbing. In Chicago, we were just out at your place 2 weeks ago. We did an event. We also did a show there that we'll probably release before this one. So we'll put a link to that. And it was a ton of fun. I don't know, we had like 50 contractors out to your place. Like, that was fun. What'd you think?

I thought it was awesome. Yeah, it was super cool to see the online conversations, like what you do with Owned and Operated, translate to a real-world event and just getting to host people and talk about the industry was super fun.

Yeah.

It was crazy when people came from other cities and different types of businesses.

Yeah.

It was really cool.

Yeah, people flew from like all over or like drove. We had someone drive from New York. We had some people from Grand Rapids.

Yeah.

Like, that was cool. And I think what was fun is we had some like, we had some good immediate takeaways that were kind of funny, like yard signs. So there was someone there, NSP, I'm actually trying to get ahold of them, so shoot me a text. But, But they grew like a plumbing company from like $0 to $6 million in 2 years or 3 years.

That's what they told me, yeah.

And almost all of their marketing was yard signs, which is like fucking awesome.

That is.

Like, that's so badass.

So we ended up basically immediately starting to execute on this. So right after that, we mocked up a yard sign, printed an initial batch of 500, and then after we basically did 190 of them the first week, And within 2 days of putting the $190 down, we sold a like $3,500 job. And that was really cool. However, I think we went too aggressive 'cause we went with a blitz strategy for the yard signs and we put too many too close together. And so we got a little flack from the village that we did it in. So I actually think we have to yank them and switch to a different city. Oh my gosh, that's funny. So if you're gonna do yard signs, don't put them on every corner. You have to be more covert than that. It was crazy. Like within 2 days of doing it, we had 5 customers call in, like grumpy old ladies saying how we defaced the neighborhood. It was actually like a pretty— I mean, I knew there was gonna be a blowback 'cause I just have done enough field stuff that I knew there was gonna be a blowback. But my mistake was telling the team like, go all out. I was like, go to every side street and do every single corner. And I would not do that. So we're gonna do it.

Did you get other leads aside from that?

We have a couple. Yeah, we have a couple. I mean, 190 is not many. Like, our plan was to put 500 in this one village. It's a village of about 30,000 people where our office is.

Yeah.

So our plan was to deploy all 500 there, and I think that would have done good. But now what we're going to do— and we tracked where we put them all. So our plan is they've been there for like a week, the 190. We're going to go back and count them and see how many are left.

Yeah.

Because we upload them all to the tool that we use. But our new plan is we're going to go to a different city and be more covert, maybe do one like Every couple blocks. That way it's there, but it's a ripple, not a tsunami.

That's hilarious. That's really funny. Yeah, we're starting and we're pairing it with our canvassing team. So like we have a very impactful canvassing team. And when I brought it up to my team leader over there, he was like, oh yeah, we used to do that over here. And they had a specific strategy where they actually only leave them up for a day and you don't need 500 or whatever. In this strategy, I think there's a few different ways to do this, but this was for one of the giant window companies. I don't remember which one. Universal maybe. And so they would go and wherever they're canvassing, they put up like 20 signs or 30 signs that day. They just, it's up and down that street, up and down that neighborhood.

Then they canvass and then they move it.

And then they pull 'em at the end of the day. So they're actually only there for a day and it's this mobile thing.

So that's actually very cool. And that would alleviate a lot of the, City issues that you would run into. I think that's a very interesting thing.

Yeah. Well, what I why I want to talk to the guy from Grand Rapids is I want to ask him which strategy they used.

Like yeah. No, I mean I should. I I'll give you his number.

Did they do 500 at a time or did they do?

I think he did what I did and he alluded to the fact that there was blowback, but I don't. I didn't really dive into it then. Now I need to dive in. He said that basically they had a Jeep. They took the like doors off and were just like pumping out.

Just signs. Yeah. Like throwing knives around.

Which is what we, which is what we did. And again, like, that's not a good idea.

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Yeah.

So I think 50, 40?

I think 53.

Okay, I think we're in the, I don't know, 20s, 30s. We've been in the 20 to 30 range for a long time. All right, so we're gonna be talking remote staffing. Something that I think is funny is if you're not from like the Twitter, like, you know, I started creating content on Twitter like 4 or 5 years ago. Everyone on Twitter like knows about remote staffing. It's like old news. And I think because of that, we're all like, everyone does it. And then you go to any event, any, anything, and they're like, hold on, what do you mean?

You can— It blows their minds.

It blows their minds. And like, I'm talking to like, Very sophisticated operators. And they're like, well, I've never thought about doing that. And I'm like, how can you afford to run a business? How can you afford to scale a business if you're not bringing in talent from wherever you can find talent? So yeah, I'd love to hear your, just opening it up, I'd love to hear your thoughts on offshoring, how you started it, what it's done for the business.

Yeah, no, I think you hit the nail on the head. For us, it's been honestly a key driver of growth. Without overseas talent the way we've done it, we would not have scaled the way we have. I think I have 140 employees and 50-something of them are overseas, so it's a huge percentage of the business.

Yeah.

And it covers every business discipline. So what I try to do is have a leader for a function in the US and then try to supplement them with as many overseas people as possible. Take accounting, for example. I have a controller in the US. We have a staff accountant, accounting supervisor in Colombia, and we're bringing on a bookkeeper now also. So it's gonna be controller in the US, 2 overseas people. That's my entire accounting department.

Yeah.

Install coordination. You know, we're a $30+ million business now. I've got 1 install coordinator in the US and then 5 people overseas that support it. And so they cover aspects of permitting, scheduling, customer service. And so for us, it's how can we chunk down and use overseas people to own one part of the process so that it's perfected and more scalable. And so digital marketing, we're actually in the process of retooling this, but right now I've got one digital marketing lead in the US and then he's got 4 or 5 overseas people supporting him. And what we're now doing in digital marketing is building out specific domain expertise. So we're trying to get a specific SEO person, a specific paid ads person, a specific email person. And so just have somebody who focuses on one thing. And when you're a small business and you wanna try to make ground on all these different things, when you have an overseas person, it's in a cost-efficient way, you can build specialization 5 times faster.

Yeah, I mean, you just never could.

Never could.

Yeah, you just never could. Yeah, so that's roughly what we use. It's like pod. I want, if you're a supervisor or a manager, I wanna be able to have a face-to-face on like, hey, there's an issue, let's solve this. But how can we support? And basically the way we think of offshoring is how can we make our Americans, like how can we make our onshore team the most effective as possible? Can I reduce the button clicking, you know, tasks so that way like—

Pure thinking.

You can be like a thought worker. You can like help drive strategy. You can help move the business forward. I don't need you like pressing emails, right?

I agree 100%. That's a very good summary of how we do it. Kind of like this hub and spoke where the US person is setting the strategy, doing the thinking, and then they have executional help from people. And then you can also invest more. The other thing we didn't just talk about, but it lets you invest more in that onshore person. So you can get a more expensive onshore person who's really a thought leader, really can drive things, and then you supplement them with cheaper execution.

Yeah, yeah. I think something that we're trying to work on And this is just like a philosophy change. I don't know which way is right or wrong, but I think the way we're going is right. We want less people, but pay the people we have more.

I agree with that.

And that's been, historically, that's not been our philosophy. It's been more like, okay, let's make sure we have bench, let's make sure we have redundancy, which is good. There's nothing bad about wanting either of those. We wanna be defensible, but can we just have less people but pay the people that are here much more? Can we? So I have a friend and he was on and he talked about this where like, yeah, he had less people, but he was able to pay like 10 to 15 grand above market on every role he had, which was fucking awesome.

I would say that I have that.

That'd be dream scenario.

I have a version of that going. I would say my onshore, Office people are comped quite high.

Yeah.

Which obviously helps for recruiting, retention, getting again somebody who's more firepower than what your business would traditionally be able to support.

Yeah.

And you've kind of blended it with these overseas people. So you're getting that big firepower.

Yeah.

Cheaper execution. I mean, yeah, I think it's a good model.

You're talking to people that are starting to go remote. What are some common patterns that you're seeing? Pitfalls, successes? What do you think?

Well, first, I think to your point, like most people I talk to do not have a remote first or even remote important philosophy. So the first thing is people just even thinking to do it. And I think people believing in doing it is a function of meeting somebody who runs a business they respect, who's doing it in a scaled way and has executed well on it. So seeing that model, that's what causes someone to have a light bulb moment like, wow, I could do this and I could see the benefit.

Well, yeah, I think I'm gonna dive a little deeper, if someone in your business is working remote right now, that job can be done from anywhere.

Can be done from anywhere.

And that was our unlock in COVID, because that's when we started, was like right before that, we're like, hey, we should look into this. It was like 2019. But in 2020, we had to go remote and call volume increased. So we had to figure it out. But if something can be done remote, it can be done remote.

Absolutely.

So if you already have locked-in process on how to do this from not physically there, then like you're most of the way there.

I agree.

I do think people tend to be lazy about hiring. We're like, the only way to train a CSR is in-house. Like we've been training offshore CSRs for 5 years. And, uh, but like before that we were like, dude, how do you train a CSR? Like the only way is you have them ride along next to each other for 3 months and eventually they know how to pick up the phone. Exaggerating, but I think that's most people's philosophy.

Yeah. No, for sure. I think that's the other barrier for a lot of people to do this is how do you start? And so that's where using agencies and having someone help you, that's the big way to do it. Because first, it's to see is to believe. So see somebody you respect that's doing it. And then secondly is what is your entry point into it? that feels achievable. And so when you can work with an agency to help source somebody, train them, et cetera, that is a huge, that is the 2 pieces of the recipe you need, belief by seeing somebody, and then you need someone to help you start doing it. 'Cause you're not gonna go on the Filipino job board and hire your own people, especially if you have no experience at that. That would be a crazy move that would not be successful. And then there's like, we won't, it's a huge rabbit hole, so we won't dive into it, but there's so many different nuances to The country you hire somebody from.

Yes.

The roles you hire them for.

Yep.

How you train them. And like, I've talked about this online before, like one of our biggest issues we had overseas-wise was trying to get the install coordination department overseas because there's, you know, you have that sort of ops war room. Like there's so many minute-by-minute things going on.

Yeah.

And so a big unlock for us was we put them all on a TV with a continuous video and audio. So they're hearing what's going on in the dispatch room and able to talk.

Yeah.

Because we struggled for literally months where we couldn't onboard someone to actually meaningfully help with dispatch and coordination because there was too much friction with trying to Slack them or jump on a conversation.

Yep. Yeah.

So there's levels like outsourcing CSR, much easier than outsourcing dispatch or outsourcing install coordination. I have one overseas dispatcher who does all the weekend dispatch, which is like, 10% of my business. So this guy by himself runs the entire weekend for us, which is like, we have multiple, like we have 10 people that work every weekend and this guy's doing all the, he's coordinating with all the overseas CSRs on the weekend. He's doing all the call decision-making. He's dispatching all the people and he's running the whole ship on the weekends from the Philippines.

Yeah.

And that is, you know, Roughly $3-ish million a year for us.

Yeah.

It's crazy.

Yeah, it is. I think what we've learned, we started with CSRs in 2019, 2020, and over time we've, it's really ebbed and flowed. How much do we send over? How much do we not? I like our current pod structure a lot, but this year, 2025, We really experimented with a lot. So last year we brought on our first overseas recruiter and that was amazing. So then we—

I have that going on too. 2 more.

And then once we saw that be successful, it was like, oh, holy shit, actually, so we can do way more than we thought we could. And so we built a purchasing team overseas. We built a job costing team. Off— like, we brought on more marketing people, we brought on install coordination, we started like really fully developing these teams where like before midway last year we had dabbled. We still had 20-some people, but they were all CSRs. Yeah. And now it's way more like functional roles inside the business.

Though that's the most powerful.

Crazy.

Those are the most powerful ones.

That was way more powerful than just calls.

Like, I forgot about recruiting. I also have 3 overseas recruiters. And I, all of my technician recruiting, so all of my plumbers in Chicago are recruited by somebody in the Dominican Republic. He spends all day on Indeed scheduling interviews, going through resumes, doing pre-screen phone calls. And what that enables us to do is actually consistently interview because when interviewing and recruiting is someone's secondary thing, it doesn't get done. That was the unlock for us on recruiting. So now one person, all he does is schedule, 5 technician interviews a day.

Yeah.

And we just bang 'em out.

Yep.

And all that coordination part is done.

Yeah.

Accounting, we were able to, we had a, this was like a year and a half ago, so we were a smaller business then, but we had all of our bookkeeping done by a bookkeeping firm.

Yeah.

I was able to completely replace that entire bookkeeping firm.

Yeah.

With one guy in Argentina who has a master's degree in law and a master's degree in accounting.

Yeah.

And he completely replaced an entire bookkeeping firm.

Yeah, you can do a lot. I mean, purchasing was the one that we were always like, can we, can't we? And we did and it was fucking awesome.

Yeah.

'Cause it gave us way more depth. We went from one overstressed, maxed out purchasing person to 3 people that have bandwidth, which maybe we need to send them more stuff, but we're more diligently looking at POs, we're more diligently reviewing pricing to make sure we're getting better pricing.

And that's how I think—

We've unlocked a lot.

Oh, it's huge. And that's how I think about it. Like, it's not like, can I have an overseas person and have— do I need them to be maxed out 110% utilization? I don't. I would rather have— and this is why, like, I don't give overseas people multiple roles. I chunk it down to the smallest specialization possible.

Yeah.

That way they're hyperfocused on that. So it's almost like a leverage point. Like, okay, this is an important thing in the business. How can I use an overseas person to just apply as much leverage to that one thing as possible? Even if they work half the time, it doesn't even matter because the leverage is so high. On a high-return item. Yeah.

Yeah. I think what's the craziest role you've— like, maybe accounting?

I think the recruiting is honestly like, like we have like, this is so crazy. We have people that come into the office like plumbers.

We have this every single day. Plumbers.

They're like, they're like, hey, I'm here to, I'm here to meet with Gilbert. Oh, Gilbert's not here. Gilbert's in the Dominican Republic. Okay, well, I'm only willing to talk to Gilbert.

Yeah.

It's like, okay, well, Gilbert.

Oh yeah. We have the same thing.

Gilbert's not even in this country.

We have the same thing. People, people walk in and ask to talk to Chrissa. And it's like, I mean, she's literally in the Philippines. Like, we are like, I like Krista too. We are unable to bring her here for this interview.

And that's the craziest one because people think that like it would be impossible to have technicians be recruited in this way because it seems so crazy.

We thought that it was going to be a real challenge. And then that's why that first one, you know what, once we saw that we could do that, we're like, oh, Well, that means we can call into suppliers and have them place orders. We can have them call into suppliers and check pricing. We can start unlocking a— we can do AR. We can unlock a lot more very functional roles, pulling permits and calling municipalities. All the things that if we can talk to a plumber and interview them, we can do any of this.

I mean, this is kind of a good one for us is like fleet coordination. It's like I have a guy overseas who He does all the fleet coordination. So he, when we buy a new vehicle, he makes sure that the delivery is set up. Anytime that vehicle, he makes sure that it goes to the wrapping company. Anytime a vehicle has a repair issue, he schedules it to be fixed. He schedules all the towing. He does anything involving vehicle coordination stuff and he does it all remote.

Yeah.

The technicians call him if they have an issue with their gas card, if they break down, they call, This overseas person for help. They don't call someone in the office.

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Yeah, for sure.

And we immediately did it. And that's when we had 18, which now I think we have 10 or something because AI took over a bunch, but it gave 24/7 coverage for most roles that we needed. Did you do anything aside from call center or dispatch, weekend or you have install coordination on off shifts?

You're talking about specifically for off hours?

Yeah, just how did this help expand hours?

I mean, absolutely, yeah. So all of our call center is overseas and so they run on different shifts. So we have a core daytime shift, then we have a shift from 12 to 10 PM, and then I have an overnight person. I have dedicated weekend ones. So yeah, I mean, it's hugely expanded call coverage. But the reason why I keep laughing is because you asked me the craziest role, and I just thought of the craziest one that I'm thinking about. This one's super off the wall. So, um, warehouse security, you know, is a big deal. Like, make sure someone's, um, watching all of our stuff in the warehouse. And the problem with the way our warehouse is set up is a lot of doors.

Yeah.

It's like hard to use an alarm. It's like gonna be like a lot of false, false positives. So what I wanted to do was have a dedicated overseas person watching security cameras all night to like call the police if there's any mischievous activity. But then I took it a step further and I saw that like robot thing that came out in like Neo that you can like order online for $20,000 and it's controlled by someone overseas. So I was like, wait a second, what if we got a security guard overseas by getting this Neo robot and had it control overnight? No, but I'm like, deadass thinking about this. That is funny. So for like basically 20 grand a year, you could have this little like robot that would walk around the office and like make sure everything's okay. Well, it's 20 grand one time and then like the overseas person cost. So that's like my most off-the-wall idea I have.

That's a good one. I mean, that has to be like really powerful soon for like warehouse restocking or like staging jobs.

I think that's the craziest future one 'cause some of these new like humanoid robots that are coming out, they're not fully autonomous. Like everyone's probably seen this Neo one. It went super viral.

Yeah.

So what people are making fun of it for is that like it has to be controlled by one of their employees.

Yeah.

But if you combine it with this overseas idea, you can literally arbitrage a lot of your life with like these robots controlled by someone overseas. So like let's say you want a house cleaner.

Yeah.

You can get the robot, have someone in the Philippines control the robot.

Yeah. That is funny. I did not think about that. When I first saw that video, I was like, yeah, I'm not putting that in my house. That is funny though. That is funny.

So that's my most off-the-wall kind of thought.

No, I like it. I like it. Yeah, anything to reduce. Yeah, it's like, where's there a friction point is probably, and that's a friction point is maybe cleaning or pulling orders or something is like, where's there a friction point? How do we— and I think a helpful framework that I always use is there's 3 ways to solve a friction point, maybe 4. And number 4 is you just ignore it. But you hire someone in office, you hire someone overseas, or you get a software/AI now. And those are the different ways to actually solve problems or ignore it. But in that case, yeah, I do think the restocking or pulling orders could be really fascinating.

I think that is a very sensible one that in not that many years would come up.

With remote work, There's like some of the good is exactly like I think we're talking about a lot of the good. Some of the bad is like especially with offshore, like two jobs over employ. So that's like very common where people are doing like three jobs at the same exact time. Like I'm not you know stopping anyone from like making extra money, but like if you're supposed to be answering calls but you're answering calls for six companies at the same time, like that's that's an issue. So we've run into overemployment a ton. What are you doing to help make sure that the team is executing at expectation?

I mean, I think that is a big mistake people make. They think that you can just hire someone overseas and they're just plug and play ready to go. And that's not true at all. You have to actually interview them. You have to have quality standards. You have to train them and you have to performance management them. So one thing we're serious about, before we hire someone, we're very upfront about our culture. So Our culture is that we try to make our overseas experience simulate being in Chicago. So our overseas team, everyone sits on a Zoom together. Like the whole call center's on a whole day Zoom together with video on. Obviously they mute to take calls. So you can't moonlight and do something else. Our whole install coordination team is on a 2-way video audio all day talking.

Yeah.

So we try to integrate them as much as possible. And I'm not saying that that's never happened to us, and I'm sure it has, but because we're so upfront about what we do, we actually lose people on the front end. So we'll interview someone, they'll be good. We'll tell them about having to be on a Zoom all day. And then they'll say, actually, I'm not interested, which obviously is a red flag. So that's a huge— that's a way we screen for that is we just create a culture and performance management where you're not going to be sitting alone all day, not talking to someone. No, you're going to be communicating and you're going to have to be on point.

Yeah. Are you doing any of the keyboard trackers or anything like that or not really relevant?

We did in the past. I honestly—

The Zoom seems to probably solve that.

Don't know if we still, I honestly don't know if we still do that.

Yeah. I honestly don't know that you'd need to with Zoom on.

Yeah. I mean, I think there's, I would not do that with more creative or thinking roles. I think with agents, if you wanted to, they're not very expensive. You could do a keyboard tracking one.

Yeah.

Um, that would just like periodically take pictures of their screen.

Yeah.

But the other thing we do in the call center is like we round-robin calls. So like you, everyone gets calls dispersed to them. So like if you miss a call, like that is a performance issue.

Yeah.

So like we have, like my call center structured where like I have agents.

Mm-hmm.

They're broken up into pods. These are, they're all overseas.

Yep.

Those agents have pod leads who are also overseas.

Mm-hmm.

And those pod leads have a call center manager who's also overseas.

Yeah.

And then that person reports to a US person.

Yeah.

So I have 3 layers All overseas in the call center.

Yeah.

And they're all executing on this structure. And so if you're round-robined a call and given to you and you don't answer it, you have to have an explanation for why you didn't pick up that call, 'cause it will show up that you missed it.

So redundancy and role. And I think the ability to scale that team came from the fact that you're offshore, just like—

Absolutely, yeah.

Yeah, yeah, yeah. It's powerful. When do you think operators are ready for remote? Like, what do you think the qualifications are? Hey, you're ready to put remote into your business.

I think literally as soon as you possibly can at any size, like it's the most powerful even for very small companies. Like if you're a very small, like if you're like a $500,000 company, like—

Oh, it's unlocked.

It's a gigantic unlock.

Like, I mean, you start getting access to better purchasing, better marketing, better call center, like basically immediately.

Immediately. Like, let's just say like, let's say you're a, Oh, you started a new plumbing company. You're one guy in a truck doing $500,000. Instead of you having to answer the phone, pick up an overseas person for $1,500, $2,000 a month, whatever it is. And now you no longer have to answer the phone. And one phone call will pay that person's— one answered phone call that you would've missed would pay for that person for a month.

Yeah.

So as soon as you have a business, no matter what size you are, you should be looking to do overseas stuff. I'm that serious about it and passionate about it. 'Cause it has been a huge unlock for us. And the smaller you are, it's hugely impactful.

Yeah. Yeah, I think the bigger you are, it's just like efficiency.

Yeah.

But the smaller you are, it is, because it like basically gives you the funds to grow.

Whole new functions.

It gives you the funds to grow and it gives you disciplines you would've never had. Like, how do you get specialists early? You staff.

Yeah.

Staff 'em.

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What are some lessons from successful remote-heavy companies that you've seen? Like, have you seen other heavy remote-first companies?

I, to be totally honest, have not met another home service contractor who's as deep on remote as I am.

Well, Chris Hoffman, I think, had 80 at one point.

I'm not intimately familiar with him, but what I understand from his story is that a lot of them were not direct employees and they were hired through—

Oh, like a BPO?

Yeah, like a BPO.

Okay. I'm not actually sure.

So I say that because I honestly haven't learned that much from other companies, if I'm just being totally honest, about what they do remotely. I feel like I'm, pushing the boundaries of what people do. And then a lot of times people are asking me. So for me, I just experiment. If I hear somebody doing something, I'm like, oh shoot, I could do that. And I just bolt it on. So the lessons I learn are just hearing what people are doing and I incorporate that. So you're doing some purchasing stuff that we're not doing. So now I'm going to go back and tell my team, hey, maybe we could shift some of this purchasing stuff. Mike, instead of you doing that in the US and taking up a bunch of your day doing some of these POs, let's offshore that.

Yeah.

So I think back to what I said at the beginning of this segment, find somebody who has a similar business to you that is doing offshore stuff and talk to them and study what they're doing and then implement it and then get the help of a good agency that can help you do it and staff up. And I think that's I think those are the 2 key things. Yeah.

And I think assume that every role could be done.

Assume that every role can be done overseas and try to have an overseas mindset first. Like, yeah, can I accomplish this overseas or require a proof that you cannot to hire someone in the US? So if you are by— and that is how we operate, like by default, I wanna hire someone overseas. So if I'm gonna get somebody in the US, why do I need to have them in the US? Yeah. 'Cause there's, there's, and we can, we'll dive in this rabbit hole, but there's so many benefits of it from cost standpoint, specialization standpoint, employer liability standpoint, like many, many things.

If people wanna hear more about this, how can they get ahold of you?

LinkedIn or X. I make a decent amount of content on LinkedIn and X. You can hear some more ramblings there.

Thanks for coming on and talk remote work today.

Yeah, this was fun. Thank you.