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Jeremy Vokt (00:09):
First thing I would point out right now over the last five years would be us being attraction or EOS entrepreneurial operating system shop. Having that strategy alignment has been key for our firm. It took us a while to get there. When I say a while, we would do retreats and strategy planning like every other firm, once a year industry expert, do it in July, rah, rah, rah, we’d be done in October. And then what did we get done after that? We’d check some of that off. But finding a philosophy that really aligned to who we were was traction, and that really gave us the alignment, everyone on the same page. And that took time though too. That didn’t happen overnight. That took 18 months to probably get to that point. Everyone aligned in our strategy. So I think having 90% of our people, right person, right seat as well with that strategy, just everyone’s working on our goals and our strategy.
(00:55):
Everyone knows where we’re going. They know the vision. We report on it every quarter. Every team’s a part of that as well. So I think that helps. And also what sets us apart with that is, okay, not only are they doing that job and carrying out the vision, but they also own the firm too. Again, back to that a hundred percent employee owned esop. So it all ties together there that I think sets us apart. It’s not old school version of, I’m going to start a firm and I might be a partner in 20 years and I’m going to buy somebody out and then I’m going to get paid something. With the esop, our people start to own the firm after a year, and they own more and more every year after that. And now that we’ve been in ESOP for about five years too, now they start to see significant growth within our stock and in their value at that point. So that sets us apart in terms of attracting talent. I think that’s a good story that we tell too. When we go talk to clients as well, they see that all of our employees or should be invested into our firm at that point, they’re, we’re all aligned in that same vision. So I think that sparks interest to our clients as well, and prospects that okay, they’re in it as well in terms of trying to grow something, not just an accountant doing my stuff in the background, if that makes sense.
(02:06):
Alignment and strategy and accountability around that. I mean, we all lack that at some point. We lacked it too. It’s still not perfect all the time. Yeah, we still got everyday jobs that we have to do as well. So I think the more you align your strategy, you have accountability up and down and then back. I mean, not only is everyone accountable to me as managing partner, but I’m also accountable to the rest of the team. I have to report out that, okay, if I’m in charge of the strategy, I better show that we can execute on it. So I report out to the firm quarterly about that as well. So.
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