Speaker 1:

Hi, and welcome to The Insiders by durhamlane, where we get perspectives from industry thought leaders about strategies that are unifying marketing and sales cycles to help accelerate growth inside your world.

Simon Hazeldine:

Welcome to The Insiders sales and marketing podcast. I’m Simon Hazeldine. I’m a sales transformation, strategist and sales performance consultant, helping my clients get more sales more often with more margin. I’m also a keynote speaker and author of several books on the topic of sales and negotiation. I’m your host along with my co-host Richard Lane, who is the co-founder of durhamlane, who are an inside sales partner that helps businesses to grow their revenue through an integrated sales and marketing methodology. Richard, great to be back in The Insiders studio with you. And we have another fantastic guest for our listeners. Over to you to make the introductions.

Richard Lane:

Thank you, Simon and wonderful to be back hi to everybody. Well, I’m thrilled to be joined today by Ricky Sevta. Ricky is the Chief Revenue Officer at SimPRO. SimPRO, full disclosure, are a long-term customer of durhamlane. I’m very proud of that fact, a rapidly growing global field service management software business. So, Ricky, pleasure to have you really looking forward to the conversation and welcome to the Insiders podcast.

Ricky Sevta:

Awesome. Thank you, Richard and Simon.

Simon Hazeldine:

Wonderful. Ricky. What we normally do is just ask our guests to give us, a little bit of background on yourself and how you came to be in the role you’re in currently. So our listeners can kind of get to know you a little bit. So yeah. Tell us a little bit about yourself, Ricky, please.

Ricky Sevta:

Sure. Simon, I’ll only take 15 minutes. So a little bit about me. Started off as an engineer believe it or not. So I went down the route of mechatronics engineering, where I sort of had the passion of tinkering with things, breaking things and fixing things back up, found myself working for a corporate on large buildings and construction sites, doing wonderful things. And again, kind of just going back to my love of fixing and breaking things. Did a lot of that. And then someone thought it was a good idea to throw me into management. So then I did the same and carried on the theme of breaking and fixing, but this time it happened to be with teams and people. So that’s kind of my background, fell into love with just dealing with the customers, dealing with a whole array of different people, I guess. And that’s where the passion for sales came in and technology and engineering and sales. And I guess cut the long story short. I found myself at simPRO. So that’s where I’ve been for the last couple of… Four years now.

Simon Hazeldine:

Wonderful. Another member of what we kind of call the trip up club, Richard and I.

Richard Lane:

The happy trip up club, Ricky.

Simon Hazeldine:

Happy trip up. Yeah. Where we all ended up in sales, right? That’s how it kind of happens by all of these really strange roots that we tend to find with our guests. So Ricky you’ve previously worked with a big global company, and now you’re working with what you described when we were having our sort of pre-chat before we recorded this session as more of a startup, what are the main differences you’ve seen?

Ricky Sevta:

Yeah, look, great question. Look. First things first, we’re probably more of a mature startup now, but I still classify myself as a startup for the main reason being, there’s not much red tape. We do have the ability to experiment. We have the ability to test. We have the ability to roll out ideas. We have the ability to tinker with things. We have the ability to kind of adopt change, be flexible. The biggest difference is you can start, is that imagine going back to my corporate world is that there was a layer of approvals they had to go through. There was a lot of red tape whilst the ideas that everyone brought to the table were amazing. That execution took forever. Whereas in the startup environment, you really have the ability to change and flex every time you roll over. So that’s the biggest difference I find between the two.

Simon Hazeldine:

Yeah. Wonderful. Less red tape. I think all of us who’ve worked in large corporates can probably identify with that one. And you are now leading, it’s a global organization. And how do you make sure that everyone’s kind of, as you described rowing, in the same direction? Because you got like a lot of people there, right? A lot of different countries. It’d be really interesting to get your perception on that.

Ricky Sevta:

Yeah. I did use the phrase running in the same direction. It’s a challenge. First things first, you got to acknowledge that you are dealing with a lot of different people, different backgrounds, diversity and culture, and all of that plays a big part. In order to get a buy-in, as you’ve got to have, make sure that your vision is clear. You’ve got to have the reasons behind as to why you’re wanting to do certain things. You got to have a purpose. Once you’ve got that laid out, vision and a purpose, it’s easy to get people’s buy-in, and then you can wrap it around a lot of the support and have that have the team as we identified earlier, running in the same direction. So it’s going back to the main point of making sure your purpose is crystal clear for everyone in the organization from bottom up and top down, therefore you can have that buy-in or else it can be rather challenging exercise.

Simon Hazeldine:

Yeah, that I think is a powerful message. I think for all people who are leading teams or leading organizations about making sure that’s in place and Richard, you work with lots of different clients. What’s your perception on how well people communicate that vision and purpose. I mean, Ricky’s obviously doing a sterling job.

Richard Lane:

Yeah, absolutely. I mean, Ricky’s right. And just some sort of immediate thoughts from listening to the first couple of minutes, it’s that startup mindset isn’t it? It’s the sort of lean startup type approach, Ricky, that you’re talking about. And, a topic that I think is really interesting and something that durhamlane are tackling at the moment as we get bigger, is how do you keep that startup mentality culture flowing through the business rather than allowing the layers of red tape that… And you need some of those, right? Particularly as you’re an international business, you need certain rules, processes, and procedures, but how do you make sure they don’t stop you being agile and stop you being purposeful in your execution?

Richard Lane:

And I think Simon, to your point around that vision and purpose, I think that is the key. So keeping everyone facing in the same direction. I love Jim Collins’ ‘Good to Great’ and get the people on the bus, get them all facing the right direction. And at some point, get them all in the right seats. And then you go, right? So we’ve tried to live and breathe that over the last 11 years. And we’ve got some really strong stories of where that’s been successful.

Ricky Sevta:

I think that is the overarching layer of making sure that everyone is then heading in the same direction. Second being the importance of what I call the sweet triangle, the tools people are processed. You’ve got to make sure that you, once you do have the right people in the right seat, you’re giving them the best of the tools. So in sales, sales enablement plays a big part, right? And then what Richard and durhamlane do really well is define the processes. Same at SimPRO. So, we are really hot on that. We got to make sure that in order to gain consistency and making sure that you all are constantly hitting your goals and your targets, you have the right processes. And those processes obviously need to be clearly defined. And then they have to be reevaluated, right?

Ricky Sevta:

There are no processes can be one size fits all approach. It has to be constantly in a live environment, right? It’s a work in progress, you’ve got to learn. And the environment that we’ve all been operating and businesses in the last couple of years, it’s an ever changing landscape. So again, being flexible, going back to what Richard was touching on earlier, I think that’s the beauty of being in a startup mode. You have the ability to just go back, think, make the adjustment and go back at it. So that plays a big part.

Simon Hazeldine:

Yeah. Cool. And in terms of that tools people process your sweet triangle, as you described it, specifically drilling down into the tools part, because I think is a hot topic for people who listen to the Insiders. I mean, there’s so much tech available now. So in terms of tools, how do you make sure you pick the right technology or the right tech stack for your business?

Ricky Sevta:

Yeah. Brilliant question. Simon, look, we’ve been through the experience. I’ve done it a few times over. I think you’ve got to make mistakes like anything else in order to actually learn that. And it can be quite a costly exercise, right? It’s an expensive mistake to make in any organization, but going back to, how do you pick any tools, it can be simplified. You got to make sure as to what’s the problem that you’re trying to tackle first. It has to be no software, no tool out there is going to be 100% fit, but can you get to at least 80%, right? You’ve got to recognize that you’ve got to really kind of work on that piece and then go: what is the biggest challenge we are trying to work on as a team and what tools do we need to get there?

Ricky Sevta:

Sometimes one tool isn’t enough and talking about sales enablement, as an example, CRM is kind of more the single source of a truth, but that’s not the only thing you need nowadays, especially as we’ve identified in the last few years, the online selling is playing such a big part.

Ricky Sevta:

So, you need something more. Do you need a coaching tool on top of that? Do you need an artificial intelligence tool which is picking up on, how much we are talking and the ratio of chat and what part does that play in your coaching tips and tricks and your close wind rates and how do you then view the data? So, do you need something else on top of it? Do you need a BI tool? And the list goes on and on and on, but initially it just depends on the size of the organization, the problem that you’re trying to tackle first and then just work your way up.

Simon Hazeldine:

Yeah. It’s really interesting comment about being really clear about what the problem is that you’re trying to solve in the first place, which I think is sometimes people maybe go into it a little too shallow, don’t they? And, then rush ahead, then they realize haven’t done a root cause or whatever to find out what the actual problem is. Richard, from a durhamlane perspective, in terms of the kind of tech you think is needed to enable specifically say from a sales enablement point of view?

Richard Lane:

Yeah. I was just sort of listening to the conversation, thinking a great poll to do in the world of sales professionals would be what percentage of your tech stack is actually utilized? Cause I imagine it would be very low. From a sales enablement just to sort of further on what Ricky was saying, I think that whole space around voice and AI intelligence is really interesting. We embedded from an early days of our business, the 70:20:10 learning model, which I sort of brought with me from my corporate life. So that says that we learn 10% of what we learn through formal training courses. We learn 20% through coaching formalized coaching programs, which we roll out inside our business. And then 70% really importantly, through doing the job and being supported in the job.

Richard Lane:

If you’ve got a thousand people working at home that becomes more challenging, right? So, there are now technologies and tools that you can use to support that, whether it’s being call coaching analysis, whether it’s, I asked 25 questions in that discovery meeting and I only let my customer speak for 5% of the time. It didn’t go well. So, there are lots of tools. We use one here at durhamlane, which works really well for us from that coaching and support point of view.

Richard Lane:

The reason durhamlane exists actually just as a side note was because Lee and I got together, we met, of course I was delivering and had a discussion around creating a CRM system, designed by sales people for sales people. This is sort of a dozen years ago. Realized that neither us had any technical ability at all. And thought that probably wasn’t a good idea. And it was already becoming quite a crowded marketplace. CRM tends to be built by technical people for management, and certainly, it’s got better, but that was certainly where it came from. And the trouble with any tool is that you only get out what you put in and the quality of what you put in is often not good enough. And I think that’s an ongoing challenge for every business.

Simon Hazeldine:

I mean, when I’m working with clients, we often help them to put in a really good sales management cadence. And one of the things that’ll be in there will be like data hygiene some of the time. I mean, it’s painful, right? To get it to a good place, but you have to get there because if, like Ricky, you’re saying single source of truth, ideally, but if half the information is missing. So, a lot of focus from leaders to make that happen.

Richard Lane:

Yeah. Just on that song, we talk about four things really passionately at durhamlane: input, output, outcomes, and insight. And that insight piece, I think if I was in the shoes of my customer, that’s really high value to me. So, if our sales teams aren’t inputting the right information through their activity and through creating the outcomes they create, then we’re not going to have the insight to deliver back. So, you talk about hygiene, hygiene is something that has to happen and has to happen often, I guess, is a definition. And that’s a continual challenge, I think.

Ricky Sevta:

If I may add to that, the other thing is that tool has to be simple enough for everyone to use in the business, right? So, it has to be, it can’t be counterintuitive, going back to Richard’s point, if it’s too difficult, salespeople are the first to give up. All it just turns into is more admin for them. And every salesperson hates that. That’s not good use at the time. So, anything that can be embedded into their working environment, and there are great tools like that, which they can often just kind of piggy back onto your activity. They can take away a lot of the administration away from you. So that’s also a big consideration as to when you’re introducing a tool. The other thing I wanted to talk about was also the data driven decision making process in places like simPRO, we are heavily reliant on that.

Ricky Sevta:

Being a SAS business that operates across several GOs, we are constantly looking at trends. We are looking at how well one team is doing compared to the other, sort of driving the internal competition for people to thrive on, but also from external purposes, what activity are we seeing in particular industries? What are the macro trends? What are the micro-trends are we seeing? Is it viable enough to actually sell our solution to a HVAC company in a period of shoulder season? Because they’re going through a major shift in their workflow process. So those kinds of things give us a lot of insights and obviously on a really larger scale of things, it plays a big part, when you go into a due diligence process for things like funding and the PEs and the VCs, obviously, a lot of that stuff is required nowadays.

Ricky Sevta:

So, people forget the importance of data as Richard touched on. I mean obviously the quality has to be maintained and we can talk about a little more about as to what we do at SimPRO to ensure that data hygiene as you highlighted earlier is actually a priority. But making sure that everyone’s in the habit of using a tool and input is no longer an optional. It’s mandatory for a number of reasons.

Simon Hazeldine:

‘Cause if you haven’t got the data, you can’t gather the insight from it, can you? I mean, that’s fundamentally the issue, right?

Ricky Sevta:

That’s correct. That’s the flow on impacts a method.

Richard Lane:

Ricky, can I ask sort of a follow-on question if I may, from your point there, I’m really interested to know because obviously simPRO as a business is more mature in certain markets. So, are you able to use data and insight from what you’re doing in one market to change your sales approach or execution in another market? For example?

Ricky Sevta:

Yeah, absolutely Richard. That’s kind of been, I would like to describe as one of our point of difference in how we run our business. We have the ability to work across as I was highlighting earlier across geo. So, what I tend to do and the teams are really good. Our teams really get behind this, is that we do a lot of testing. So we are testing in different environments before we actually choose to roll out a concept, an idea. And that’s where again, the importance of data and the ability to work across geo plays such a big part. So like anything you can do testing phase, AB testing, make sure it’s going into the final draft. And then once the model is proven, we normally put it out into the rollout mode across the teams.

Simon Hazeldine:

Fantastic. I think it’s often it’s overlooked is the importance of testing, finding out, failing. We’re learning from that. And then you hope your execution is going to be there. And I suppose linked to the topic of sort of execution, you mentioned in our sort of preacher, that you had a particular passion about the importance of having a defined process for scalability, was the phrase that I captured from you. Can you expand on that Ricky?

Ricky Sevta:

Absolutely. Again, as Richard would very well know, and we’ve had some conversation, there seems to be a level of madness that you often see in SAS businesses, particularly it’s always go fast, go hard and go quick. But again, when you’re flying blind, all you end up doing is hiring for the sake of hiring. You don’t seem to have any data to back you up. Whereas what we tend to do is that we do a lot of modeling beforehand. We make sure that we are gathering the data. We are partnering up with the likes of durhamlane and others, and set of markets before we press the button to go live. We are really mindful of our quality of not just our solution, but our brand awareness and everything else that comes with it.

Ricky Sevta:

So scalability to us is a responsibility and a corporate responsibility to our people, right? So therefore, we want to make sure that every person who comes and touches this organization internally and externally is set up for success. So that’s what I meant that everything that we tend to do at SimPRO, whether it be for our customers, our partners, or our people, it’s all geared up for success. And it’s all geared for scale and scale could mean different things depending on who you’re speaking to, our customers, because they normally pick up SimPRO as a solution and they go from $5 million turnover to a $50 million turnover business. And vice versa with internally we like to see a career progression pathways, but also we like to scale out our teams and we like to scale out into different countries and different geos. So has a lot of different meanings internally.

Ricky Sevta:

But yeah, I just can’t emphasize the importance of data. It plays into all our decision making, going and entering into new territory, and going after new vertical, going after what… I keep coming back to Richard and what we’ve been dealing with, being quite open about this, is outbound. So, going from inbound to outbound and hybrid and going into partnership model, all of that is based on the [inaudible 00:20:12] fundamental of scaling the business and making sure that we are powering on and we are providing a better solution for existing customers, but we are reaching out to further prospects in all different industry that we touch.

Simon Hazeldine:

Yeah. It’s very strong, you can pick up Ricky, your passion for that database decision making and how and how important it is. Because I think a lot of people kind of fly by the seat to their pants, don’t they? Right? Or, are not using that as the danger, you can make some spectacularly bad decisions without it.

Richard Lane:

Or you just continued to do what you’ve always done. And that’s the other risk, isn’t it? Particularly in this sort of environment.

Ricky Sevta:

I think a lot of times you fall into the trap of 80:20, right? A lot of your revenue that comes from the 20% of the people or your revenues coming from 20% of your customer base. The model that we like to run by, or definitely is one of our mission and at least an inspiration is to get to the 80:80 model. Right? So 80% of the people, reps are constantly successful quarter over quarter, month by month and same with our customer base. So again, going back to what Richard was touching on earlier, you want to try and take guesswork out of the business as much as you can, business should be about calculated risk as opposed to just stupid risk that I think you see a lot, especially in the tech sector.

Ricky Sevta:

Because when things are going great, I think anyone can be successful. It’s just, when you start to see some noise within the market, that’s the true testimonial of your business and not only the team that you’ve actually built and the credibility of your solution, but it’s just also comes back to the enablement and all the data that you’ve actually captured. That’s going to see you through these tough times.

Simon Hazeldine:

That’s fantastic. I’ve got a vision of the ghost of Vilfredo Pareto, whatever, turning in his grave as Ricky attempts to totally disrupt the 80:20 principles. So you’ll be upsetting the long passed away, Italian economist, [inaudible 00:22:19] won’t you. And you mentioned where we were talking before the importance of maintaining a deep focus and avoiding getting distracted by what you call the next shiny object. And I think that’s a fascinating kind of perspective to have. Can you explain how you can get that deep focus and maintain it?

Ricky Sevta:

I’ll try my level best. It’s again one of those topics that you can talk about until the cows come home, but we live in this environment as you very well know Simon, where you are the information overload, as I like to describe it. It’s coming at you from all different directions. It’s noisy. We are living in this digital age. We’re living in this social media environment. We are living in where any news is only good for what? 60 seconds or two minutes. Right? So same goes into the business when you’re working in a place like SimPRO, which is full of hope and fuller opportunities and the tam and the sands of what we touch are massive. You can so easily be distracted by again, going back to what I was describing as the next shining object, it could be the next new market.

Ricky Sevta:

It could be the next new industry. All of a sudden you can go: “Hey, why don’t we go look here?” However, the deep focus and you almost start to guess again, what I’m going to come back to is, data. It all comes in listing the data, right? It’s all about: this is our ideal customer profile. This is our sweet spot. Let’s stick with what we are good at. ‘Cause there’s no point going and experimenting constantly. Yes, we spoke about changeability and flexibility and adapting and doing all of those things. However, you still need to have safeguard rails. You need to be able to swim in the swimming lanes or else, like you, if you were an Olympic swimmer, you’re not going from lane one into lane eight, you’re just constantly going up and down and you’re trying different strokes and you’re trying different techniques.

Ricky Sevta:

And I think the same must be applied to the sales teams in particular. We are easily distracted just by what comes our way. And you just got to keep going back to, these are the main… It’s almost a checklist in your head to go, this is what we do best. Let’s just go back here. And that’s, I feel like we do really well at SimPRO. Our teams understand the importance of the ICPs and where our solution is sticky. And where we get the best return on investment and where we get much runs on the board. So, all of those things are critical to business success.

Simon Hazeldine:

I sometimes use the phrase, shooting firework syndrome, Ricky, which is I’ve worked for a number of people in the past where the firework shoots off and they get all excited and tell the whole team. This is, wow. Wow. Look at this, look at this. Next month, it’s another firework. Right? And that’s the… We’re probably now living in the, like you say, information overload, this attention deficit is the issue probably. It’s not like how do customers find out information. They’re swamped, absolutely bombarded with it. And they sometimes need re-educating, they think they know the answer, and in reality, it’s just a state of informed confusion.

Ricky Sevta:

Yeah. 100%. I like to describe my role internally in the business as ‘Chief Repeat Officer’.

Simon Hazeldine:

That’s great.

Ricky Sevta:

So, yeah. So I think that’s going back to your original question. How do we make sure that we stay on top of where we need to be? It’s just, you constantly have to repeat yourself. And I think our leaders in the business have to do the same. And I think after a while it becomes, what is it? 26 times that you do becomes a habit? I think it’s the same kind of thing in a salesperson.

Simon Hazeldine:

I mean, Richard, you mentioned Jim Collins and I’ve seen Jim Collins speak, he talks about turning the flywheel to get something in place. And I very fondly remember him saying the businesses often they turn it once and then they go, wow, that was hard work. Let’s go do something else. And it never becomes embedded in the business. What’s your… From durhamlane, Richard, how you keep the focus for your folks?

Richard Lane:

Well, I’m going to call Ricky from now on the ‘Chief Repeat Officer’. I love that because that is, I mean, what a great lesson for anyone listening, wanting to get to make change happen. I think change goes through a curve, doesn’t it? And what I think can be, and we are a hundred percent guilty of this through our history as a business, is of that firework mentality. We’ve had definitely occasions, I can sit here and smile and think of when we’ve done a big announcement and then it all gets to be a bit hard work. So, we go off and find something else to do, and you go through that cycle. So, I think we’re a lot better at that than we were. And I’m a real sucker for analogy.

Richard Lane:

So, I’m just going to come back to Ricky’s swimming analogy there. I love that because keeping the lane, but experiment with different strokes. I think for me, that’s a really great way of thinking about how do you remain agile fleet of foot, but focused and actually that sort of helps probably get you away from that firework mentality, doesn’t it? Because I know I can’t go out the lane, but the lane’s wide enough for me to have some flex and I can experiment with what happens inside the lane, but I need to stick in it. So yeah, repeatability. So, it’s really great to be able to interview a ‘Chief Repeat Officer’ is excellent.

Simon Hazeldine:

I love it.

Ricky Sevta:

Well, my pleasure.

Simon Hazeldine:

I’ve seen some funky job titles in my time, right. Particularly in startups and things that are people there, evangelists and that sort of thing. But ‘Chief Repeat Officer’ is the first for me, I’ve got to say. I would say Richard, as well I think mentioned in there, the keeping in the lane also just reminds me of that famous, the story that people tell about the rowing team and the phrase, does it make the boat go faster? And if it doesn’t make the boat go faster, we won’t spend anymore time. And I used to work in the drinks industry and I remember I had a boss, we were in one of the big brewing companies and at meetings he’d often say, is this conversation going to help us to sell more beer or not? If not, let’s finish it as quickly as we can and get onto something useful that way. I remember him saying, does it help us sell more beer? If not, let’s move on.

Richard Lane:

Yeah. Well, it just comes back to, we talked earlier about vision and purpose and it comes… I’m just sitting here reflecting on durhamlane’s business. And as you get bigger and as you get more layers of people that look after the people that do the work, as it were, then different conversations spark up and people get obsessed about different things, which aren’t necessarily driving our customers forward and therefore driving us forward. So, I think you’ve got to be really mindful of that. And I think to Ricky’s point earlier, vision and purpose helps bring you back, keep you in the lane, and we should be experimenting all the time with how do we improve what we do and how do we do what we do more effectively.

Simon Hazeldine:

No, it’s a great one, I think for all the listeners to kind of reflect on as well. And, Ricky kind of final question, how’s your engineering background influenced your chief repeat officer role or chief revenue officer role, whichever one you prefer.

Ricky Sevta:

Yeah, look, great question. I would try and give you an answer, which is not long winded, but I think I touched on it earlier. It’s the ability to tinker and break things and fix things. So what I mean by that is Lego pieces, for example, right? My kids, they love Legos. And I used to love Lego as a little boy, but once you built it, following the instructions, you can get it all nicely as a house meant to look on the front of the box. And then after a while you break it down and the pieces end up everywhere, but then you’ve got to, by that time, you’re thrown out the instruction booklet. And that’s where the whole engineering mindset comes in. You’ve got to find all those little pieces, you’re trying to build it back up. It may not entirely look like what it looked like the first time in front of the box, but it’s going to get close to that, right?

Ricky Sevta:

You have to then use your mind. You have to use that vision. You’ve got to realize that what it looked like, and you’ve got to go back into your memory bank. And that’s kind of mindset has triggered into a lot of our business practice and what I’ve been able to do here at SimPRO. It’s some of the strategies that we drive. It’s like, okay, so I’m going to work first time around. We’re going to roll. We’re going to test it here. We’re going to roll this out. We talked about, we briefly touched on rev ops and the importance of data and what we’ve been able to do there. We talked about strategies. So very much was a business that was built on inbound. So, again, going into outbound and pairing up with the likes of durhamlane and driving that and lifting our teams and going into very different partnership type of model.

Ricky Sevta:

So, it comes back into… I’m giving you a very mixed answer here, but I think just being able to experiment is what’s kind of been, I guess, been one of those big things for me. And, I feel like it’s helped me and it’s helped our business and the teams along the way. And just teaching me not to have all our eggs in one basket. Just making sure there are dual strategies in play, again, highlighting the importance of staying within the lane, having a clear purpose, testing things before rolling it out. So, all of that, I feel I’ve come from very early on and what I learned in the engineering school and that’s kind of carried on within the business.

Simon Hazeldine:

Yeah. That’s a fascinating insight. And I think we’ve had so many great ideas and commentary from you. Ricky, thank you so much. But I think for me that what stands out is this yes, experimentation, but within focus, within sticking in lane, that wonderful analogy that Richard picked up on was, experimenting with your strokes, but staying in lane, which I think definitely really, really powerful. So, thank you. Thank you very much for sharing all of your insight and ideas on wisdom. Ricky, it’s been fantastic. Richard, any closing thoughts or comments from you?

Richard Lane:

Yeah, really. Yeah. Knew it was going to be a great conversation, Ricky and not been disappointed. So, thank you. And I’m really hope our listeners take as much away from it as I have. I’ve scribbled loads of notes, but breaking and fixing, love that idea, startup mindset, no matter how big your organization gets. So, get that lean startup book up and keep reading. Vision and purpose, the sweet triangle with tools, people, and process. So, we need tools to support us, to support the processes that we create, but we need great people. Jim Collins, analogy of the right people on the bus facing same direction in the right seats. And then always be scaling. So, always be scaling, keeping your lane, but try different things. So, and repeat.

Ricky Sevta:

Always repeat yourself, always be repeating.

Richard Lane:

My Lego memory is the crucial pieces in the vacuum cleaner. That was the.

Ricky Sevta:

That’s it. End the bed,

Simon Hazeldine:

My Lego memory, my younger brother who never ceases to do this. I think it’s some bitter childhood trauma, is my mother and father would always say, put the Lego back in the box, right? Put the Lego back in the box, tidy up. So, I just grab this plastic box and do my half by scooping it through the middle and then handing it over to my brother who had all the scattered parts. And he reminds me about it about once every year or so. So, it’s clearly. Yeah, but that’s older brothers prerogative, right?

Ricky Sevta:

That deep trauma. Yeah. We talked about deep focus. This is a deep trauma.

Simon Hazeldine:

Yeah. Lego trauma. That’s what my younger brother needs treating for.

Richard Lane:

It’s been a real pleasure, Ricky. Thank you so much.

Simon Hazeldine:

Yeah. Wonderful Ricky.

Ricky Sevta:

Thank you for both having me. Thank you, Simon. And thank you, Richard.

Simon Hazeldine:

And thanks very much and to all our listeners, thanks very much for listening to this episode. I’m sure you’ve picked up some fantastic thoughts and ideas and look forward to having you on another episode in the future. So, thanks very much.

Speaker 1:

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