Scheduling The Modern Workforce | CEO Chad Halvorson of When I Work

This transcript was generated automatically. Its accuracy may vary.

[00:00:12] Mike Koelzer, Host: Well, Hey Chad, thanks for joining us. Thanks for having 

[00:00:15] Chad Halvorson: me excited to be 

[00:00:15] Mike Koelzer, Host: here. So Chad, for the people that don't know, you tell them what, when I work and tell them how our relationship started. 

[00:00:24] Chad Halvorson: Yeah. One, I work on a platform, a software platform for businesses that have hourly employees to help them schedule, communicate and track time with their hourly teams.

So our customers are pharmacies, they're, uh, restaurants and their retailers, uh, and a kind variety of different kinds of healthcare. Type, uh, type customers as well. And, you know, you gotta make sure you have the right people at the right place at the right time, and you have to communicate effectively with, uh, all the things that happen on a day to day basis.

Someone, you know, picks up a shift here, loses a shift. There you, someone calls in sick, there's all kinds of coordination that goes into that. Um, and then you have to track the hours, you know, people clock in and clock out and you wanna make sure people are getting paid accurately. And that the hours that are being worked are the hours being recorded.

And what we do is we help, uh, uh, you know, tie that all together, um, and help hourly teams work better together. Uh, you know, through that, through that, that, that operational, uh, aspect of, of what happens in the, in an hourly workplace and Mike, you and I, like we met. It was 2010. Uh, we launched, we launched the company in 2010 and, and, um, I think you signed up on the first day we launched, I think so on a free trial and you were, uh, you were a customer shortly thereafter.

So like, um, there's a, there's a handful, uh, of, of folks like yourselves that, uh, that I stay pretty close to, um, that, uh, helped us and kind of believed in us, uh, in the, in the very beginning in, in, uh, in 2010. So, um, um, happy to be here and, and happy to have you as a customer to this day. 

[00:01:58] Mike Koelzer, Host: Yeah. Well, great to have you on Chad and I, um, Yeah.

You know, it might have been the video that I saw of you guys early on, of the, um, you and some of your cohorts. And you had that kind of, that mustache on with the evil thing and yeah. And I said, I gotta reach out to Chad and I gotta tell you, Chad, it's, it's always a pleasure talking to you. I mean, you're, you're, um, I don't know.

I dunno if kind is the word I can use, but you always seem so kind and I've never worked for you. So I know you're a task masker and whipping people into shape, I assume, but, but, but to me you've always been very, very friendly and it's always been a thrill and a, and a, you know, pleasure to pleasure to talk to.

[00:02:42] Chad Halvorson: Yeah, you too, that video, you know, so you saw that video. So I, I guess now I know 1, 1, 1 customer that came, that came from that video. You'll, you'll have to link it up for people if they wanna check it out. But it was, uh, it was a pretty silly video, but, it was fun. 

[00:02:56] Mike Koelzer, Host: It was, they 

had your riding in kind of like a cowboy ride on a horse, but you had to, it was in a car, a Mustang or something, but with the, when I work, you know, shield on it or something like that, 

yeah, 

[00:03:06] Chad Halvorson: it was a Toyota Corolla, nothing that, uh, nothing that impressive, no Mustang, but we did, put some CGI against it to make it look like it was, you know, um, 

[00:03:16] Mike Koelzer, Host: duck.

Yeah. Were you, were you the stunt driver or, or to, or was there, someone that actually was in there doing the burnouts? 

[00:03:25] Chad Halvorson: I was the stunt driver. There were no burnouts. We had someone kind of pushing on the trunk to make it look like it was moving and then we did Some kind of CGI effects to make it look like it was a burnout, cuz you're not gonna do a burnout in a Corolla.

yeah. 

[00:03:38] Mike Koelzer, Host: So tell us a little bit of that story. It's really fascinating. How back in, I think 98, you kind of came up with this idea. Didn't didn't quit, it wasn't quite the right time. And then it turned into the right time. Phyllis fills us in on that history. 

[00:03:52] Chad Halvorson: Yeah. So, uh, I tried to start the company twice the first time.

It didn't work the second time. It's working well so far. Um, but yeah, it was, uh, it was the late nineties, 1998. I was working in a grocery store, uh, begging for groceries in stock and shelves. It was my first, first job, first hourly job. And the, uh, the, my manager, uh, at the time was, was in charge of putting together the work schedule.

Yeah. Um, and that would come out every week and it would be a week at a time and it would always come out on a Saturday or Sunday and it would go into effect on a, on a Monday. And I'd be going into the grocery store on my day off and, you know, calling in and my coworkers would be going into the store.

And I, I was thinking about that and was frustrated with having to go into the store and thought, man, if I could, if I could somehow get my manager to post the schedule to a webpage, uh, there were no mobile phones in 98. So this was all about the web and, and I could get the manager to post to the, to webpage.

Then I could just, you know, hit refresh on my computer at home and. You know, get my schedule, uh, uh, that way. So that was the impetus for, uh, for when I work. And, um, I registered the domain when I worked.com, uh, uh, in 1998. So I've been sitting on it for, uh, over 20 years now, still working on a prototype in, uh, in nine in 1998 and, um, ended up getting something kind of rudimentary put together.

And then I took it to, um, you know, to basically anybody that would, that would hear me out on, on what it was. And, you know, I talked to, you know, managers and business owners and, and folks that were, you know, um, um, you know, whether it was the grocery store or it was, or a restaurant. Um, and it never really, you know, landed with, with, with anybody I think at the time.

Um, and I eventually learned in my, uh, in my conversations with, uh, one potential customer that, uh, that was here in Minneapolis was. There were two things working against me. One was, um, you know, the connectivity of the hourly workforce wasn't really at scale at that time. Um, I think one of the feedback I got was, uh, you know, they had half their employees, you know, had internet connectivity to their homes at that time and the other half didn't.

Right. So they, you know, they thought if, if, uh, if employees are gonna check their schedule, they're gonna have to go to the library to log in anyway. So why wouldn't they just come into the, you know, to, to the store or, 

[00:06:10] Mike Koelzer, Host: or, or at least have a good excuse why they didn't show 

[00:06:13] Chad Halvorson: up. Right, exactly. Um, and then, you know, you think about it, like the, the web in those days was for, you know, Amazon and eBay and, and e-commerce yeah.

Was kind of the, the, the, the thing and, and the idea of using it in a non-enterprise environment, um, for you helping with a particular business problem just wasn't on the, on the, on the forefront of people's tongue. So I parked. Um, I was, I was in college at the time when I had kind of parked and put it on the shelf and, and, um, moved on to, you know, finishing out college and, and started doing consulting and, and building websites.

Oh, go ahead. 

[00:06:46] Mike Koelzer, Host: And, and Chad was your, was your, um, college degree? Was that, did that come from saying I've got this when I work on an idea in my mind or did the one, I work idea also kind of come because you were already into the visual computers and so on. What, what came first 

[00:07:04] Chad Halvorson: with that? Yeah, so the idea came in high school.

I was working at that grocery store when I was in high school. So it was before college. Um, I was, uh, I was, um, really the impetus for, for really kind of diving into, uh, to building that first prototype was I had been doing a lot of tinkering with the web and it, you already 

[00:07:24] Mike Koelzer, Host: had been doing some and it kind of said, Hey, what could, I mean, like 

[00:07:27] Chad Halvorson: I was, there were a lot of these kinds of ad hoc type projects that I was kind of.

Playing around with to learn how to build things. And then when I came up with this, I thought, okay, here's a real project. Like here's a real thing that, that I could potentially, you know, use to, to, to. Create something. Um, and then that kind of turned into, um, you know, that prototype, it turned into me leaning in, in college on certain areas of, of the disciplines of visual communications and marketing communications that were technology focused and, and, uh, and software focused.

Uh, and then that led to, to me, an agency, um, where I partnered with a couple other guys and we, you know, we did web development, software development and video production for about 10 years. And then it was about 2000, 2008 is when I resurrected, when I worked for the second time. Um, after kind of seeing that nothing had really changed, um, like you were there at that, you know, at that time and yeah, I was 

[00:08:19] Mike Koelzer, Host: looking every, every week I'd go on.

I say, there's gotta be a better way. Right. 

[00:08:24] Chad Halvorson: And then, and I was doing the same thing. Like I think I spent, I think I spent five, six years probably doing the same Google searches that you were doing, trying to see if anybody was, was gonna solve this thing or do something different or come up with something that was going to, you know, be useful and, um, to, uh, to small businesses and to kinda medium size businesses.

And, uh, nothing had changed. It was 2008 and I, and, and the phone had just come out. So the mobile phones were, where smartphones were becoming a real thing. And I thought, okay, nothing's changed. Everybody's connected to the internet. And these phones are now going to be the thing that we're going to connect with.

Um, let's try this again. And then me and a couple of, uh, a couple of the guys, Dan Garrett, um, that were working with me at that agency. Um, we started working on a second prototype, uh, from like, oh eight. To 2010, um, and brought it to market in 2010. And you know, and that was when we met you. Uh, and, uh, here we, here we are, you know, 37,000, uh, you know, businesses later and 50 countries later.

And 1.2 million employees later, 

[00:09:27] Mike Koelzer, Host: 37,000. How many employees now, now there's 

[00:09:30] Chad Halvorson: 1.2 million employees that are employed. 

[00:09:32] Mike Koelzer, Host: I'm sorry. How, how 1.2 million? How many, um, how many at the, um, at the shop now? How many at, 

[00:09:38] Chad Halvorson: when do I work? Yeah, so about 165 or so, uh, work for when I work. And then there's about a, you over a million that are employed by our customers, 

[00:09:46] Mike Koelzer, Host: a million employed by your customers.

Wow. Um, yeah, so I knew that I knew that I was pretty early because I would like to send an idea and not only was the customer like the response. Great. But like. Like a suggestion that I had might show up on the software the next day. so that was really fun. Yeah. But 

[00:10:12] Chad Halvorson: me and me and Dan were, were hanging onto every, every, every word that you, uh, would share with us at the time, trying to figure how this thing out

[00:10:21] Mike Koelzer, Host: Well, it's amazing because. you know, so from my background, we were always, we were always trying to schedule things. And one of the things that we did is, I don't know, maybe I could have just paid my employees more money, but one of the things that we offered the employees was a lot of flexibility.

And so we would work. We would work around different things that they were doing in high school and college. And typically you'd get a better person who was involved with, you know, extracurricular activities and so on. And, but in our little business we always needed, you know, two of these people, two of these people, two of these people each hour, and it was always hard at the end.

It's like, I'd even get the schedule done. You'd have to go back and, you know, make sure you had the right amount of people per hour and, and, you know, not too many, not too few and every day, and then compare that against the things that they wanted off and so on. And, um, what was amazing to me was I think things like that.

Just a few things that came out of the product for me are things that I think we're almost psychological that you may not always think about. And I just jotted a few down is I know one thing that being the boss's son, I always wanted to appear competent at, at the business. And, uh, for me, if, if somebody got into a shift and there was this person missing, or that person missing, it kind of showed back on me and maybe it shouldn't have so much, but it did.

And then I think, you know, when I work, always look really cool for the employees. So I know where most companies are having crayons and markers and pencils and things. This was a, a cool way to do it. And so that went on and then. I realized even a few years ago it was still having developments for me because in our pharmacy we've got nine part-time pharmacists.

And if the pharmacy, if for some reason, the pharmacist doesn't show up, then legally you cannot open up the pharmacy. And I realized that that's been on me all these years. So finally, even late in my relationship with when I work, I said, wait a minute, this doesn't have to go through me. So now, if a pharmacist is having trouble, it can automatically go to these nine pharmacists.

And then finally I realized one of the things that when I work was doing for me was that, um, w. It's the best of the best communicators there, there probably is gonna be an error sometime where you say, oh, when you said this Saturday, I thought you meant, you know, mm-hmm, this Saturday and not there, you know?

And so with the one I work is whenever we change shifts, there's always that, there's always that history of what happened and who, who accepted it. And so on, not that you're trying to face, uh, place blame, but you just, especially for an important business, you just know that that's gonna be there.

And so it's just been cool for me too, um, I don't know, that's kinda like the psychology behind it, almost, even more for me than like, alright, what exactly does it do? So I don't know. It just sort of has like new, um, new meanings for me as I go along, I guess in my, in my career. Yeah. I 

[00:13:42] Chad Halvorson: Think, you know, what.

What I've learned and what I try to boil it all down to what I think, you know, in hourly workplace is trying to, to do, and trying to solve for is kind of, you know, the main thing is, is for, you know, teams to work better together, what managers, employees, all stakeholders at the workplace. But two, I think the thing that everybody values the most, whether you're the employer, the employee, the manager, the business owner, Um, when you think about it, the shift, the shift is like the epicenter of value creation for the employer and the employee, and really all stakeholders cause you every, you know, employers wanna cover much shifts covered, cuz that'll create value for their business.

Employees wanna get shifts because it contributes to their financial, uh, their financial outcomes and driving engagement around the shift is what we essentially obsess over all, all the time is how do we, how do we create a high level of engagement within the workplace, um, with all stakeholders and center it around around the shift, cuz at the end of the day, Um, if, if we're able to, to, uh, bring people together and bring their attention around the shift, um, then the employees are gonna succeed.

The managers are gonna succeed and you're gonna drive better outcomes, uh, um, uh, for the business and that sort of, kind of philosophy around how the, the problems we solve and, and the products we build and the features we, we, we focus on drives just this enormous amount of, of engagement among all the employees at any one workplace.

You know, whether it's a 10 or 20 person, you know, pharmacy, or it's a, you know, 10,000 person, you know, healthcare organization, the, the, the engagement around the shift is, is at the end of the day, the thing that amplifies the value of the tool set and, uh, amplifies the utility of, of when I work in, in the workplace.

And, and we're driving 85% of all the employees that are on the platform are engaged every single week. And over 50% are engaged every single day. That is a, that is a dramatic amount of engagement, um, for a, for an app or, or a software or something that you use at work, you know, it's, you know, it's yeah.

And, uh, and it all comes, you know, it centers around that shift and, and the, the, the better stewards we can be of, of the shift for all stakeholders. Um, the, the better the outcomes are for, for, for everybody at, uh, at, at work. And that's how 

[00:16:12] Mike Koelzer, Host: Chad would, would, would that be, um, if I'm hearing that right, that, that the shift for whatever reason, you know, the good Lord or the, the good manager or something, put everything together at that time, that's your life, right?

Then that's those few hours where everything matters. Timing and showing up and being a team and all that kind of stuff. Is that, is that kind of what you're getting at 

[00:16:40] Chad Halvorson: with that? Yeah. Cause at the end of the day, um, we, you know, what. What everybody wants is every is, uh, the business wants confidence that the shifts are gonna be shifts are gonna be covered.

Right? Uh, the employees want confidence that they're gonna get the shifts that are gonna meet their financial needs. Um, right. All stakeholders want to know that information is gonna be consumed in a timely manner and that action's gonna be taken in a timely manner. And in an, 

[00:17:07] Mike Koelzer, Host: in, in, in information like something they have to know while before they start the shift 

[00:17:13] Chad Halvorson: kind of thing.

Yeah. Information about the shift, uh, information about shift, shift changes, um, information, if someone calls in sick, uh, time off requests, avail, availability, preferences, um, you know, all of the, uh, all of the inputs that, that, that go into being able to make an informed, uh, um, decision and, and take an informed action as it relates to, to work, whether you're, you know, an employee or, or, uh, or manager.

[00:17:39] Mike Koelzer, Host: You know, when you, I was listening to another podcast you were on and you were talking about the temptation early on was to, well in life, take on too many tasks. But especially as far as this program, as you wanted to do like four or five, like we're gonna take over the world things. And I bet it's just amazing for you, how one seemingly narrow focus can, can balloon with all of those needs if you do 

[00:18:07] Chad Halvorson: it.

Right. Yeah. I think, uh, that was, that was, uh, early on. Yeah, we had this, this idea that we could, you know, solve all these different problems, you know, across a bunch of different markets. Uh, and, and, uh, and. Ended up coming out of that was in what I, what I learned was that by, by focusing and doubling down on kind of one major problem that I was trying to solve and that we were trying to solve, um, that we, uh, I believe we've had a lot more, uh, success than we would've, if we would've tried to solve, you know, multiple problems, like we had envisioned early, early on.

So, you know, for focusing on, on getting one thing right. And doing it really, really well. Um, and, and doing it in a way that resonates with, uh, with a lot of people that share that same pain point, um, has been a, a big yeah. Big, uh, contributor to 

[00:19:01] Mike Koelzer, Host: just, yeah. Yeah. And, Chad, last time, last time we spoke in person, I think we were at the, um, you know, the evening barbecue or something when I was down there.

And I was talking to you about, uh, future ideas with the company and so on and a big part of that. I didn't, I don't quite understand it because I'm not as. , I don't have the mind that you guys have, but I know a big part of it was, you know, the information, the, the information you were getting from the data, not personal information of people, but just like the flow of whatever.

And, and that was really valuable to you for some reason, refreshed my memory. What was that, that you were trying to, you know, you were looking for trends and all that kind of stuff. Yeah. 

[00:19:44] Chad Halvorson: Yeah. I think, um, I think information that, uh, that, that exists within the kind of the, the day to day operations of a, of a workplace, um, can help, uh, employers and employees make, make better decisions, uh, about, you know, either the business or about their, um, the themselves, and part of our vision for the, the long term, uh, um, Vision for, for the, for the company and how we think about being able to serve, um, um, our customers and, and the, and their employees effectively is by, um, looking at all of the things that are happening, um, with, you know, at work and looking at ways that we can, um, potentially help the.

Businesses make better decisions about, you know, uh, who they put into what roles and who they put into what shifts, um, and you know, maybe even pairing 'em with certain people, because we can, we can see that if you, you know, if these people are paired together, uh, there's, there's potentially better outcomes, uh, for, for the business.

Yeah. Um, on the employee side, being able to look at what, what hours they're working and if we see that they're consistently working evenings, um, on these certain days, um, we give them more visibility and, and into, you know, uh, shifts and hours that look like. What, uh, you know, what, what, what they're, um, um, seemingly to, uh, more interested in, in, in working and just kind of bringing employers and employees together, um, in ways through, through the data that, that, um, you know, creates better outcomes for the business and greater satisfaction and flexibility for, uh, um, for employees.

So it comes down to everything from, from, from, scheduling to what shifts you're on to who you're working with to, um, the roles that you're in and, and, and everything else. And there's a whole host of, and endless supply of ideas that, that, that come, I imagine that we've made some meaningful investments to help, um, us put ourselves in a position to be able to kind of continue to, to innovate the product in ways that can help surface those as we look kind of long term.

[00:21:54] Mike Koelzer, Host: Yeah. It's kind of like, almost like, like when you're talking, it's almost like how, um, you know, Netflix or social media, they're gonna, they're gonna pop up the things through. AI or, you know, the background stuff that's best for you. And it almost sounds like you guys are taking that information that we, as humans, don't even realize that we could be putting together.

And you're like joining the best. Like, like here, here's your viewing list sort of except for customers in a way. Right. Or rather employees in a way. 

[00:22:25] Chad Halvorson: Right, right. Yeah. One, one interesting, uh, thing that we've developed is we've developed a, uh, a health score. So every, every customer, every business, every workplace, uh, on the platform, you know, has a, has a health score of one to five.

And that health score is determined by hundreds and hundreds of different behaviors. Actually, I should say it's like thousands, hundreds of thousands of different behaviors, that, yeah. That happens, um, across the, uh, you know, across the workplace and those behaviors inform, you know, successful outcomes for, um, For, for customers.

And we're able to, to kind of get a, a, a, uh, a predictive lens on what a, um, what a healthy customer looks like. Um, and it, and it's everything from, you know, not just how they're using the, the product, but, you know, how they're, how they're staffing their, their employees, um, when they're, when they're starting shifts, um, and, and a whole host of other things.

And, and one thing that we found in that is that the employees, the employees that work for our healthiest customers, um, tend to have, um, um, more proven upward mobility within their, within their, uh, workplace or, or when they go to another workplace or get, or get, or get a job, uh, L elsewhere. Mm. And. we, uh, we, we, we haven't done the work to really understand the why behind that.

Um, but we have a number of hypotheses around, um, businesses that are, you know, that are effectively, um, you know, managing their teams and, uh, putting the right people into the right shifts and the right roles, um, create an environment for, uh, employees to succeed at a higher level than, than, than those that, that don't.

And it leads to, you know, um, better talent and stronger talent for those workplaces and then better outcomes for the employees as well. 

[00:24:22] Mike Koelzer, Host: Yeah. So, there's a lot of thoughts on what causes that sometimes it's even the chicken and the egg, but you guys are almost putting a well, you're almost able to put a rating system on this, um, early workforce of their success into the future.

It seems. 

[00:24:43] Chad Halvorson: Yeah, there's, uh, there's a, a, uh, there's definitely, there's, there's a component that we think a lot about. And we, we, we, uh, look at developing kind of into the future around this, this idea of there being this reputation, you know, this reputation element of, of, uh, of your, of your work history and, and looking at at ways that we can bring this, um, to bear with employees and employers to help them, um, um, succeed together.

Uh, it's not something that we have, uh, brought to market, uh, yet, but it's something that we, you know, I think you and I probably talked about a little bit, um, when you were in town yeah. A couple years ago. Um, and we're, we're, we're building the infrastructure and we're building the, um, you know, the, the intelligence to, to help us, um, provide this kind of, uh, um, utility to all, all the stakeholders in the workplace.

Um, in, in like that. Yeah, 

[00:25:37] Mike Koelzer, Host: Al almost a, almost like a certification, almost like, like these people have been. You know, like formed through they're like when I work certified 

[00:25:47] Chad Halvorson: almost. Yeah. Or, or they're, there's, you know, since, since we know how many hours, you know, you might work in a particular role or function, um, you know, being able to, um, capture that in a way that could be, you know, valuable to an employee where they could say, you know, I've, I've, I've spent, you know, the last six, that last year and a half or whatever, I've have six I've logged 600 hours, you know, in this particular function or this parole, or, you know, maybe it's this particular tool or a point of sale, right.

You know, this particular tool or this platform, you know, I've got eight, nine hundred and twenty five hours logged, you know, on, on this. And it's, and it's validated, right. There's, there's a, uh, there's a level of, uh, of, of credibility to something like that. If, if, if we're able to bring that to the employee, to be able to use as they, you know, look at what roles they want within the company they're at, or what they might, uh, might do in the future.

[00:26:40] Mike Koelzer, Host: Yeah, well, I've told and I, and you'll have to forgive me Chad, early this summer because it's like every other person I talked to was using one. That's awesome. So my, my, my cousin, you know, came in from California. She says, Hey, I saw your, I saw you were involved with that. And I said, yeah. And, and, um, and then, then I was up north and I had to text you cuz the lady saw my shirt and then my son is working at the zoo and, and was using one I work at.

And um, and um, my point with that is I would actually. Well, as much as, as an employee is certified, I would actually, and I've told my kids. I said, yeah, if that company uses, when I work all things being relatively equal, choose that company because I think it also speaks to the management of the company.

A few things. One is they, they're going to try to be flexible for you. They're gonna try to be consistent. They're not gonna be. Calling you on the phone crying on a Saturday afternoon to come in, you know, all those things. I think it speaks to not only an, a cus or an employee that's been under the, when I work banner, but also also it, I think it says something about the manager that's been using.

The one I work, I think there's that there's something there of, of, you know, I think respect for the, oftentimes the. Uh, minimum wage employees who are often, you know, figuratively spat upon in the world of business. Yeah. I think 

[00:28:18] Chad Halvorson: the, uh, that's interesting and we've been digging pretty deeply into some of those areas, like, you know, flexibility and, um, the, the, uh, advanced notice on, on schedules being sent out.

Cause there's a lot of, there's a lot of talk and a lot of, um, even legislation being proposed, um, and some states have already passed legislation that, you know, is requiring businesses to, you know, have, uh, you know, fair workweeks is fair. The fair work week is kind of a, a, a, a, a trend that is happening or fair scheduling or stable scheduling and, and it's to it's to solve for some of these things that, that, you know, that you just outlined.

See, you know, employers that are, that are providing flexibility or not making kind of last minute changes are gonna be a more desirable place to work than, than, than other places are. And what we found is, in looking at our customers is 66% of all of our customers are providing all their employees more than one week notice on, on their schedule and schedule changes.

And that's just by virtue of using a tool and using a tool set that helps you more effectively, you know, get the right people at the right place at the right time. Um, and I think 30, 30, or 40% are, are providing, you know, more than two weeks notice. Um, and like these are things that, um, You know, that, that, you know, we have our, our, our, our legislators, you know, trying to, to, to, to mandate because of, because it's such a, you know, um, a clunky kind of complex sort of process and, and, you know, these tools.

Yeah. And, the things that we're trying to do can, can really help, you know, solve these things, not, not by being kind of the, the strong arm of compliance, but really just by providing tools that make it easier to get that job done. So you can more effectively, you know, communicate with your team and, and get them into the shifts that are aligned with their availability.

And it's, it's simple stuff. 

[00:30:13] Mike Koelzer, Host: Yeah, it does. At any time you have a, um, like. I don't know, it kinda reminds me in the, in the, in the pharmacy of going from a manual register to a computerized register and the computerized register, you don't have to hit someone over the head with it, to do things the same way, because if you don't do things the same way, the, the, the buttons don't work like they could on the manual register.

And that one, you could just sit on it and you would press, you know, 30 buttons, the, the, the computer it's like this step, this step, this step. So you're not twisting their arm to make this legislation come through is just a natural byproduct of a, of a really smooth, you know, process and product. 

[00:30:53] Chad Halvorson: Right?

One of the coolest things, uh, that you, you called me, I think it was a couple years. Maybe it was three years ago. You called me and you asked me. You wanted to know, you know, a handful of other companies that I was using when I worked in, uh, in, in your, in your, in your city. And, uh, um, and those reasons that you kind of just outlined, I was, it was really curious, like on why, on why you wanted it, you know, you said that your, your son or your daughter was looking for work and you, you wanted them to work.

Oh, I forgot about it. You wanted them to work somewhere that was used when I work for all those reasons you just said, which was, that was awesome. 

[00:31:25] Mike Koelzer, Host: Yeah. I forgot 

[00:31:27] Chad Halvorson: about asking. I tell it all the time. Cause it was one of the coolest emails I, uh, ever got from you. 

[00:31:32] Mike Koelzer, Host: And at the time it was, yeah, it was like the, well, the same thing I was talking about five minutes ago, it was just like, yeah.

It's like work for them. And so I forgot that. I, um, I forgot that I took that extra step. Yeah. Yeah. How were you successful? I think you gave me a list of em you might have 

[00:31:50] Chad Halvorson: even told me the zoom. I think I probably did. Yeah. Cause, uh, well we're like that was three or four years ago now one in four zip codes.

In the United States we use one. I work 

[00:32:02] Mike Koelzer, Host: at least, at least there's at least a customer in one of every 

[00:32:06] Chad Halvorson: four zip codes. Yeah. One out of every four zip codes in the United States is, one has at least one, one I work customer. So we're, we're, we're really, uh, uh, making our way towards getting, getting everybody on this thing.

[00:32:18] Mike Koelzer, Host: Yeah. Because where did I read last week? Um, Chad, somewhere that maybe this is low balling yet, but you've got, you've got 3% of the hourly workforce, um, using when I work and you want to get to 10 easily. 

[00:32:35] Chad Halvorson: Yeah. So it's actually, we're, we're. Right around two. So just under 2% of the hourly, ah, let's go with 

[00:32:42] Mike Koelzer, Host: three.

We don't want to, we, some people might be listening to this in six months, so let's go with 

[00:32:47] Chad Halvorson: three. All right, we'll go. We'll go with three. But, uh, plus I look smarter than Mike you're right. It's three. So it's three, it's 3%. All right. So it's about, it's about two. Yeah. So it's about, about 2% of the LA workforce is, is on the platform, um, employed by our customers.

But what's interesting is over the last five years, um, we've had just about 10 million employees come through our platform. So we've, we've been. We have engaged and, and, and connected with almost 10% of the overall hourly workforce over the last five years because people, you know, move around a lot.

Right. So while we ha while we have, you know, 2% of the hourly workforce is, is, is engaged on our platform today, uh, on a, you know, daily, weekly, monthly basis, we've had 10% or better of the hour workforce kind of pass through and, and, and work for customers that are in businesses that are, that are, that are using one network.

So there's a, there's a really, you know, interesting kind of organic reach of, of, of, yeah. Of us by virtue of, of how, um, people move, uh, around. So 

[00:33:47] Mike Koelzer, Host: you're, so you're one oneish million, um, Uh, workers now, that's just currently, that's just like on a weekly, on a live basis now, but you've had 10 that have gone through the, our, our, uh, alumni of the program.

[00:34:04] Chad Halvorson: Exactly. Yeah. 1.2 million, like right now, as we sit here, uh, but 10 million over, you know, since we started, you know, you were probably in the first dozen 

[00:34:13] Mike Koelzer, Host: you. Right? Right. Um, Chad, so this basically you start yourself and then over the years I've had, um, you know, some investors call and I know that you're, I hear about, you know, you're you're you were talking to the board about this and that.

Um, how, how do you like that when this came as your baby and now you are, um, you know, and, and now, and now. Now you have to talk to all these people. And I know that you, I know that you're in your kindness. You'll probably say, well, they give me a bunch, you know, they, they give me ideas and stuff like that, but how do you really like that?

now I know your wife's the, I should be asking your wife, cuz she's the real boss, but how, how, how do you like it though with all those people poking their noses into your 

[00:35:06] Chad Halvorson: idea? Yeah. Well, I, I, I will say my, I'd say my wife, the, my wife's the biggest investor in the company. Cuz what? Okay. cause what, what, what, what she's, uh, you know, done to, to support me and to, and, and to endure over the last 10 years is, is nothing short of, of, of incredible.

And I don't think anybody else that has been involved in this company would, would, uh, endure what he's endured, uh, both the good and the bad. Yeah. But, uh, Uh, beyond, beyond that. Yeah, I think, um, so like if we kind of backup and we kind of go to the beginning and, and then you kind of go to that first decision points to, you know, partner with, uh, with a new, with an investor, that's going to, you know, put capital into the company, um, you know, and take a board seat and, and have, you know, and have a, a voice and a say in, in, in things.

Gotcha. Um, I think, um, so there, there's a, there's a point when we were, you know, we were building the, the company and it was, it was probably two or three years in where we, we really started to think about. The things that were outside of our reach in terms of what we wanted to do and, and, and how big and how big we thought we could, uh, we could go and, and how far we could reach.

And it became clear that, in order to, to, to do that, uh, and accelerate our, our, our path towards, towards doing that. That we would, we would need to, um, you know, to, to partner with, uh, with an investor, um, that would put, bring capital into the, into the company that could help us, uh, you know, make those investments.

Um, and then, and, and that's 

[00:36:38] Mike Koelzer, Host: invest that's investment in new employees and, and, and people to produce and all that kind 

[00:36:43] Chad Halvorson: of staff. 90%, if not more of any dollars we invest as for, is for hiring people. Um, cuz software companies are very people, uh, people driven, um, yeah. Um, mm-hmm thing. Um, so yeah, so we, you know, our, we raised 4 million in our, in our first, uh, in our first round of financing.

Uh, and that was to, you know, uh, grow the team, scale the team, double down in certain areas from a go to market perspective on, you know, finding ways to reach more customers, reach more pharmacies, reach more restaurants, reach more retailers. Um, and, and that's what we can, we use that, uh, that, that capital for, but the other thing that, that I spent a lot of time trying to get you get right, uh, is.

there's there's uh, if you, you could, there's a, there's a lot of, uh, potential investors out there. Um, so I took a lot of time in meeting as many as I could to find the ones that shared, um, a similar philosophy and, and, and similar kind of vision for, um, for where we could go with the company. And I think a lot of the, uh, when you're, when you're bringing people into that, you know, into, into that circle over, over the years, um, you're constantly, you know, trying to curate the, the, the, the.

Best people that you think one, um, are going to, you know, share your, your idea of the future. Um, but then also, you know, they bring something to the table, um, that can be helpful in, you know, along the journey that you otherwise wouldn't be able to, uh, to, to do on your own. And that can be, uh, talent.

Um, cuz a lot of, uh, uh, investors, uh, are connected to really great talent and that's been something we've been able to, uh, to capitalize on. Um, other is, you know, connections and relationships into potential partners or um, you know, distribution, uh, opportunities and, and, and this sort of thing. So. I think, um, you know, when you look at the, you know, the whole package, uh, I think you, you net out with, uh, with, with, if you do it right with, with something that's going to help you move the ball forward, um, in a, in a, um, a better, uh, faster and bigger way.

Um, and you know, with that, you, you, you have the, uh, the, um, you can call it the burden or you can just call it the, uh, you know, the, the, the, the, the, the expectations that, you know, you, you're gonna have more people to work with, and you're going to have other lots of opinions and lots, lots of input. Uh, fortunately I'm very, highly driven by input.

So I do take a lot of input on different things, and then I try to synthesize it into something that can, um, Be executed upon. Um, but that's probably the biggest thing is the more people that you bring into the, into, into the tent on things, the more input you're going to have, and you just have to be able to synthesize that and distill that down.

And that does get more and more challenging as you grow. And as you bring folks into the, you know, into the clubs right. As, as it were, but what you get for it, if, if you can synthesize it effectively, um, is, is pretty good. 

[00:39:49] Mike Koelzer, Host: Yeah. Chad, what is, um, so during, during the day, you know, it's like, what are the things that are like, you're like, uh, I gotta deal with that again.

I hate dealing with this. Why don't I, you know, and I, I gotta, why am I doing that? You know, and it's either a conflict or a, or dealing with someone, what are your like moments during the day where you're like crap, you know, um, maybe you don't have 

[00:40:17] Chad Halvorson: any, no, no, I have, I have plenty of there's there's there's there mean it's, uh, or, or what, 

[00:40:25] Mike Koelzer, Host: what, you know, like what category are they in?

Are they financially? Are they in technology? Are they people? Are they in, you know, customers where are like the, like what, uh, why do I have to do this part of this job? 

[00:40:39] Chad Halvorson: Um, there's, there's so many bits to it like that. There's 

[00:40:45] Mike Koelzer, Host: so many, so many 

[00:40:46] Chad Halvorson: examples you don't know where to start. Yeah. There's so many bits that like there's good and bad in basically every, you know, aspect of it.

Um sure. You know? Sure. I think. 

[00:40:56] Mike Koelzer, Host: Or, or, or else you would just get rid of 'em, you know, so, so there's gotta be good in there's there's gotta be good 

[00:41:02] Chad Halvorson: still in it, but I think the, the, the people side is, is the, it can be the most rewarding and can also have a lot of. You know, frustrations, you know, um, and, and working through those, those, those challenges that come with that.

But, um, I, um, but like, like, like, like I said, there's, there's, there's gonna be like, there's the good, and there's the rewarding part of it. And then there's the challenges. And with anything you're going to, you know, deal with the, uh, um, with the, with the good and the, and the challenging, and yeah. If, 

[00:41:30] Mike Koelzer, Host: if, if you didn't have the people, you wouldn't be there, it's a, it's a, I don't wanna say a necessary evil, but it's, it's 

[00:41:36] Chad Halvorson: obviously necessary.

Yeah. And it's, uh, I mean, I think it's, um, it's those problems it's, it's, it's working through problems, um, together that when you come out the other side of some of the problem, you, you're usually in a, you know, in a one plus one equals three situation where you've, you've, you've worked through something that was maybe, you know, Not easy.

You didn't maybe look forward to it for, you know, the short period of time where you didn't look forward to it, but when you come off the other side yeah. Um, you know, you're you and, and everybody else is in a better, you know, in a better, uh, uh, um, spot because you kind of, because you work through it versus, you know, ignoring it.

And, and this 

[00:42:16] Mike Koelzer, Host: is usually a high focus on like different ideas for the business. And hopefully. Um, you know, it's, it's, I imagine less on the HR stuff. Like, can I take off Friday afternoon? I mean, you're talking about decisions that you might be butting some heads about ideas for the product or, yeah. 

[00:42:38] Chad Halvorson: I mean, it can range from yeah.

From anything. It can, it can range from alignment on what to focus on. Uh, it can, it can range from where there's, where things are going well and where things aren't going well and, and how much more to invest or to, to double down in areas that, um, maybe need to be, uh, um, put on, put on ice. Um, and we need to double down in this area.

Um, it, yeah, I mean, it, it can be anything from, should we. Should we, you know, should we start thinking about, you know, M and a and acquiring companies and looking at other companies we want to acquire to help us, you know, move forward to whether we should raise more capital to, um, whether we should make this decision from a product perspective or, you know, you know, pausing this and accelerating that.

Like, I mean, it, it's kind of all, all over the place. 

[00:43:38] Mike Koelzer, Host: Do you still have the final say in all that? And you're just, you're just, you have tension to see how to tiptoe around that and still keep the team enthused, or do you actually like, you know, the investment part, they, they could out vote you on this decision or something?

[00:43:58] Chad Halvorson: Um, well, if we're talking about talking about, uh, the, the, the team and we're talking about what we're doing as an organization, um, The, the more decisions the team is, is making with without me the better. Um, so I, I, I look at feelings of, yeah, how do I, how do I provide enough clarity and, and direction on where we're going to further vision to enable the team to make as many decisions as they possibly can without, you know, without me, my, my preference is always to err, on the side of, of the team making decisions.

Um, yes, I like to, uh, I like to edit decisions here and there. Um, depending on kind of what, what areas, um, I'm I have, uh, strong conviction about, um, that could be product, you know, that could be, you know, how we, how we operate, uh, with our customers, like those sorts of things. Um, but I, I try to take a more editing approach to that than a, um, decision making approach to it.

Um, it. 

[00:45:06] Mike Koelzer, Host: As long as your end is not a big red X through it. Right. so, alright, so that's the business. So then the, the, the investors side, I imagine you have more hands in that 

[00:45:17] Chad Halvorson: pot. Yeah. And I think that, uh, you know, those, those conversations typically are more, you know, in the realm of, um, You know, what goals are we going to set, uh, from a business perspective, are we aligned on what those goals should be in terms of, you know, what we wanna look like a year from now two years from now, three years from now?

Um, what's the, what, what are the, what are the targets like, what are, what sort of revenue targets are we targeting, um, and, and kinda aligning around that, uh, what's it gonna cost to achieve those outcomes and how much of our capital are we going to invest? Um, and how much should we invest and is that, you know, what do we expect to get for that investment and, you know, discussing, uh, and those, those kinds of concepts, and then, um, you know, aligning on, on what that, along with that, uh, those, those high level outcomes and, and what it's gonna cost to achieve those outcomes, um, is kind of what we talk about from a, from a, a board and investor perspective.

And then, um, You know, and, and then beyond that, um, there's, you know, we just had a board meeting, you know, last week and a lot of the discussions we had there were around, you know, how do we, um, how do, how do we identify, um, more customers that look like, you know, look like this and, and, you know, is our pricing strategy that we have the right pricing strategy for, you know, where we're going, uh, and in these sorts of things.

And, and, um, 

[00:46:49] Mike Koelzer, Host: so, so who, besides your wife, can say no to you? , I mean, the investors could probably say, we're not gonna, we didn't like that, so we're not gonna invest anymore. I know they probably have a big poll, but, and I don't manage, I, I don't manage this way. I like to have team efforts and that, but, but in the end, who, who can say no to you?

[00:47:09] Chad Halvorson: Well, I. Anybody can anybody can say no. And then I, and then I, who can 

[00:47:15] Mike Koelzer, Host: say no to those who can say no to you and keep their job. Yeah. 

[00:47:18] Chad Halvorson: I, I think about it like this, I'd say anybody can say no to me. And then I, I, I have, I can make the decision if I'm gonna roll with that with, with, with that, or with that. No. Or not, or not based on what I think is, you know, the best for, for the company.

So like that, 

[00:47:33] Mike Koelzer, Host: I imagine that I imagine that's could be where the tension is sometime when you don't sometimes wanna say no to someone who's who, you know, has really been consistent with great ideas 

[00:47:43] Chad Halvorson: and so on. Yeah, exactly. So I think the, uh, the way I would describe it is, is, uh, people, like I say, no, people say no all the time or have differing ideas.

And, and, um, I look at it through the lens of, of, I, I went through a process of if we do this, or if we don't do that, you know, how. Does it deviate from what our, from what we wanna, I love that. Yeah. And, and, and they pick your battles too, you know, it's like, so sometimes there's, there's things that like it, it doesn't really matter in the greater scheme of things.

And, and it's a, it's a, it's a win over here, or it's a win for that person over here. Um, and not, um, worth kind of poking, poking at it, you know? And then there's some things where it's like, all right, we need to, we need to have a, have a real debate about, about this for this reason or that reason. And, and, um, figure it 

[00:48:37] Mike Koelzer, Host: out.

Yeah. And, and, and the people are worth that debate. They're worth it, you know? Well, I know I'm asking you for my own benefit, because I know you're consistently winning awards there for technology in the area and beyond being a great place to work for. So I know that you're whatever you're doing there, Chad, you're doing it.

Right. 

[00:48:58] Chad Halvorson: Thank you. Yeah. We're, it's, uh, It's, it's a, it's a constant investment in a, in a constant learning and, and evolution. But, uh, I think with each day we're learning something new. That's, that's, that's making us better in some way. So thank you. 

[00:49:12] Mike Koelzer, Host: What, what, what keeps you, what keeps you up at night? Like, I don't, I don't imagine much, but are there, are there worries about the, are there worries about things that, um, like long term strategy worries ever, or do you always figure that you're kind of on the right basically on the right track?

[00:49:33] Chad Halvorson: I think from a, from a kind of a high level, sort of like where we think the market is going. Um, mm-hmm I think, I think we're right. Mm-hmm , I think we're, you know, uh, we're skating to where the puck is going and I think we've got a, a good, uh, yeah, a good philosophy and thesis on that, uh, um, that doesn't, um, keep me up at night.

Um, I think. The things that keep me up at night are more around, not where we're going. Um, but more around are we doing everything in our power to, to, to get there, um, the right way, the right to get there the right way and to get there as fast as we can 

[00:50:10] Mike Koelzer, Host: get there, get there and get there, the first one there wins kind of thing.

Right. Um, 

[00:50:14] Chad Halvorson: and, and the, the things, you know, behind that are everything from, you know, how we, how we think about go to market, you know, how we make, how we determine which, which channels are the ones that we should be investing in more heavily, or which channels we're not doing. Right. Um, that we should be, that we should be doing.

Um, and, and, and those sorts of things. So, um, we, we, we know where we're going. And I think a lot of the problem solving is, is really around how do you know, how do we get there? And, and, and are the things that we say no to today, you know, uh, are they the right things to say no to, and, and, you know, when we pick a back up.

[00:50:50] Mike Koelzer, Host: Yeah. Um, Chad, as much as you can share, I know you could, quite often you could work from anywhere. How, how much are you working at, at the office versus home or, you know, slash coffee shop or whatever. And how many are you putting in? Um, long days? 

[00:51:10] Chad Halvorson: Yeah, it's, uh, it's an interesting question, cuz it's there, there aren't a lot of hours in the day that I'm not thinking about the business.

[00:51:19] Mike Koelzer, Host: I know, I know how that goes. If we were attorneys, we'd be well and we were attorneys I'd be retired by now, you know, with, with the, the 

[00:51:26] Chad Halvorson: constant thought. Um, so from that perspective, you know, you business owners and, and entrepreneurs, like, you're just, you're just all you're thinking about it all the time.

I'm in the office every day. So I'm working out of the, uh, office of Minneapolis, uh, every day, you know, for you, depending on the day, I'll get in at eight or nine at the latest, uh, and then I'll be here, you know, five or six. Um, and then I'll do much every single day. I'll put in a few hours at home where I actually have the laptop or I'm, I'm doing something.

And then, and beyond that, yeah. Right. You know, I'm, I'm problem solving in my head, you know, when I'm driving the car, you know, when I'm of course walking around, like it's, it's all the. 

[00:52:08] Mike Koelzer, Host: Yeah. And, and, and you, and you're trusting that the last four lights you went through were green. Yeah. you hope you're trained for that enough?

Um, alright, Chad, so all your cohorts now, like, uh, are going to the moon and gonna send people to Mars and stuff like that. What, what is your, what is your endeavor 10 or 15 or 20 years from now? Do you have, is it, is it when I work, you know, bigger is, or, or, or are you, or are we gonna go to the moon with you?

Uh, what goals do you have for 

[00:52:47] Chad Halvorson: that? Yeah, so I, I, what I want, I don't, and I don't know if this is a 10 or 15 year endeavor, but it's definitely a multi-year endeavor. I want, when I work to win the trust of every hourly workplace in the market and ha and, and be at a critical scale of market, um, of serving the market, um, and bring, you know, all the hourly workers and all the hourly workplaces together on our, on our, on our platform.

And I think, um, the, the, the journey of, of, of building towards that I think will create this really interesting opportunity for us to reinvent the way that, um, employers. Uh, find and source talent, um, and, and for employees to, you know, find great, great jobs. And I think there's a unique opportunity for us to, to do that over the long haul, um, the way that we're doing it, uh, versus the way that, that I, that I see others trying to, to do that.

Um, and, uh, if we, if we win the, you know, if we can win the trust of, of every hourly workplace, uh, in, in our, in the market, um, and we bring workers and workplaces together on our platform and they're engaging daily, weekly, monthly, uh, I, I think there's a real opportunity to, uh, to reinvent the way people find jobs and find talent.

[00:54:08] Mike Koelzer, Host: You know, one thing that was, I, I meant to mention with you and I will now is that I read in the, um, on the news lately that some of the colleges or, uh, backwards, some of the companies are reducing their college requirement for workers. Um, saying, you know, this degree says something certainly, but it doesn't always say something.

And I. You know, boy, when I, when I think of the stuff you're saying, it's like co whenever I thought of college and I, I think a lot of people can attest to this, that they didn't learn what they needed to know in college. They, when you see a college graduate, you know, that person can keep a schedule, come up with some kind of money and pay it off, have a, a long commitment, you know, all this kind of stuff that says, yeah, that'd probably make a pretty good worker.

Somebody who has those skills. I don't even really, you know, certainly you don't want your doctor to not care about the, the skills they learned actually, but the, those softer skills. But boy, I, I can see, like when I work, like looking at that and saying, all right here, You know, here, here's the litmus test, not like this college degree or at least have them in, in balance to, or, or maybe maybe intertwined with each other to show.

Yeah. They made it through college, but they also made it through the, the, the, when I work, you know, skills of life kind of thing. 

[00:55:42] Chad Halvorson: Yeah. Yeah. I think the, uh, the, the ability to, uh, to bring some of the, those, those objective, those more objective, um, qualities to, to people that have, that have been on our platform as something that I can see us, um, delivering on over the long term.

And it's, you know, it's an Aug, it could see it as an augmentation to what you described in terms of, you know, education. It could be an augmentation. You know what we see on LinkedIn with endorsements and, and, and things like that. Yeah. Is being able to bring a, a, an objective, um, kind of lens to some of the things that matter to, to, to folks that are, you know, that are, um, that are working in various jobs through, through different, uh, through different industries.

Yeah. Because 

[00:56:32] Mike Koelzer, Host: We've got that, you've got the psychological test, you know, and, and this is kind of like another, another part of that. Well, Chad, one thing we were never gonna see you for those that are for those listening along, you never see Chad without a pencil behind his ear. And, um, I might not have this exactly right, Chad, but that says that you get into it.

Of things and you're always hungry to improve and stuff. Do I've got, do I have that right. Even 

[00:57:02] Chad Halvorson: close? I think it's, I think it's fair. I, uh, I'm always up for, uh, for problem solving and, uh, a lot of the problem solving that I do and that I really like doing is visual. Um, when you think of software and products and this sort of thing, so mm-hmm, , you know, being able to sketch something out or map something out on demand is, is 

[00:57:23] Mike Koelzer, Host: there, is there.

Is there a tell, um, you, you had mentioned that, um, no, no better way to get people to experience what I have than to, um, give them a little taste of when I work. And you, you, uh, you tease me with a little gift for the listeners. What, what, what can they get? What, what do they get for sitting through my malarkey and your wise words of wisdom?

[00:57:48] Chad Halvorson: Yeah. So for, for listening to, to us, uh, Babbel for, you know, 50 minutes or whatever. Um, yeah, like I think, um, you know, if, if your listeners are, are in a, in, you know, in a, uh, environment where they have a team, you know, hour of hourly employees and they're challenged with. With communicating and, and, and, uh, and making sure they have the right people at the right place at the right time and scheduling and time clock and all this sort of thing.

What I'd like to do is I'd like to, um, give, uh, all your listeners, um, two months, uh, for free of our, of our complete package of the complete solution. Um, we do have a free product that has a limited set of, uh, of, features and people are more than welcome to use the free version. Um, but we have a lot of, uh, of, uh, additional value that is in the realm of, of scheduling and, and, uh, shift bidding and, and time clock, all these sorts of things.

So, um, two months, uh, free of the complete solution for anybody that's listening. Um, the URL that folks can check out is when I work.com/bop business, Pharmacy, this would, ah, 

[00:58:58] Mike Koelzer, Host: I, I was gonna, I was gonna ask what that, what that, uh, the acronym for your show. I know I was gonna ask what, what the hell?

What the hell is that? And then it, and then it didn't come to me till you told me. See that's how much I appreciate your mentorship. 

[00:59:14] Chad Halvorson: Um, yeah, bop, when I work.com/bop, sign up. And, uh, just if you engage with anybody on the team, just let 'em know that you, you heard about this on the podcast. We'll, we'll run this for, uh, uh, for a limited time, but, uh, yeah, definitely, uh, you know, check it out and, and, uh, we'll get you set up and, 

[00:59:31] Mike Koelzer, Host: and, and, and that's really cool to see it all because I know for example, that one thing that really helps for us is we have a lot of people that are catches catch candid when they can work, but like our pharmacists are on a, are on a repeating basis, you know, and we can set that and we can set it out.

We can set it out for, you know, months and in a year. And, and, uh, so people are not wondering, you know, they're not coming to me well, in, in six months, can I do this? It's like, well, there's the, there's the schedule already. So, you know, help yourself kind of thing. Exactly. So, um, good stuff. Well, Chad, thank you very much.

It's been a pleasure having 

[01:00:05] Chad Halvorson: you on, thank you very much for the opportunity. Enjoyed catching up and seeing you again. And, uh, let's, uh, let's talk soon. 

[01:00:12] Mike Koelzer, Host: Yeah, let's do it again soon. Okay. Thanks a lot, Chad.