THE BARF: Toxic Positivity, LinkedIn Cringe Culture, and Union Trends in 2025

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[00:00:50] What is going on everybody? Ryan Leary, William Sinkup here with The BARF. This is a look back to the week that was so you could be prepared for the week that is. William, what is going on?

[00:01:15] Ryan, it is a beautiful Sunday here in Arlington, Texas. Weather's great. So got nothing to complain about.

[00:01:23] It was summertime yesterday. I had to wear, I was wearing a sweatshirt and shorts as I always do anyway.

[00:01:32] Yep. But I actually had to go and take that off because it was just way too warm. It was disgusting.

[00:01:39] It's fall time. Let's go. Get it down. This is messing us up.

[00:01:43] On a bright note, the Eagles absolutely dominated today, put on an offensive clinic. So that is amazing.

[00:01:50] Not sure. Did Dallas play yet?

[00:01:52] No, I think they played tonight against the 49ers. That sucks. Yeah, it's going to be a loss.

[00:01:59] That's why I say, I think, because I'm Ryan out of penciled it in to watch. My day was yesterday.

[00:02:06] Nice, nice. Oh yeah, you're a college guy and all your college teams won.

[00:02:10] All the college teams won that I care about. All them being first, 34-0. Texas A&M came back.

[00:02:19] They were down 24-6, I think.

[00:02:21] And came back and won by 10.

[00:02:23] Right.

[00:02:24] And yeah, playing at home. So Henry was in the audience and all that stuff. So that's cool.

[00:02:30] And I got photos of them throwing in the yell leader afterwards. So I'll send you one of those because it's just funny.

[00:02:38] Because the yell leader's like wet. And everyone else is just standing there staring at the camera.

[00:02:44] And Texas, my brother's all my mother. So they won as well.

[00:02:49] Nice. Trifecta.

[00:02:51] All three teams win. Good Saturday. Good Saturday.

[00:02:55] Well, you can. Dallas can win.

[00:02:56] There you can.

[00:02:57] Or they can lose.

[00:02:58] No, I want them to lose out so we get draft picks.

[00:03:01] Draft picks ain't going to help you anyway.

[00:03:03] Well, clearly. Clearly.

[00:03:06] It's not going to help.

[00:03:07] I will say before we kick off.

[00:03:09] So we got YouTube TV a while back.

[00:03:12] Two weeks ago.

[00:03:13] So I'm still...

[00:03:14] I know this is old news for a lot of people.

[00:03:18] For me, it's brand new.

[00:03:19] So deal with it and enjoy it.

[00:03:21] You can save a movie?

[00:03:21] What?

[00:03:22] Like...

[00:03:24] So I was late to watching the game.

[00:03:26] But I don't need to record them anymore.

[00:03:28] Because it automatically does my local team check.

[00:03:32] Awesome.

[00:03:33] But when I get to the game, it says,

[00:03:36] do you want to catch up through watching the key plays?

[00:03:39] I'm like, hell yeah, I do.

[00:03:41] And it just goes through the key plays.

[00:03:43] That's it.

[00:03:44] That's it.

[00:03:45] Got me all the way to where I needed to be.

[00:03:46] And I knew exactly what I was doing.

[00:03:48] Now I know this is old news.

[00:03:49] I get it.

[00:03:50] Best invention ever.

[00:03:51] They do it now with all sports, right?

[00:03:53] But it started with football.

[00:03:55] And now they do it even with baseball.

[00:03:57] So if you're someone that said,

[00:03:59] historically, baseball is too slow,

[00:04:01] this, that, and the other, it's like...

[00:04:02] Watch the key.

[00:04:03] Yeah.

[00:04:03] You know, we can get you down.

[00:04:05] We can get you down.

[00:04:05] You can watch an entire baseball game

[00:04:07] in like seven minutes.

[00:04:08] I like the real-time stat tracker on the side.

[00:04:11] So if you...

[00:04:11] You know, hey, YouTube,

[00:04:13] you can pay me for the advertisement later.

[00:04:15] But get it.

[00:04:16] It's worth it.

[00:04:17] So...

[00:04:17] Yeah, that's true.

[00:04:21] Ryan, what is glossing?

[00:04:23] Well, by definition,

[00:04:25] I'm thinking I'm glossing over,

[00:04:28] but I'm assuming that is not what you're talking about.

[00:04:30] You're dangerously close.

[00:04:32] So new workforce,

[00:04:34] toxic workforce trend,

[00:04:36] and the danger of toxic positivity

[00:04:40] and glossing over problems.

[00:04:42] So check that out.

[00:04:43] Those two together.

[00:04:44] Toxic positivity.

[00:04:45] I've never put those words together.

[00:04:47] Okay.

[00:04:47] Meaning you're just hyped

[00:04:49] on all the positive things,

[00:04:51] and glossing is doing that

[00:04:53] and then glossing over all the problems.

[00:04:56] Okay.

[00:04:56] This was at Indie100.com.

[00:04:59] Take a look at it.

[00:04:59] So glossing describes

[00:05:01] when an employer or manager

[00:05:03] or generally someone higher

[00:05:05] or an authority

[00:05:07] glosses over any issues

[00:05:08] or by ignoring

[00:05:10] or glossing over them.

[00:05:12] And so, you know,

[00:05:13] maybe you think,

[00:05:14] you know,

[00:05:15] to some degree,

[00:05:15] like how different is glossing

[00:05:17] from putting your head in the sand

[00:05:18] as a leader?

[00:05:20] Same thing.

[00:05:21] Same stuff.

[00:05:22] If you don't acknowledge it,

[00:05:23] does it really exist?

[00:05:24] Right.

[00:05:27] So there's a new term.

[00:05:28] The kids are all saying.

[00:05:30] Glossing.

[00:05:31] All right.

[00:05:32] Well,

[00:05:32] that's probably what's happening

[00:05:34] in this house.

[00:05:35] Hell yeah.

[00:05:36] We're glossing, all right.

[00:05:37] Yeah, I'm just saying.

[00:05:38] All right.

[00:05:39] The NLRB union petitions

[00:05:42] have doubled

[00:05:44] since Biden took office.

[00:05:46] So first off,

[00:05:48] not a political stance.

[00:05:50] Yeah.

[00:05:50] I ain't getting in there.

[00:05:52] I've already voted.

[00:05:52] Yeah.

[00:05:53] Oh, did you?

[00:05:53] Nice, nice.

[00:05:54] You know what?

[00:05:54] I might do that,

[00:05:56] but it's like a week away now.

[00:05:57] So I'm kind of like,

[00:05:57] well,

[00:05:58] I'm just going to enjoy it

[00:05:59] and get in line.

[00:06:01] No, no.

[00:06:02] Good luck with that.

[00:06:03] So it is not a political stance,

[00:06:05] right?

[00:06:05] We're not going to go there.

[00:06:06] Yeah, no.

[00:06:07] But what I think this clearly shows

[00:06:09] Double during his than the previous?

[00:06:11] Yeah.

[00:06:11] During, yes.

[00:06:12] Well, since he took office,

[00:06:14] double from when he took office.

[00:06:16] Yes.

[00:06:16] Interesting.

[00:06:17] So I think what this clearly shows

[00:06:19] is that the union matters, right?

[00:06:22] So we've talked about this.

[00:06:24] So Starbucks and some of these others

[00:06:25] that are now starting to unionize

[00:06:28] and to petition for support.

[00:06:30] So this actually does matter.

[00:06:33] So I don't care where

[00:06:35] or what union you're talking about.

[00:06:37] They're there.

[00:06:38] They matter.

[00:06:39] They matter.

[00:06:40] So this is a call for me.

[00:06:43] Anyhow,

[00:06:43] this is a call for transparency

[00:06:45] and you use that term every day.

[00:06:49] Yep.

[00:06:50] Transparency matters.

[00:06:51] And this is it.

[00:06:53] Better benefits,

[00:06:54] more equitable treatment.

[00:06:56] Right.

[00:06:56] All of the above, right?

[00:06:57] So this is it.

[00:06:59] You're going to do it one way or another.

[00:06:59] Either you're going to do it

[00:07:00] because it's a good thing to do.

[00:07:01] That's it.

[00:07:02] Or you're going to do it

[00:07:03] at the gunpoint of a union.

[00:07:05] And the impact of whatever you produce

[00:07:08] is now the price is higher.

[00:07:11] That's right.

[00:07:12] It's a consumer product.

[00:07:13] It's higher.

[00:07:14] If it's a B2B product,

[00:07:15] its price is higher.

[00:07:17] So just,

[00:07:17] you're going to spend the money.

[00:07:18] I guess that's the point

[00:07:19] is you're going to spend the money

[00:07:21] one way or another.

[00:07:21] Right.

[00:07:22] So I'll just put my foot down,

[00:07:25] my hand up,

[00:07:25] whatever market here.

[00:07:26] 2025 is the year of the unions

[00:07:29] and employee engagement

[00:07:30] because if not,

[00:07:31] you're going to lose them anyway.

[00:07:33] So there you go.

[00:07:34] To the robots.

[00:07:35] There you go.

[00:07:36] I spoke.

[00:07:37] It's been said.

[00:07:38] Alrighty.

[00:07:39] Are you a Reddit guy?

[00:07:41] You know,

[00:07:43] I just signed up

[00:07:45] for my first Reddit account

[00:07:48] Friday,

[00:07:48] I think it was.

[00:07:49] Well,

[00:07:50] then you're a Reddit guy now.

[00:07:51] All right.

[00:07:52] I don't know how to use it.

[00:07:53] I can't figure it.

[00:07:54] I've read it.

[00:07:54] I've read stuff on there,

[00:07:55] but now I'm trying to figure it out.

[00:07:57] The app is better

[00:07:58] than the web experience.

[00:08:00] Anyhow,

[00:08:01] so cringy LinkedIn posts

[00:08:03] are getting dragged across concrete

[00:08:06] on a fast-growing subreddit

[00:08:09] called LinkedIn Lunatics.

[00:08:12] LinkedIn Lunatics.

[00:08:13] Sounds like the first thing

[00:08:14] you need to subscribe to.

[00:08:15] It has 600,

[00:08:18] basically almost 700,000 members.

[00:08:23] And it'll limit

[00:08:24] the insufferable content

[00:08:26] on LinkedIn.

[00:08:26] So basically,

[00:08:27] it's a place where you

[00:08:28] post other people's cringe

[00:08:30] and then start talking

[00:08:32] and tearing their cringe apart.

[00:08:34] Yeah.

[00:08:35] Which just sounds like fun.

[00:08:36] This was on Bloomberg.com.

[00:08:38] So they did a whole study

[00:08:41] to take a look at it.

[00:08:42] But basically,

[00:08:43] for me,

[00:08:44] being a business lingo jargon,

[00:08:47] it's always been BS.

[00:08:48] It's always been boring.

[00:08:49] It's always been stupid.

[00:08:52] So now,

[00:08:53] what it also got me

[00:08:54] to think about

[00:08:55] was how many of these

[00:08:56] LinkedIn cringy posts

[00:08:57] are built with AI

[00:09:00] in some way.

[00:09:02] Meaning...

[00:09:03] There's a lot that are

[00:09:04] out there now.

[00:09:05] And you can tell.

[00:09:06] Go with that.

[00:09:08] We teach AI.

[00:09:10] So essentially,

[00:09:11] we've taught AI

[00:09:12] to be cringy.

[00:09:13] And now it's giving us

[00:09:15] those articles back.

[00:09:16] If true.

[00:09:17] I mean,

[00:09:17] I'm sure it's not true

[00:09:18] of everything, right?

[00:09:19] Maybe people will use it

[00:09:20] for some parts

[00:09:21] of their article

[00:09:21] or to slim things down.

[00:09:24] But those...

[00:09:25] Not just the cringe words,

[00:09:27] but just the topics.

[00:09:29] Yeah.

[00:09:30] What can you learn from...

[00:09:31] Alabama's lost

[00:09:32] to Tennessee last week.

[00:09:34] Yeah.

[00:09:34] Well, you can learn

[00:09:35] a lot in leadership.

[00:09:36] Yeah.

[00:09:36] Right.

[00:09:37] Fuck up.

[00:09:38] Yeah.

[00:09:38] You know what?

[00:09:39] You can tell.

[00:09:40] I mean,

[00:09:41] for anyone that's like,

[00:09:43] you can tell

[00:09:44] it's written by AI.

[00:09:45] So even if you're going

[00:09:46] to write it by AI

[00:09:48] to get the idea...

[00:09:49] Like, jazz it up.

[00:09:50] Bring it back.

[00:09:51] Like, does it...

[00:09:52] Any post that's this long...

[00:09:54] Now, for those on video,

[00:09:55] I'm like probably

[00:09:56] 18 inches

[00:09:57] in hand measurements here.

[00:10:00] But...

[00:10:01] Awkward.

[00:10:01] Any post...

[00:10:02] Yeah, awkward.

[00:10:03] You're right.

[00:10:04] I probably should...

[00:10:06] But any LinkedIn post

[00:10:08] that's formatted perfectly...

[00:10:10] Right.

[00:10:10] ...that long,

[00:10:11] I immediately think,

[00:10:13] whether it is or not...

[00:10:15] Apologize to those

[00:10:15] that actually write...

[00:10:16] Yeah.

[00:10:17] Can you actually trust it?

[00:10:19] Right?

[00:10:20] Yeah.

[00:10:20] I don't know.

[00:10:21] Anyhow.

[00:10:22] So you go.

[00:10:22] Yeah.

[00:10:23] LinkedIn lunatics.

[00:10:24] Join the subreddit

[00:10:26] and you will love it.

[00:10:28] I need to learn

[00:10:29] how to do this

[00:10:30] because it's kind of

[00:10:31] confusing to me.

[00:10:32] But anyway.

[00:10:32] Okay.

[00:10:33] So Apple,

[00:10:35] J&J,

[00:10:36] and the SMP

[00:10:37] announce

[00:10:38] HR leadership changes.

[00:10:41] Right.

[00:10:42] So go with me here

[00:10:44] on this little journey

[00:10:45] of companies.

[00:10:47] So here's just

[00:10:48] the list of companies

[00:10:49] I could find

[00:10:50] that are turning over

[00:10:52] leadership,

[00:10:53] HR and others.

[00:10:54] But Apple,

[00:10:55] J&J,

[00:10:56] SMP,

[00:10:57] CAA,

[00:10:57] Citadel,

[00:10:58] FanDuel,

[00:10:59] GE,

[00:11:00] Saputo,

[00:11:01] Emory University,

[00:11:01] there's more.

[00:11:02] There's probably

[00:11:03] about a dozen more

[00:11:04] that I just didn't include

[00:11:05] because we'd be here

[00:11:06] all night.

[00:11:06] Why?

[00:11:07] My opinion on this.

[00:11:08] I have an opinion

[00:11:08] and I want to ask you

[00:11:09] a question.

[00:11:09] My opinion is

[00:11:10] pretty basic here.

[00:11:11] this is more

[00:11:13] about modernizing

[00:11:14] HR and people

[00:11:15] because the majority

[00:11:17] of these are in people.

[00:11:18] I think it's out

[00:11:19] with the old,

[00:11:20] in with the new.

[00:11:21] They need to align

[00:11:21] their thought process

[00:11:23] and these are

[00:11:24] the Bidens

[00:11:25] and the Trumps

[00:11:25] of the world,

[00:11:26] right?

[00:11:26] They're just,

[00:11:27] they're old.

[00:11:28] They did really well

[00:11:29] in their time.

[00:11:30] It's now time

[00:11:31] to modernize.

[00:11:32] So question to you

[00:11:34] is am I

[00:11:35] stirring the pot here

[00:11:36] or do I

[00:11:37] see this

[00:11:38] the right way?

[00:11:38] Well,

[00:11:39] it depends on

[00:11:40] if they,

[00:11:42] if the replacements

[00:11:43] are from people

[00:11:44] outside of talent.

[00:11:46] That's when you know

[00:11:47] that they're,

[00:11:48] they're hiring

[00:11:49] because they've

[00:11:50] lost trust,

[00:11:51] whatever.

[00:11:52] Right.

[00:11:53] And so they're hiring,

[00:11:54] but if it's just

[00:11:54] the next person up,

[00:11:56] like CHRO is left

[00:11:58] but now the VP

[00:11:58] of HR takes that spot.

[00:12:00] Right.

[00:12:00] And maybe it's

[00:12:01] a younger version

[00:12:02] of that.

[00:12:03] That can be true.

[00:12:04] Yeah.

[00:12:05] Yeah.

[00:12:05] Not a forced retirement.

[00:12:07] Right.

[00:12:07] No,

[00:12:07] I mean,

[00:12:08] but the thing is

[00:12:09] is it's all

[00:12:10] digital transformation.

[00:12:12] So who's basically

[00:12:13] best adapt

[00:12:15] to then take

[00:12:16] the organization

[00:12:17] through a continual

[00:12:19] and never ending

[00:12:21] digital transformation?

[00:12:23] I wouldn't be shocked

[00:12:24] if you start seeing

[00:12:25] a lot of

[00:12:26] technical people

[00:12:27] run HR.

[00:12:28] Because that makes

[00:12:28] complete sense.

[00:12:29] Right.

[00:12:30] Oh,

[00:12:31] there you go.

[00:12:32] That's a,

[00:12:32] that's a really good one.

[00:12:33] I'm going to think

[00:12:33] about that.

[00:12:34] New Hampshire

[00:12:36] legislature

[00:12:37] passes

[00:12:38] a law allowing

[00:12:39] firearms

[00:12:40] in employees'

[00:12:43] vehicles.

[00:12:44] So this was on

[00:12:46] HRlaws.com.

[00:12:47] Got to take a look at them.

[00:12:49] HR,

[00:12:49] excuse me,

[00:12:50] so New Hampshire

[00:12:51] is one of the safest

[00:12:52] states in the nation,

[00:12:53] but they've gone through

[00:12:54] kind of a rash

[00:12:54] of public

[00:12:55] or workplace violence.

[00:12:56] violence.

[00:12:57] So most employees,

[00:12:59] they have a weapons policy.

[00:13:01] So you can't bring

[00:13:01] your gun

[00:13:03] into work.

[00:13:04] This is,

[00:13:04] this,

[00:13:05] this is,

[00:13:05] in fact,

[00:13:06] the statement,

[00:13:06] I want to read this quote.

[00:13:07] Most employers

[00:13:08] have a workplace violence

[00:13:09] or weapons policy,

[00:13:10] but a policy is only

[00:13:12] as good

[00:13:12] as those who comply

[00:13:14] with it.

[00:13:14] The new law

[00:13:15] of which you can

[00:13:17] have guns

[00:13:17] in your cars

[00:13:19] is set to take effect

[00:13:20] January 1 of 25.

[00:13:22] So,

[00:13:22] of course,

[00:13:23] me thinking about this

[00:13:24] is like,

[00:13:25] okay,

[00:13:25] I can't,

[00:13:26] I can't bring my gun

[00:13:27] into work,

[00:13:28] but I can bring my gun

[00:13:29] into the parking lot.

[00:13:32] Shit's popping off.

[00:13:34] Yeah.

[00:13:34] Pause.

[00:13:35] I'm looking.

[00:13:38] Let me run to my car

[00:13:39] and get my shotguns.

[00:13:41] I'll be right back.

[00:13:42] Hold up.

[00:13:43] Let me go get that.

[00:13:45] Load it up.

[00:13:45] Now I'm going,

[00:13:46] like,

[00:13:47] I don't know.

[00:13:48] I,

[00:13:49] it seems like a half measure.

[00:13:51] If you're a safe state,

[00:13:52] yes,

[00:13:53] you have some

[00:13:53] things that go on

[00:13:55] from here

[00:13:55] from time to time

[00:13:56] around guns.

[00:13:57] What is this,

[00:13:58] what does this help

[00:13:59] by letting people

[00:14:00] bring them to the parking lot?

[00:14:02] Yeah.

[00:14:02] I don't know

[00:14:03] that it helps anything,

[00:14:04] but you know,

[00:14:04] what's even more interesting

[00:14:05] to me is

[00:14:06] I never actually

[00:14:07] thought about that.

[00:14:09] Like,

[00:14:10] yeah,

[00:14:10] you can't bring a gun

[00:14:11] into the office.

[00:14:12] I get it.

[00:14:13] Yeah,

[00:14:13] fair enough.

[00:14:14] The company car,

[00:14:15] is it the office?

[00:14:16] Right?

[00:14:17] Like,

[00:14:17] I mean,

[00:14:17] I've signed

[00:14:18] the responsibility for it.

[00:14:20] Yeah.

[00:14:21] Like,

[00:14:21] I've signed off.

[00:14:22] I've got responsibility

[00:14:22] for it.

[00:14:23] That's an interesting take.

[00:14:25] I wonder,

[00:14:25] yeah,

[00:14:25] I've never thought about that.

[00:14:27] I'd rather just have them

[00:14:28] at their desk.

[00:14:29] This is why people

[00:14:31] smarter than me

[00:14:31] run shit

[00:14:32] because I'm like,

[00:14:33] sure,

[00:14:34] clearly that's not your office.

[00:14:35] Again,

[00:14:35] what was the line of thinking

[00:14:37] of the logic

[00:14:37] that goes,

[00:14:38] okay,

[00:14:38] you can't have them

[00:14:39] at your desk.

[00:14:40] Right.

[00:14:41] However,

[00:14:42] just for peace of mind,

[00:14:44] you can have them

[00:14:45] in your glove box.

[00:14:46] How are they going to help me?

[00:14:47] If somebody's coming in

[00:14:48] to shoot the place up.

[00:14:49] Yeah.

[00:14:50] Well,

[00:14:50] if I'm driving around

[00:14:51] as a company car

[00:14:52] and I'm on a call

[00:14:53] somewhere.

[00:14:54] Now that's a different bit.

[00:14:56] That's a different bit.

[00:14:57] No,

[00:14:57] no,

[00:14:57] no,

[00:14:57] no.

[00:14:57] And you can protect yourself.

[00:14:59] No,

[00:14:59] that tracks.

[00:15:00] I'm talking about,

[00:15:01] I'm thinking about office workers.

[00:15:02] Yeah.

[00:15:03] So,

[00:15:04] there you go.

[00:15:04] All right.

[00:15:06] So,

[00:15:07] Feds put employers on notice

[00:15:09] regarding the black box

[00:15:11] AI scores.

[00:15:13] So,

[00:15:13] what we're talking about here

[00:15:14] is surveillance tools.

[00:15:16] This isn't cameras

[00:15:18] in the office.

[00:15:19] This is making your employees

[00:15:21] download an app

[00:15:22] for workplace monitoring.

[00:15:24] So,

[00:15:25] what are you doing?

[00:15:26] What are you looking at?

[00:15:28] What are you not doing?

[00:15:30] You know,

[00:15:30] all of that stuff.

[00:15:31] Yeah.

[00:15:32] You know,

[00:15:32] I think it's fair.

[00:15:34] They have to obtain consent

[00:15:36] is what they're saying,

[00:15:38] right?

[00:15:38] Employers must contain,

[00:15:39] must obtain.

[00:15:41] Depends on the state.

[00:15:43] Right.

[00:15:43] Yeah,

[00:15:44] true.

[00:15:44] Yeah.

[00:15:44] Clearly not an answer.

[00:15:46] Look,

[00:15:46] I think this is fair.

[00:15:48] If you're going to monitor me,

[00:15:49] I want to be aware.

[00:15:50] Will I be comfortable with it?

[00:15:53] Maybe.

[00:15:54] Why 360 for employees?

[00:15:56] Yeah.

[00:15:57] That's basically what this stuff is.

[00:15:59] So,

[00:15:59] yeah.

[00:16:00] So,

[00:16:00] so anyhow,

[00:16:01] some of the examples

[00:16:03] that it gave was obviously

[00:16:04] requiring them to download

[00:16:05] the apps and all that.

[00:16:07] So,

[00:16:07] what can this be used for?

[00:16:09] Predicting worker behavior,

[00:16:10] right?

[00:16:11] One of the things,

[00:16:12] which is why I found this interesting.

[00:16:14] So,

[00:16:14] what are they going to say

[00:16:15] it's used for?

[00:16:16] And what are they going to use it for?

[00:16:18] These are two different things,

[00:16:19] yeah?

[00:16:19] Right.

[00:16:20] Two different things.

[00:16:20] But one of the things here,

[00:16:22] the example that they gave,

[00:16:23] which,

[00:16:23] okay,

[00:16:23] this is kind of interesting anyway.

[00:16:25] But one of the things

[00:16:26] that really made me

[00:16:27] want to talk about the story

[00:16:29] is the actual example

[00:16:31] that they gave

[00:16:31] was the likelihood

[00:16:32] of union organization

[00:16:35] or leaving a job.

[00:16:36] I want to get in front of it.

[00:16:37] Yeah.

[00:16:38] Or leaving a job.

[00:16:39] Okay,

[00:16:39] yeah,

[00:16:39] okay,

[00:16:39] so I'm upset.

[00:16:40] Okay,

[00:16:40] well,

[00:16:41] Ryan might leave the company.

[00:16:42] But union organization.

[00:16:45] And I,

[00:16:45] and I thought to myself,

[00:16:46] like,

[00:16:46] that's a smart use,

[00:16:47] actually.

[00:16:48] It is a smart use,

[00:16:48] but does it cross the line

[00:16:50] of listening to your employees

[00:16:52] and saying,

[00:16:53] hey,

[00:16:53] we hear what's going on.

[00:16:55] We're not going to help you

[00:16:56] with that shit.

[00:16:56] We're just going to put a cut to it.

[00:16:58] We're going to stop it.

[00:16:59] And this is how we're going to do that.

[00:17:01] Well,

[00:17:02] I think the thing is,

[00:17:03] is employees,

[00:17:06] you have very little rights

[00:17:07] as an employee.

[00:17:09] Yes.

[00:17:09] Of course,

[00:17:09] it looks like you have rights,

[00:17:11] but really,

[00:17:12] at the end of the day,

[00:17:13] you don't.

[00:17:13] No.

[00:17:14] So,

[00:17:15] if you're doing bad stuff

[00:17:16] at work,

[00:17:17] and I'm not saying

[00:17:18] unionizing is bad,

[00:17:20] but if it's counter

[00:17:20] to the business interest,

[00:17:22] It's bad for them.

[00:17:23] Then it's bad for them,

[00:17:24] which,

[00:17:24] by the way,

[00:17:25] that's the only interest

[00:17:26] that matters at work

[00:17:27] is the business

[00:17:28] interest,

[00:17:28] not your personal interest.

[00:17:30] So,

[00:17:30] they're going to use it

[00:17:31] for all kinds of stuff.

[00:17:32] Performance reviews,

[00:17:33] they'll use it for,

[00:17:34] again,

[00:17:35] making you more efficient

[00:17:36] if it was transparent,

[00:17:38] and it flipped around

[00:17:39] how you use time,

[00:17:40] and it showed you,

[00:17:41] hey,

[00:17:41] you're using time

[00:17:43] ineffectively,

[00:17:44] and here's a better way

[00:17:45] to use time.

[00:17:47] That's cool.

[00:17:48] Yeah.

[00:17:49] Yeah.

[00:17:50] Look,

[00:17:50] I have no issues with this.

[00:17:52] I think we're going to get there

[00:17:53] anyhow.

[00:17:54] They're already doing it.

[00:17:55] They were doing it

[00:17:56] for years and years

[00:17:57] just less tech.

[00:17:58] Yeah,

[00:17:58] I was about to say,

[00:17:59] they've been doing it

[00:17:59] for years,

[00:18:00] so what's really

[00:18:01] the difference there?

[00:18:01] This is,

[00:18:02] it's just now

[00:18:02] with technology,

[00:18:04] et cetera,

[00:18:04] et cetera,

[00:18:05] but look,

[00:18:05] if you,

[00:18:06] if I say,

[00:18:07] yeah,

[00:18:07] it's okay,

[00:18:07] I've got no problem

[00:18:08] with it.

[00:18:09] If it's going to make me

[00:18:09] better,

[00:18:10] a better employee,

[00:18:12] more efficient,

[00:18:13] now I don't want you

[00:18:13] monitoring me at home,

[00:18:15] right?

[00:18:15] Right,

[00:18:15] so there's got to be

[00:18:17] that cutoff,

[00:18:17] right?

[00:18:18] How do you,

[00:18:19] how do you stop that?

[00:18:21] I don't know,

[00:18:21] right?

[00:18:22] That's where I'm sure

[00:18:23] that lines me down.

[00:18:23] if you're using a business

[00:18:24] device,

[00:18:25] like you,

[00:18:26] when you're with IBM,

[00:18:27] you had an IBM laptop

[00:18:28] and IBM phone.

[00:18:29] If you're using those

[00:18:30] devices and you're doing

[00:18:32] things that are,

[00:18:33] again,

[00:18:33] counter to the interest

[00:18:34] of the business,

[00:18:35] define it as you wish,

[00:18:37] then expect repercussions.

[00:18:40] Yeah,

[00:18:40] well,

[00:18:40] so let's see,

[00:18:41] okay,

[00:18:42] that's interesting

[00:18:42] because they do that

[00:18:43] with the schools.

[00:18:44] Yeah.

[00:18:45] And so,

[00:18:46] regardless of the time of day,

[00:18:47] what day it is,

[00:18:48] anything.

[00:18:49] Right.

[00:18:49] Any of my kids pull it up,

[00:18:52] they go on YouTube,

[00:18:53] they can do YouTube,

[00:18:53] they can do,

[00:18:54] but if it's a video

[00:18:55] that shouldn't be

[00:18:56] on a school,

[00:18:57] it says,

[00:18:58] no,

[00:18:58] stop,

[00:18:58] and not only that,

[00:18:59] I get a report.

[00:19:00] It says,

[00:19:01] hey,

[00:19:01] here's what so-and-so,

[00:19:03] who's what so-and-so

[00:19:03] looked at.

[00:19:04] This is what they searched,

[00:19:05] this is why it was blocked.

[00:19:07] And so,

[00:19:08] the computer I get.

[00:19:09] With boys,

[00:19:10] I could tell you,

[00:19:11] I don't want to know.

[00:19:13] It's probably the same

[00:19:14] with the growth.

[00:19:14] Or,

[00:19:15] I could learn something.

[00:19:16] I don't know.

[00:19:17] I'm going to put that out there.

[00:19:19] the phone,

[00:19:20] even if it's a company phone,

[00:19:22] they're giving you that device

[00:19:24] as your device to use,

[00:19:25] unless they clearly say,

[00:19:27] business is only on this,

[00:19:29] conducted on this phone,

[00:19:30] not personal.

[00:19:31] Then you have to have two phones.

[00:19:32] I'm going to say it,

[00:19:32] right?

[00:19:32] It's implicit.

[00:19:34] If they give you a phone,

[00:19:37] it's their phone.

[00:19:38] Right.

[00:19:38] You're just using the phone.

[00:19:39] Yeah.

[00:19:40] Oh,

[00:19:41] no,

[00:19:41] legally,

[00:19:41] all that,

[00:19:42] yes.

[00:20:02] people who just don't want to work well

[00:20:04] in that environment

[00:20:05] or don't want to,

[00:20:06] that's okay.

[00:20:07] There are other companies around,

[00:20:09] said Matt Garman,

[00:20:11] CEO of Amazon Web Services,

[00:20:13] on employees who don't want to work

[00:20:15] in the office five days a week.

[00:20:18] So,

[00:20:18] if you don't want to work

[00:20:19] at five days a week

[00:20:21] for Amazon Web Service,

[00:20:23] there are other companies for you.

[00:20:25] I finally found a CEO

[00:20:28] that said it.

[00:20:31] That's basically said,

[00:20:32] yeah,

[00:20:33] it's,

[00:20:33] this is what we're doing.

[00:20:35] It's five days,

[00:20:36] every day,

[00:20:37] just like,

[00:20:37] you know,

[00:20:38] back in the day.

[00:20:38] Yeah.

[00:20:39] And if you don't want to work here,

[00:20:40] then you don't,

[00:20:41] and you don't thrive

[00:20:42] in this environment.

[00:20:43] Right.

[00:20:43] Cool.

[00:20:44] It's cool.

[00:20:44] No hate.

[00:20:45] Yeah.

[00:20:46] Go work for somebody else.

[00:20:49] And so he said this,

[00:20:50] this is,

[00:20:51] this is a quote

[00:20:52] that that's directly from him.

[00:20:54] So on Reuters,

[00:20:55] if you want to go take a look

[00:20:56] at the whole article,

[00:20:57] it's actually,

[00:20:58] it's quite interesting

[00:20:59] because,

[00:20:59] you know,

[00:20:59] his take about collaboration

[00:21:02] and being in the business

[00:21:04] to serve customers

[00:21:05] and all this stuff,

[00:21:06] it's,

[00:21:07] it's actually,

[00:21:08] it's actually real put together

[00:21:09] if you have that line of thought.

[00:21:11] Right.

[00:21:11] If you believe in RTO

[00:21:13] and they don't just believe

[00:21:14] in it a little bit,

[00:21:15] it's completely back to office.

[00:21:17] There is no virtual,

[00:21:18] there is no remote,

[00:21:19] there is no hybrid,

[00:21:20] none of that stuff.

[00:21:21] So I thought of LeBron James

[00:21:23] in the instance of

[00:21:24] when Trump told him

[00:21:25] to shut up

[00:21:26] and play basketball.

[00:21:27] Oh yeah.

[00:21:29] So shut up and RTO.

[00:21:31] Yeah.

[00:21:32] I think we'll see,

[00:21:33] I think we're going to see

[00:21:34] more of this,

[00:21:35] more directness

[00:21:36] from CEOs

[00:21:38] that basically say

[00:21:40] NVIDIA

[00:21:41] and some of these others

[00:21:41] that just say,

[00:21:42] hey,

[00:21:42] this is the way we work.

[00:21:43] You don't want to work that way?

[00:21:45] Okay.

[00:21:45] Right.

[00:21:46] Cool.

[00:21:46] It's all good.

[00:21:47] Now,

[00:21:48] I caveat that with this,

[00:21:51] I think we'll see

[00:21:52] more of this

[00:21:53] up until the point

[00:21:54] where we have

[00:21:55] a talent shortage.

[00:21:56] And the moment

[00:21:56] we have a talent shortage,

[00:21:57] you and I have been

[00:21:58] through several of these bits,

[00:21:59] well,

[00:21:59] the moment we have

[00:22:00] a talent shortage,

[00:22:01] that shit goes away.

[00:22:03] They will flex.

[00:22:03] If it's bad enough,

[00:22:05] they will flex.

[00:22:05] Now,

[00:22:06] here's the thing.

[00:22:07] Right.

[00:22:07] I don't,

[00:22:08] I don't hate this

[00:22:10] because they're being upfront

[00:22:12] and they're saying,

[00:22:14] that's right.

[00:22:14] That's what you want

[00:22:15] to be an employer brand.

[00:22:16] Right.

[00:22:16] This is what it is.

[00:22:17] Cool if you don't like it,

[00:22:19] but this is what it is.

[00:22:20] Now,

[00:22:21] if I was hired as remote,

[00:22:23] here's the question

[00:22:24] I would have.

[00:22:24] If I was hired as remote

[00:22:26] and there's really not

[00:22:27] an Amazon location

[00:22:28] that's suitable for me,

[00:22:30] meaning,

[00:22:31] like,

[00:22:32] I got to drive 90 minutes

[00:22:33] to get there

[00:22:34] and it's a warehouse

[00:22:34] and I'm a corporate employee.

[00:22:37] Like,

[00:22:38] how does that work?

[00:22:39] You're getting a new job.

[00:22:40] Right.

[00:22:40] So how does that work?

[00:22:41] Now,

[00:22:42] those people,

[00:22:43] if they are affected,

[00:22:44] yes,

[00:22:45] there's an issue.

[00:22:46] Right.

[00:22:46] And I think that's a different,

[00:22:47] you can't tell me on X salary,

[00:22:49] like,

[00:22:50] you're going to just,

[00:22:50] I'm upping and going to Seattle

[00:22:52] or wherever,

[00:22:53] you know,

[00:22:53] wherever it's going to be.

[00:22:54] Like,

[00:22:54] no,

[00:22:55] that's,

[00:22:56] I have a problem with that.

[00:22:57] Everything else,

[00:22:58] go to work.

[00:22:59] Like,

[00:22:59] people say,

[00:22:59] we've talked about this,

[00:23:01] where people say,

[00:23:02] oh,

[00:23:02] their culture,

[00:23:03] my neighbor said,

[00:23:04] the culture's awful.

[00:23:05] Like,

[00:23:06] so and so,

[00:23:06] this and that,

[00:23:07] and blah,

[00:23:07] blah,

[00:23:07] blah.

[00:23:08] Well,

[00:23:08] it's not awful

[00:23:09] if you like working there.

[00:23:10] Sorry.

[00:23:11] But that's the company.

[00:23:13] And so,

[00:23:13] take it or leave it.

[00:23:14] Now,

[00:23:15] the argument behind that will be,

[00:23:17] okay,

[00:23:17] well,

[00:23:17] they're going to fail.

[00:23:18] They're going to do this

[00:23:19] and over there.

[00:23:19] I get it.

[00:23:20] But that's our opinion.

[00:23:21] If that policy drives them

[00:23:23] not getting the top talent,

[00:23:25] they won't see that

[00:23:26] for a long time.

[00:23:27] But they will see it

[00:23:28] at one point.

[00:23:29] At one point.

[00:23:30] They're going to be sitting

[00:23:30] on a bunch of people

[00:23:31] that want to go to the office,

[00:23:32] but they're also

[00:23:34] not great employees

[00:23:35] or just not great

[00:23:36] at what they do.

[00:23:37] Yep.

[00:23:38] All right.

[00:23:38] Hooters

[00:23:39] allege

[00:23:40] colorism

[00:23:40] cost

[00:23:43] $250,000

[00:23:44] in an EOC

[00:23:45] case.

[00:23:46] So,

[00:23:47] this is an interesting one.

[00:23:48] So,

[00:23:49] following the layoffs

[00:23:50] of 43 employees

[00:23:52] in Greensboro,

[00:23:53] North Carolina,

[00:23:54] so Greensboro area,

[00:23:56] this was in response

[00:23:57] to COVID-19.

[00:23:58] Okay.

[00:23:59] So,

[00:24:00] after

[00:24:00] the pandemic passed

[00:24:03] and things were opening

[00:24:04] and they were rehiring,

[00:24:05] Hooters allegedly

[00:24:06] rehired workers

[00:24:08] who were predominantly white

[00:24:09] or had lighter skin.

[00:24:11] So,

[00:24:13] predominantly

[00:24:14] equals

[00:24:16] 92%

[00:24:17] of everyone

[00:24:18] that was laid off

[00:24:18] in that Greensboro

[00:24:21] franchisee

[00:24:21] in that area,

[00:24:22] whatever it is.

[00:24:22] I think that's a good use

[00:24:23] of predominance.

[00:24:24] Right.

[00:24:25] Good.

[00:24:26] Kind of the definition.

[00:24:27] 92% of those

[00:24:28] rehired Hooters,

[00:24:30] now they were all girls,

[00:24:31] Hooters girls,

[00:24:32] is how they refer to them,

[00:24:33] right?

[00:24:33] This isn't me.

[00:24:34] Were either white

[00:24:35] or having lighter skin tones.

[00:24:38] I'd like to see

[00:24:39] where the lighter skin tones ends.

[00:24:41] But yeah,

[00:24:42] I get it.

[00:24:43] Yeah.

[00:24:43] So,

[00:24:44] 92%.

[00:24:45] Now,

[00:24:45] I don't know

[00:24:45] what the original makeup was,

[00:24:47] but it certainly wasn't 92%.

[00:24:49] That's a nice one.

[00:24:50] So,

[00:24:51] here's,

[00:24:52] this is not the first brush

[00:24:54] for Hooters.

[00:24:55] Last April,

[00:24:56] they settled

[00:24:57] with the U.S. Department of Justice

[00:24:59] regarding

[00:25:01] alleged national origin discrimination,

[00:25:03] which violated

[00:25:04] the Immigration Act.

[00:25:06] They refused candidates.

[00:25:08] They refused

[00:25:09] the candidates'

[00:25:10] I-9 documents.

[00:25:12] That had to have been

[00:25:13] for the Cook staff.

[00:25:14] Bob.

[00:25:16] That wasn't-

[00:25:17] Your words.

[00:25:19] That wasn't the front of-

[00:25:21] Yeah.

[00:25:21] The front of the house?

[00:25:22] No,

[00:25:23] that wasn't the front of the house.

[00:25:23] That was the back of the house.

[00:25:25] But there's more.

[00:25:26] But wait.

[00:25:26] 2020,

[00:25:27] Hooters filed

[00:25:28] to give them

[00:25:29] and 679 other employees

[00:25:33] the proper 60-day

[00:25:35] notice required

[00:25:37] for a layoff,

[00:25:38] for a mass layoff.

[00:25:40] So,

[00:25:40] this is,

[00:25:41] in four years,

[00:25:42] just three

[00:25:43] that they've been banged with.

[00:25:45] Now,

[00:25:45] these are all settled

[00:25:46] and these aren't,

[00:25:47] like,

[00:25:47] they're alleged,

[00:25:48] right?

[00:25:49] But they've settled.

[00:25:51] Yeah,

[00:25:51] three in the last couple of years.

[00:25:53] I'm not sure what's going on over there.

[00:25:55] However,

[00:25:55] you want some wings?

[00:25:56] Yeah,

[00:25:57] I do.

[00:25:57] I'm hungry.

[00:25:58] I do.

[00:25:59] Have I told you my Hooters story?

[00:26:01] Oh,

[00:26:02] I feel like we should continue on.

[00:26:04] No,

[00:26:05] it's with Henry and Van.

[00:26:06] It's with Henry and Van.

[00:26:08] We're in between basketball

[00:26:09] tournament games

[00:26:10] for Van

[00:26:12] and he's probably eight.

[00:26:14] Yeah,

[00:26:14] he's eight

[00:26:15] and Henry's 12.

[00:26:16] Okay.

[00:26:16] So,

[00:26:16] I'm like,

[00:26:17] hey,

[00:26:17] we need to go get something to eat.

[00:26:18] So,

[00:26:19] I drive down the highway.

[00:26:20] I see Hooters.

[00:26:21] I'm like,

[00:26:21] all right,

[00:26:21] yeah.

[00:26:22] So,

[00:26:23] I get to the parking lot

[00:26:24] and Henry's like,

[00:26:24] I can't go in there.

[00:26:25] I'm like,

[00:26:27] oh boy.

[00:26:28] He goes,

[00:26:28] I can't go in there.

[00:26:29] I'm like,

[00:26:30] and why do you think

[00:26:31] you can't go in there?

[00:26:32] So,

[00:26:33] he said,

[00:26:33] I'm going in there

[00:26:35] and he said,

[00:26:35] well,

[00:26:36] I mean,

[00:26:36] it's like,

[00:26:36] it's one of those places

[00:26:38] with girls

[00:26:38] when they take their clothes off

[00:26:39] like,

[00:26:40] oh man.

[00:26:42] No,

[00:26:42] no.

[00:26:43] This is where

[00:26:43] that story goes down.

[00:26:48] It's kind of like

[00:26:48] a training ground for that,

[00:26:50] but no,

[00:26:50] it's not that.

[00:26:51] So,

[00:26:53] I finally talk a minute

[00:26:54] and go inside.

[00:26:54] I'm like,

[00:26:55] hey,

[00:26:55] listen,

[00:26:55] you can stay in the car.

[00:26:56] I don't give a shit.

[00:26:57] I'm going in to give you

[00:26:58] some chicken.

[00:27:00] And so,

[00:27:01] they reluctantly,

[00:27:02] man didn't care

[00:27:03] because he was eight.

[00:27:03] He was in between games,

[00:27:04] so he didn't care.

[00:27:06] Henry did care

[00:27:07] until he got in there.

[00:27:08] Mm-hmm.

[00:27:08] And then once he got in there,

[00:27:10] then he's just looking around.

[00:27:12] His eyes are about

[00:27:13] the size of baseballs

[00:27:15] and I've never seen

[00:27:16] two kids go through

[00:27:17] so much sweet tea

[00:27:19] in one setting.

[00:27:21] Like,

[00:27:21] like,

[00:27:21] Van was just down it

[00:27:23] and go,

[00:27:23] I'm out of tea.

[00:27:24] I need somebody.

[00:27:25] I need to get out of his seat

[00:27:26] and then go fight.

[00:27:27] So,

[00:27:28] how do,

[00:27:28] how do you tie this one

[00:27:29] back to HR and TA?

[00:27:31] Because we had the full

[00:27:33] accoutrement

[00:27:35] of talent,

[00:27:36] if you will.

[00:27:37] Talent

[00:27:37] was in the building.

[00:27:39] Yeah,

[00:27:40] it was the greatest,

[00:27:40] it was the greatest thing

[00:27:41] in the world

[00:27:41] because I could just sit back

[00:27:42] and watch them

[00:27:43] and just

[00:27:44] drinking tea.

[00:27:46] Yeah.

[00:27:47] So,

[00:27:47] we've had positive experiences

[00:27:49] with Hooters

[00:27:49] here in Texas.

[00:27:50] Clearly,

[00:27:51] the employees

[00:27:51] have not.

[00:27:53] Yeah,

[00:27:54] good point.

[00:27:55] All right,

[00:27:55] let's,

[00:27:55] let's see here.

[00:27:56] EY

[00:27:58] fired dozens

[00:27:59] of staff members

[00:28:00] who attended to,

[00:28:01] I thought you would

[00:28:01] really appreciate this story.

[00:28:03] EY fires

[00:28:04] dozens of staff members

[00:28:05] who attended

[00:28:06] to

[00:28:08] video training meetings

[00:28:09] simultaneously.

[00:28:10] Sounds like a good use of time.

[00:28:11] So,

[00:28:11] I'm saying,

[00:28:12] like,

[00:28:12] I got one here

[00:28:13] and I got one here.

[00:28:14] I can listen to both.

[00:28:15] Let's go,

[00:28:15] let's go.

[00:28:16] Let's go.

[00:28:16] Let's go to this one,

[00:28:17] finance.yahoo.com.

[00:28:19] Go take a look at this.

[00:28:20] So,

[00:28:20] you might be thinking,

[00:28:22] as you hear this story,

[00:28:24] EY,

[00:28:25] it's being a little bit harsh.

[00:28:26] That's,

[00:28:27] you know,

[00:28:27] come on,

[00:28:27] it's being,

[00:28:27] that's a bit harsh.

[00:28:28] Mm-hmm.

[00:28:28] In 2022,

[00:28:31] EY was told

[00:28:32] to pay

[00:28:33] a hundred million

[00:28:34] to the SEC

[00:28:36] after staffers

[00:28:37] were found

[00:28:37] to cheating

[00:28:38] on ethics exams

[00:28:40] required

[00:28:41] to obtain

[00:28:42] and maintain

[00:28:43] CPA licenses.

[00:28:45] Wow.

[00:28:46] So,

[00:28:46] this was their hack.

[00:28:49] It's to watch

[00:28:50] things simultaneously.

[00:28:51] It's like,

[00:28:52] EY,

[00:28:53] first of all,

[00:28:54] you can see that

[00:28:54] in the LMS,

[00:28:55] right?

[00:28:56] And you can see

[00:28:57] when people are doing

[00:28:57] things simultaneously

[00:28:58] and they're like,

[00:28:59] yeah,

[00:28:59] we can't have that

[00:28:59] because that gets us

[00:29:00] back into the same thing

[00:29:01] that we had

[00:29:02] two years ago.

[00:29:03] So,

[00:29:04] if you're going to watch

[00:29:05] some training videos,

[00:29:06] no,

[00:29:07] if you're going to watch

[00:29:08] training videos,

[00:29:09] great.

[00:29:09] Watch,

[00:29:10] yeah.

[00:29:10] Yeah,

[00:29:11] watch them.

[00:29:11] I mean,

[00:29:11] Netflix it.

[00:29:12] Just queue them up

[00:29:13] and let it go.

[00:29:13] I'm going to watch

[00:29:15] what in Scouts

[00:29:16] they call YPT,

[00:29:17] youth protection training.

[00:29:19] You have to redo it

[00:29:20] every year.

[00:29:21] Mm-hmm.

[00:29:22] Even though

[00:29:23] it's for two years

[00:29:25] process,

[00:29:25] but every year

[00:29:26] they want you

[00:29:27] to redo it

[00:29:29] and I have it.

[00:29:31] Usually what I'll do

[00:29:31] is I'll set it up

[00:29:33] on my screen

[00:29:35] and I'll work over here

[00:29:36] while I'm listening to it.

[00:29:38] If I can't answer,

[00:29:39] I mean,

[00:29:40] at this point in my life,

[00:29:41] if I can't answer

[00:29:42] those questions

[00:29:44] and not watch

[00:29:45] all the video,

[00:29:47] we probably have

[00:29:48] other issues.

[00:29:49] But anyhow,

[00:29:50] so EY.

[00:29:51] There you go.

[00:29:53] Time for some acquisitions.

[00:29:54] You got some stuff

[00:29:55] for us.

[00:29:56] All right.

[00:29:57] Tide expands SME services

[00:30:00] with the acquisition

[00:30:01] of OnFolk.

[00:30:02] We're not talking

[00:30:03] about the detergent.

[00:30:05] No,

[00:30:05] roll Tide roll.

[00:30:06] No,

[00:30:07] we're not talking

[00:30:07] about that

[00:30:07] or Alabama.

[00:30:10] Businesscirclemag.com

[00:30:11] go take a look

[00:30:11] at the full story.

[00:30:13] Tide equals

[00:30:15] business banking

[00:30:16] platform.

[00:30:17] OnFolk

[00:30:18] is SME payroll.

[00:30:20] So SMB payroll,

[00:30:23] if you want to call it that.

[00:30:24] So this is,

[00:30:25] Tide will integrate

[00:30:25] OnFolk's technology

[00:30:27] directly into its app

[00:30:28] under the new

[00:30:29] kind of Tide payroll

[00:30:31] feature.

[00:30:32] So it's kind of

[00:30:33] eerily similar

[00:30:35] to what Chime's doing.

[00:30:37] They've got a B2C play,

[00:30:39] doing really well.

[00:30:40] How do you get

[00:30:40] into the enterprise?

[00:30:41] They bought Salt Labs,

[00:30:44] Jason's business,

[00:30:46] and this company,

[00:30:47] Tide,

[00:30:48] had bought a payroll company.

[00:30:49] So they'll integrate

[00:30:50] it into the apps

[00:30:50] and you can do

[00:30:51] business stuff

[00:30:52] and oh,

[00:30:52] by the way,

[00:30:53] if you have employees,

[00:30:53] you can also do

[00:30:54] payroll through it.

[00:30:56] So I thought

[00:30:57] it was a great

[00:30:57] acquisition for Tide.

[00:31:00] And again,

[00:31:01] it's interesting

[00:31:01] to see these acquisitions

[00:31:02] as you and I do.

[00:31:04] Some of them

[00:31:04] are really strategic

[00:31:06] like this.

[00:31:07] How are you going

[00:31:07] to get in the

[00:31:08] enterprise market

[00:31:08] while you're going

[00:31:09] to go buy your way in?

[00:31:10] Right.

[00:31:11] Good for them.

[00:31:12] Good for everybody there.

[00:31:13] Good.

[00:31:14] Well,

[00:31:15] this is one of those

[00:31:16] strategic ones here.

[00:31:17] ShiftPixie.

[00:31:18] You ever hear of ShiftPixie?

[00:31:19] I have.

[00:31:20] I kind of like that name.

[00:31:21] ShiftPixie

[00:31:22] acquires Turbo's scale

[00:31:24] for $150 million.

[00:31:27] That's a...

[00:31:28] So...

[00:31:28] Wow,

[00:31:29] they usually don't...

[00:31:31] They usually don't say

[00:31:32] how much they did it for.

[00:31:34] That's great.

[00:31:34] $150.

[00:31:35] So for those

[00:31:36] that are not aware,

[00:31:38] so ShiftPixie

[00:31:39] syncs work opportunities

[00:31:40] from job providers

[00:31:43] with open time slots

[00:31:45] for available

[00:31:46] shift workers.

[00:31:48] So gig economy,

[00:31:50] shift working,

[00:31:51] this isn't,

[00:31:51] you know,

[00:31:52] full-time accountants.

[00:31:53] These are shift workers

[00:31:53] who need to...

[00:31:55] who want to fill shifts

[00:31:56] and companies

[00:31:57] that have shift

[00:31:57] available.

[00:31:58] Every time you say

[00:31:59] the word shift,

[00:32:00] I hear ship or shit.

[00:32:03] Yeah?

[00:32:03] I don't know.

[00:32:04] I swear to God.

[00:32:05] It must be my accent here.

[00:32:06] I don't know what it is.

[00:32:07] I got an accent?

[00:32:08] Shift.

[00:32:08] Shift.

[00:32:09] Shift.

[00:32:10] I hear one or the other.

[00:32:11] I go P or T.

[00:32:12] How do I say shift?

[00:32:15] I don't know.

[00:32:16] I don't know.

[00:32:16] I don't pronounce the T.

[00:32:17] People are going to have

[00:32:18] to call in and tell us

[00:32:19] like what the bid is.

[00:32:21] The shit.

[00:32:22] The shit workers.

[00:32:23] Shit workers.

[00:32:24] Why are you talking

[00:32:25] about these shit workers?

[00:32:26] Shit workers.

[00:32:28] Shift workers.

[00:32:29] Okay.

[00:32:31] TurboScale,

[00:32:31] on the other hand,

[00:32:32] is the infrastructure

[00:32:34] that shift Pixie.

[00:32:36] See, now I'm nervous.

[00:32:37] Shift Pixie.

[00:32:39] TurboScale is the infrastructure

[00:32:40] that shift Pixie leverages.

[00:32:43] It's not the Pixie part.

[00:32:45] I know.

[00:32:46] I just, I don't know

[00:32:47] why I did that.

[00:32:48] It's like when the Foo Fighters

[00:32:50] were on Saturday Night Live

[00:32:51] with Christopher Walken

[00:32:53] as the host.

[00:32:54] Christopher Walken,

[00:32:55] you know,

[00:32:55] he's talking to them.

[00:32:56] He's like,

[00:32:57] where's the emphasis?

[00:32:58] Where's the emphasis?

[00:32:59] Is it in the,

[00:33:00] is it in the Foo?

[00:33:02] Or the Fighters?

[00:33:04] And so they lied to him

[00:33:05] and said it was in the Fighters.

[00:33:06] Right?

[00:33:07] So this whole bit

[00:33:08] basically is Christopher Walken.

[00:33:10] And now,

[00:33:10] welcome to Foo Fighters.

[00:33:13] So it's not Shift Pixie?

[00:33:15] No, no, no.

[00:33:16] The Pixie's not.

[00:33:17] We got that clear.

[00:33:17] Shift.

[00:33:18] There you go.

[00:33:20] Pixie.

[00:33:20] Yeah, yeah.

[00:33:21] All right.

[00:33:21] Sorry.

[00:33:22] So TurboScale.

[00:33:23] Cool, find this.

[00:33:24] Is the infrastructure

[00:33:25] that they leverage.

[00:33:27] So this is clearly strategic,

[00:33:30] as you say.

[00:33:31] Right.

[00:33:31] The acquisition allows them

[00:33:32] to integrate all of TurboScale's

[00:33:35] AI capabilities

[00:33:36] directly into the platform.

[00:33:37] So no more nickel and diming

[00:33:39] and paying.

[00:33:40] They're just going to buy

[00:33:40] the whole caboodle,

[00:33:41] stick it in there,

[00:33:42] giving them full control

[00:33:43] over everything.

[00:33:44] Now,

[00:33:45] the acquisition itself,

[00:33:46] $150 million.

[00:33:48] Here's the question for me.

[00:33:50] Okay.

[00:33:51] $75 million was in stock.

[00:33:53] Okay.

[00:33:53] $75 million was in debt.

[00:33:56] In debt?

[00:33:57] In debt.

[00:33:58] So that's a lot of debt.

[00:33:59] Debt financing.

[00:34:00] That is a crazy amount of debt.

[00:34:01] That's a lot of debt.

[00:34:02] And with that comes

[00:34:03] a ton of pressure.

[00:34:04] Are they paying off the debt

[00:34:06] of the other company?

[00:34:08] Is that what it is?

[00:34:09] You know,

[00:34:10] that's a good question.

[00:34:11] I probably should have done

[00:34:12] some more research there.

[00:34:13] No, no, no, no, no.

[00:34:14] Because usually it's stock and cash.

[00:34:16] Right.

[00:34:17] So one's, you know,

[00:34:18] like that's cool.

[00:34:19] Yeah.

[00:34:20] You're basically.

[00:34:20] I have to double check,

[00:34:21] but I'm pretty sure.

[00:34:22] Yeah.

[00:34:22] But so $75 million.

[00:34:24] No,

[00:34:24] because I believe it was

[00:34:25] debt financing.

[00:34:26] Wow.

[00:34:27] That's a lot of pressure

[00:34:28] that comes with that, right?

[00:34:29] Yeah.

[00:34:30] So you got to start

[00:34:31] paying that back.

[00:34:32] Yeah.

[00:34:32] You know,

[00:34:33] when the bills come due

[00:34:33] at the end of the month.

[00:34:34] And so.

[00:34:35] That's right.

[00:34:36] Whether or not

[00:34:37] you're using it or not,

[00:34:38] too, usually.

[00:34:39] Right.

[00:34:40] So I'm assuming

[00:34:42] it's okay

[00:34:43] because they've

[00:34:44] made the deal, right?

[00:34:45] Yeah.

[00:34:46] You know,

[00:34:46] anyhow,

[00:34:47] that's,

[00:34:47] that's.

[00:34:47] You don't have to do

[00:34:48] an acquisition.

[00:34:49] No.

[00:34:50] You choose to do

[00:34:50] an acquisition.

[00:34:51] That is shift.

[00:34:52] I see.

[00:34:54] Full fight is.

[00:34:57] Epicor's acquisition

[00:34:58] of Acadia software

[00:35:00] aims to enhance

[00:35:02] frontline worker efficiency

[00:35:04] with real time

[00:35:05] insights

[00:35:06] and digital tools.

[00:35:07] So this is on

[00:35:08] Epicor's website.

[00:35:10] If you don't know

[00:35:10] Epicor,

[00:35:11] Epicor is in the

[00:35:11] category of ERPs.

[00:35:12] And people have been,

[00:35:14] like Job Board,

[00:35:14] has been calling

[00:35:15] for the death

[00:35:15] of ERP,

[00:35:17] you know,

[00:35:18] for a hundred years.

[00:35:19] And so,

[00:35:20] uh,

[00:35:20] this to me

[00:35:21] was a very smart

[00:35:22] acquisition for Epicor

[00:35:24] because,

[00:35:25] you know,

[00:35:26] if ERPs are dying,

[00:35:28] this is what's far

[00:35:29] from that.

[00:35:29] These are good.

[00:35:30] These are giving

[00:35:30] real time data

[00:35:32] to frontline employees.

[00:35:34] Yeah.

[00:35:34] So I think it's a

[00:35:36] fantastic acquisition,

[00:35:37] uh,

[00:35:38] an expansion for them.

[00:35:40] So good for Epicor

[00:35:41] and Acadia.

[00:35:43] Good job.

[00:35:44] All right.

[00:35:44] You and I both know

[00:35:45] the Talent Neuron folks.

[00:35:46] So let me,

[00:35:47] I'll take us to the

[00:35:47] front part of this

[00:35:48] and I want to get

[00:35:49] your take on it.

[00:35:50] Talent Neuron

[00:35:51] acquires HR forecast

[00:35:54] and a,

[00:35:54] the acquisition

[00:35:55] extends Talent Neuron

[00:35:57] into the strategic

[00:35:58] workforce planning

[00:35:59] capabilities.

[00:36:00] So when you and I

[00:36:01] last did a demo

[00:36:02] of Talent Neuron,

[00:36:03] it was really

[00:36:04] on the front end.

[00:36:05] It was,

[00:36:05] uh,

[00:36:07] candidates and recruiting

[00:36:07] and maybe some

[00:36:08] internal mobility.

[00:36:09] Right.

[00:36:09] Great data.

[00:36:11] Holy moly,

[00:36:11] great data.

[00:36:12] Now with this thing,

[00:36:13] now they can go into

[00:36:14] the,

[00:36:15] actually into the

[00:36:16] enterprise.

[00:36:17] Right.

[00:36:17] So,

[00:36:18] uh,

[00:36:19] I think it's brilliant.

[00:36:20] I think it's a great

[00:36:21] acquisition for them

[00:36:22] because they don't have

[00:36:23] to go build those.

[00:36:24] Right.

[00:36:24] They just bought a company

[00:36:25] that's really good.

[00:36:25] I think they're out of Germany.

[00:36:27] Can't remember HR forecast,

[00:36:29] but they went and bought

[00:36:30] somebody that's already

[00:36:31] pretty good at it.

[00:36:32] So,

[00:36:32] uh,

[00:36:33] what's your take?

[00:36:33] Yeah,

[00:36:34] no,

[00:36:34] there's,

[00:36:34] there's no need to build

[00:36:35] when it's out there.

[00:36:36] Right.

[00:36:36] I mean,

[00:36:36] you got the cash,

[00:36:37] you can do it.

[00:36:38] Um,

[00:36:39] yeah.

[00:36:39] So we interviewed

[00:36:40] David Wilkins,

[00:36:41] uh,

[00:36:41] back in September

[00:36:42] and a fantastic interview.

[00:36:44] So go,

[00:36:45] go search it up.

[00:36:46] Uh,

[00:36:46] just Google David Wilkins

[00:36:48] and Talent Neuron.

[00:36:49] You'll,

[00:36:49] you'll find us.

[00:36:50] Uh,

[00:36:51] what I love about this though,

[00:36:52] you mentioned workforce,

[00:36:53] this is a workforce plan.

[00:36:54] This is true holistic

[00:36:55] workforce planning.

[00:36:57] Shifts in workforce.

[00:36:58] They're in the enterprise,

[00:36:59] like you said,

[00:37:00] because for previously,

[00:37:02] you're right.

[00:37:02] It was all front end stuff.

[00:37:05] Now you got the crystal ball

[00:37:07] for your,

[00:37:08] for your company.

[00:37:09] So this is good.

[00:37:10] David,

[00:37:11] I feel like you might've known

[00:37:12] about this when we talked to you.

[00:37:15] I'll say.

[00:37:16] Yeah.

[00:37:16] Yeah.

[00:37:17] Yeah.

[00:37:17] Yeah.

[00:37:18] Yeah.

[00:37:18] No,

[00:37:18] they went to a quiet period.

[00:37:20] Yeah,

[00:37:20] absolutely.

[00:37:21] But congrats to them.

[00:37:23] Cause I think that's a,

[00:37:23] uh,

[00:37:24] definitely a win.

[00:37:25] I'm a buyer of Talent Neuron.

[00:37:26] I like it.

[00:37:27] Yeah,

[00:37:28] absolutely.

[00:37:28] Brian,

[00:37:29] we are on the R part of the barf,

[00:37:31] right?

[00:37:31] The research part.

[00:37:32] I guess so.

[00:37:33] Yeah.

[00:37:33] Are you ready?

[00:37:34] I am.

[00:37:34] Do I have a choice?

[00:37:36] Not at all.

[00:37:36] All right.

[00:37:37] So balancing human and tech skills,

[00:37:40] worker perception of corporate training

[00:37:42] and development programs,

[00:37:43] the skills that they need highlighted

[00:37:45] by the new report,

[00:37:47] workforce,

[00:37:48] workplace skills survey by Deloitte.

[00:37:51] And it's got a ton of,

[00:37:52] ton of data.

[00:37:53] The report's cool.

[00:37:55] Go to Deloitte.com and you can just put

[00:37:57] in that workplace skills survey

[00:38:00] and then you'll be able to find it.

[00:38:01] So the disconnect is,

[00:38:03] is real in the sense of companies are excited

[00:38:06] about AI and want employees that can adapt

[00:38:11] with it or to it,

[00:38:12] whatever.

[00:38:13] And employees want and frankly need training

[00:38:17] on how to be adaptable and agile.

[00:38:20] So the company's not providing that,

[00:38:22] that type of training,

[00:38:23] and that's what they need.

[00:38:25] And,

[00:38:25] but they want the output of the employees

[00:38:27] to be agile.

[00:38:29] And there was some also some metrics

[00:38:31] that were involved.

[00:38:32] Well,

[00:38:32] yeah.

[00:38:33] Yeah.

[00:38:33] I mean,

[00:38:33] that all makes sense.

[00:38:34] I mean,

[00:38:34] so I'm going to give you these metrics

[00:38:36] and I know you're going to reverse them

[00:38:37] because that's what I did.

[00:38:38] Yeah,

[00:38:39] you should.

[00:38:40] So I'll just spin them out super fast

[00:38:41] and then we'll kind of,

[00:38:42] we can go back on that.

[00:38:43] So 87% of workers believe

[00:38:45] people skills are essential for success.

[00:38:49] 94% worry future workers

[00:38:51] may lack the important social skills.

[00:38:54] 57% want more learning

[00:38:57] through shadowing and mentorship.

[00:38:59] Got it.

[00:39:00] We always do the reverse of this,

[00:39:01] right?

[00:39:02] Yes.

[00:39:02] So 94% worry future workers

[00:39:05] may lack the important social skills.

[00:39:08] 6% actually have faith

[00:39:10] in the workforce.

[00:39:11] We're going to be okay.

[00:39:12] But we're going to be good.

[00:39:13] I want to know

[00:39:14] in the split of those 6%,

[00:39:16] how many people are retiring?

[00:39:19] Well,

[00:39:20] you know what I'm saying?

[00:39:21] Like,

[00:39:21] oh,

[00:39:21] we're going to be fine.

[00:39:22] Yeah.

[00:39:23] I'm not going to be there.

[00:39:25] Yeah.

[00:39:25] So,

[00:39:25] so there's that.

[00:39:27] Yeah.

[00:39:28] So,

[00:39:28] you know,

[00:39:29] it was,

[00:39:29] it was a decent report.

[00:39:31] It was a lot to read,

[00:39:33] but it had a lot of good information.

[00:39:34] Yeah.

[00:39:35] Good study.

[00:39:36] Deloitte always puts out good stuff.

[00:39:38] Yeah.

[00:39:38] No,

[00:39:38] 100%.

[00:39:40] 100%.

[00:39:41] 29% of employees

[00:39:45] trust that their companies,

[00:39:46] leaders have their best interest

[00:39:48] in heart

[00:39:49] at Accenture's

[00:39:50] Life Trends

[00:39:51] 2020

[00:39:51] service.

[00:39:52] That's at

[00:39:53] Accenture.com.

[00:39:54] And again,

[00:39:55] the name of the study

[00:39:56] is Life Trends

[00:39:57] 2025.

[00:39:58] Yeah.

[00:39:58] So first of all,

[00:39:59] I want to meet this 29%.

[00:40:01] No.

[00:40:03] I think the more,

[00:40:04] I think the number

[00:40:04] is more like 10%.

[00:40:07] So I,

[00:40:07] I'm,

[00:40:08] I'm definitely,

[00:40:09] I believe that's inflated

[00:40:10] because I just don't believe,

[00:40:11] again,

[00:40:12] this is their,

[00:40:13] the leaders have their

[00:40:14] best interest

[00:40:15] at heart.

[00:40:18] So 29%

[00:40:20] believe that,

[00:40:20] which means it's 79,

[00:40:22] 71%.

[00:40:24] Yeah.

[00:40:25] Where are you out of this?

[00:40:26] Oh,

[00:40:27] okay.

[00:40:27] So what do you,

[00:40:28] what do you think is more true?

[00:40:29] So there's a reason I'm not a survey writer

[00:40:31] because my follow-up question

[00:40:33] to that question there

[00:40:34] would be,

[00:40:35] so 29% of employees

[00:40:37] trust that their company's leaders

[00:40:38] have their best interest at heart.

[00:40:40] My follow-up question,

[00:40:41] what I actually think is a really

[00:40:42] interesting question.

[00:40:43] Yeah.

[00:40:44] Do you believe,

[00:40:46] do you want to believe,

[00:40:48] or some phraseology,

[00:40:49] do you want to believe

[00:40:51] they have.

[00:40:51] This is 100%.

[00:40:53] Do you believe versus,

[00:40:55] do you have the hope

[00:40:56] of believing that they'll do

[00:40:57] the right thing?

[00:40:57] Right.

[00:40:58] Like you hope,

[00:40:58] like, okay.

[00:40:59] That's interesting.

[00:40:59] I get it.

[00:41:00] It's a business.

[00:41:01] You're not there to make me

[00:41:03] the center of the universe.

[00:41:05] I get that.

[00:41:06] Right.

[00:41:06] But if push comes to shove,

[00:41:08] are you going to stand behind me

[00:41:10] as my leader?

[00:41:11] Are you going to stand behind me

[00:41:13] for something

[00:41:14] that I'm going to need help with?

[00:41:16] Now,

[00:41:17] from personal experience,

[00:41:18] I can tell you

[00:41:19] the three people

[00:41:20] that were in my leadership chain

[00:41:22] at my last role,

[00:41:24] my last and final corporate role,

[00:41:26] they did not.

[00:41:28] No.

[00:41:29] They know who they are.

[00:41:30] They're listening,

[00:41:30] but they did not.

[00:41:32] And I don't trust those fuckers

[00:41:34] as far as I can throw them.

[00:41:36] And it ain't very far.

[00:41:37] No.

[00:41:38] Can't even lift them.

[00:41:39] That experience

[00:41:40] will forever jade me

[00:41:41] in looking at leadership.

[00:41:43] It takes one time

[00:41:44] to do that.

[00:41:45] One time.

[00:41:46] I think that's true

[00:41:46] of a lot of leaders.

[00:41:48] Yeah.

[00:41:48] I mean,

[00:41:48] occasionally you find

[00:41:49] a great leader

[00:41:50] and you're like,

[00:41:51] okay,

[00:41:51] this gal or this guy,

[00:41:53] they're amazing.

[00:41:54] Can we clone them?

[00:41:54] Yeah.

[00:41:55] But it's the occasion.

[00:41:57] How often can you find

[00:41:58] a great leader?

[00:41:59] How's that often?

[00:42:00] Yeah.

[00:42:00] So to answer your question,

[00:42:03] I don't think they believe that.

[00:42:05] I think they answered that

[00:42:06] because they feel like

[00:42:07] they're being tracked

[00:42:08] and they want it

[00:42:09] to at least be known.

[00:42:11] Like,

[00:42:11] hey,

[00:42:11] no,

[00:42:11] I truly do believe.

[00:42:12] No.

[00:42:13] I think that is much lower.

[00:42:15] I think it's even lower

[00:42:16] than the 10%.

[00:42:17] I really do

[00:42:18] because I don't think

[00:42:19] they believe that at all.

[00:42:20] So if this were Germany

[00:42:21] in 1942

[00:42:23] and the Nazis

[00:42:24] came to your house

[00:42:25] and said,

[00:42:25] should we kill all the Jews?

[00:42:29] Where's this one going?

[00:42:30] No.

[00:42:31] What are you answering?

[00:42:32] You're answering

[00:42:33] absolutely,

[00:42:34] 100%.

[00:42:35] Well,

[00:42:35] I see what you're saying.

[00:42:36] Yes.

[00:42:36] Well,

[00:42:37] I wouldn't say,

[00:42:38] but I see what you're saying.

[00:42:39] No,

[00:42:40] of course not.

[00:42:40] But you see what I'm saying?

[00:42:42] Yeah,

[00:42:42] yes,

[00:42:42] yes.

[00:42:43] If they think

[00:42:43] that they're being tracked,

[00:42:45] then the answer is bunk

[00:42:47] because they're going to give you

[00:42:48] the answer you want to hear.

[00:42:50] Right.

[00:42:50] And they're not going to,

[00:42:51] it's not a discussion.

[00:42:52] Right.

[00:42:53] It's not a debate.

[00:42:53] Let's go and talk about it.

[00:42:55] It's one or the other.

[00:42:57] Do you believe your leaders

[00:42:57] have your best interest in mind?

[00:42:59] And if you believe

[00:43:00] that you're being tracked,

[00:43:01] you're a fool to say no.

[00:43:04] Yeah.

[00:43:04] So.

[00:43:05] But back to this survey,

[00:43:06] back to this trends deal,

[00:43:08] work was actually

[00:43:09] just one part

[00:43:10] of seven parts.

[00:43:12] So it's a really cool study

[00:43:14] because what they're doing

[00:43:15] with is work-life balance

[00:43:17] and how do you juggle

[00:43:18] it all and all that stuff.

[00:43:19] So like what work

[00:43:20] is just one spoke.

[00:43:21] Right.

[00:43:22] And they actually have

[00:43:22] good stats on the rest of it.

[00:43:24] So it's really,

[00:43:26] we talk about the 29%.

[00:43:28] Got it.

[00:43:28] We already nailed that.

[00:43:29] But the trends itself

[00:43:31] for 2025

[00:43:32] is actually a really cool report.

[00:43:34] Okay.

[00:43:34] Well,

[00:43:34] we'll go look at it.

[00:43:35] Take a look at it.

[00:43:36] I probably won't look at it,

[00:43:37] but it's good.

[00:43:38] No, no.

[00:43:39] No judgment.

[00:43:40] So, okay.

[00:43:40] Increased candidate demand

[00:43:42] for part-time work

[00:43:44] specifically across retail

[00:43:46] and transportation.

[00:43:48] So I think this is driven

[00:43:50] by seasonality and holiday

[00:43:53] more than anything.

[00:43:54] Now, the report

[00:43:55] and others seem to suggest

[00:43:57] that times are just changing.

[00:43:58] The need is obviously

[00:44:00] for more flexibility

[00:44:01] and shorter shifts

[00:44:02] is kind of what the report

[00:44:03] is saying.

[00:44:07] I think, well,

[00:44:08] you're doing a report

[00:44:09] around the holidays.

[00:44:10] Yeah, yeah.

[00:44:10] Of course.

[00:44:11] Yeah, right.

[00:44:11] I think it's good pressure.

[00:44:12] Retail hire you is up.

[00:44:14] Yeah.

[00:44:14] Yeah.

[00:44:14] Don't figure.

[00:44:15] So, okay.

[00:44:16] So here are some things

[00:44:17] from this report.

[00:44:17] High preference for part-time.

[00:44:19] 72% of adults

[00:44:21] prefer seasonal

[00:44:22] or part-time roles

[00:44:24] over full-time positions,

[00:44:26] especially around

[00:44:27] the holiday season.

[00:44:28] Duh.

[00:44:29] Oh, okay.

[00:44:30] Now, logistics.

[00:44:32] So transportation job

[00:44:34] openings,

[00:44:34] they're up 15%

[00:44:36] year over year.

[00:44:37] Now,

[00:44:38] I think this is an increasing,

[00:44:41] this demand is increasing

[00:44:44] because our patience,

[00:44:46] our want to wait

[00:44:48] is gone.

[00:44:49] I want it now.

[00:44:50] What do you mean

[00:44:51] I can't get it tomorrow?

[00:44:52] Look,

[00:44:53] I'm completely guilty of this.

[00:44:55] I order from Amazon

[00:44:56] if it was today,

[00:44:58] Sunday.

[00:44:58] So if I order today

[00:44:59] and this comes on Thursday,

[00:45:01] I will look for something

[00:45:02] that comes on Tuesday.

[00:45:03] That's right.

[00:45:03] Even though I don't need it

[00:45:04] for another 30 days.

[00:45:06] Oh, it doesn't matter.

[00:45:07] It doesn't matter.

[00:45:08] I want it.

[00:45:08] It's actually a game for me.

[00:45:10] I want to see,

[00:45:10] can I get it the same day

[00:45:11] at no cost for shipping?

[00:45:13] Like,

[00:45:14] this is what I do.

[00:45:15] This is what my life

[00:45:15] has become.

[00:45:16] I don't know why

[00:45:17] the era.

[00:45:19] So,

[00:45:20] I don't know why

[00:45:21] the ozone layer

[00:45:21] is just depleting.

[00:45:22] Yeah,

[00:45:23] probably because you got

[00:45:24] all your stuff delivered

[00:45:24] the same day

[00:45:25] for no reason.

[00:45:26] I don't know.

[00:45:27] I'm not saying

[00:45:27] the two things

[00:45:28] are tied to each other.

[00:45:29] Yeah.

[00:45:29] However,

[00:45:30] anyhow,

[00:45:31] retail applications,

[00:45:32] last piece here,

[00:45:33] they're up 70%

[00:45:35] compared to two years ago.

[00:45:36] I kind of think

[00:45:37] that's unfair

[00:45:38] because you had COVID

[00:45:39] and all that,

[00:45:39] right?

[00:45:40] Yeah.

[00:45:40] So,

[00:45:41] I mean,

[00:45:41] I think those numbers

[00:45:41] are maybe inflated.

[00:45:45] but I think maybe

[00:45:46] is this the need

[00:45:47] because people

[00:45:48] need more money?

[00:45:49] Right.

[00:45:49] I wonder if that's,

[00:45:50] it's a comparative

[00:45:51] like,

[00:45:52] okay,

[00:45:52] in 22,

[00:45:53] a lot of companies

[00:45:54] had shut down

[00:45:55] in 20 and 21.

[00:45:56] Right.

[00:45:57] So,

[00:45:57] there were

[00:45:57] not as many company,

[00:45:59] not as many,

[00:46:00] let's say,

[00:46:00] retail chains.

[00:46:01] There wasn't as many

[00:46:02] retail chains.

[00:46:03] is that retail applications

[00:46:05] rose in a similar

[00:46:07] fashion?

[00:46:08] Right.

[00:46:08] Right?

[00:46:09] Mm-hmm.

[00:46:09] Yeah, yeah, yeah.

[00:46:09] Or if it's just net,

[00:46:11] net,

[00:46:11] there was 70%

[00:46:12] more applications.

[00:46:14] Yeah.

[00:46:15] I,

[00:46:15] I,

[00:46:15] but I think

[00:46:16] if there,

[00:46:17] if,

[00:46:18] let's just take it

[00:46:19] at face value,

[00:46:20] it's rising at 70%,

[00:46:21] okay,

[00:46:22] 70% more,

[00:46:23] okay.

[00:46:23] Yeah.

[00:46:24] I think that ties back to

[00:46:25] we're just not making

[00:46:26] enough money.

[00:46:27] Yeah.

[00:46:28] Things are too expensive

[00:46:28] and so I need to offset

[00:46:30] inflation.

[00:46:30] If I can get $1,500

[00:46:32] a month

[00:46:33] and I can take care of

[00:46:35] half the mortgage

[00:46:36] or whatever,

[00:46:37] whatever that 15,

[00:46:38] it's worth it.

[00:46:39] It's worth it

[00:46:40] for a couple of hours

[00:46:41] because people are

[00:46:42] starting to realize,

[00:46:43] well,

[00:46:43] if I don't need to watch

[00:46:44] Netflix for six hours a day,

[00:46:47] I can go and do something

[00:46:48] at Walmart or Target

[00:46:50] or wherever.

[00:46:51] Right.

[00:46:51] And I can make $1,500

[00:46:52] extra a month

[00:46:53] and take that burden

[00:46:54] off of my,

[00:46:55] off of myself.

[00:46:56] I think that's what,

[00:46:57] I think that's what we're seeing.

[00:46:59] Let's see,

[00:46:59] I think this is

[00:47:02] from 2008

[00:47:03] to the end of the third quarter

[00:47:05] here in 24,

[00:47:06] venture capital firms

[00:47:07] have injected investments

[00:47:09] of 3,755

[00:47:13] into workforce

[00:47:13] solution startup

[00:47:16] translating,

[00:47:17] translating into

[00:47:18] $66 billion

[00:47:20] being invested

[00:47:21] across

[00:47:22] 20,

[00:47:24] 20,

[00:47:25] excuse me,

[00:47:26] 6,100 rounds.

[00:47:28] This is all done

[00:47:30] with venture capital activity

[00:47:31] in the workforce

[00:47:32] solutions ecosystems.

[00:47:33] It was a report by

[00:47:34] staffing industry

[00:47:35] analysts,

[00:47:36] SIA.

[00:47:37] So,

[00:47:38] I've never seen

[00:47:39] a longitudinal

[00:47:40] study like this.

[00:47:42] Usually they're

[00:47:42] this year

[00:47:43] against

[00:47:44] last year

[00:47:45] or whatever,

[00:47:45] but this goes

[00:47:46] all the way back

[00:47:47] to 2008.

[00:47:48] So,

[00:47:49] 2008

[00:47:50] after the financial crisis,

[00:47:51] okay,

[00:47:51] then you kind of

[00:47:52] worked your way

[00:47:53] through COVID,

[00:47:54] et cetera.

[00:47:54] Right.

[00:47:55] But,

[00:47:55] investments,

[00:47:56] there's all

[00:47:56] like 37,

[00:47:57] 55,

[00:47:59] 61,

[00:48:00] 29

[00:48:00] in rounds,

[00:48:01] 66 billion.

[00:48:02] A lot of,

[00:48:04] that's a lot of money

[00:48:04] being dumped

[00:48:05] into the workforce

[00:48:08] solutions,

[00:48:09] the tech.

[00:48:10] So,

[00:48:11] staffingindustry.com,

[00:48:12] you can go there.

[00:48:14] Great research,

[00:48:15] great report.

[00:48:16] Again,

[00:48:16] what caught my eye

[00:48:17] was a longitudinal

[00:48:18] part of this,

[00:48:19] not just the year

[00:48:20] in and year out stuff.

[00:48:21] And,

[00:48:21] they have a lot

[00:48:23] more findings

[00:48:23] of what they did

[00:48:24] and what techs

[00:48:25] actually played out

[00:48:26] and things like that.

[00:48:27] So,

[00:48:27] go take a look

[00:48:28] at the report.

[00:48:29] I'm going to stay

[00:48:30] on the same line,

[00:48:31] the global M&A report.

[00:48:32] Do it.

[00:48:33] Yeah,

[00:48:33] look at that.

[00:48:34] And,

[00:48:34] so this,

[00:48:36] I found this on PitchBook.

[00:48:37] I like PitchBook.

[00:48:38] It's a good site.

[00:48:39] So,

[00:48:40] the,

[00:48:41] this is,

[00:48:42] this is not

[00:48:42] HR tech specific.

[00:48:44] Right.

[00:48:44] But,

[00:48:45] the M&A market

[00:48:46] obviously

[00:48:46] been coming back,

[00:48:48] right,

[00:48:48] particularly on the PE side.

[00:48:50] So,

[00:48:50] we've reported

[00:48:51] a bunch of this stuff.

[00:48:52] Okay.

[00:48:53] Now,

[00:48:53] in 2024,

[00:48:55] there were 54

[00:48:56] what's considered

[00:48:57] mega deals.

[00:48:58] That's over

[00:48:59] $5 billion

[00:49:00] in B2B,

[00:49:01] in the B2B sector

[00:49:02] in,

[00:49:03] that's year to date,

[00:49:04] 2024 year to date.

[00:49:05] In Q3 alone,

[00:49:07] 24.

[00:49:08] Yeah.

[00:49:09] So,

[00:49:09] it picked up.

[00:49:10] It,

[00:49:10] it shot up.

[00:49:12] Zero.

[00:49:13] We're an HR tech.

[00:49:15] Yeah.

[00:49:16] Yeah.

[00:49:18] Our,

[00:49:18] ours don't get that big.

[00:49:19] No.

[00:49:20] Generally speaking,

[00:49:21] I mean,

[00:49:21] like when

[00:49:21] Success Factors

[00:49:23] was bought by SAP,

[00:49:25] okay,

[00:49:25] that was over

[00:49:26] a billion dollars.

[00:49:27] Right.

[00:49:27] That's big.

[00:49:28] Yeah.

[00:49:28] Yeah.

[00:49:29] We just don't have those.

[00:49:30] They don't get to that level.

[00:49:31] Yeah.

[00:49:31] They get acquired

[00:49:32] before that.

[00:49:33] Yeah.

[00:49:34] It's,

[00:49:34] it's much lower.

[00:49:35] There's a lot of little deals

[00:49:36] of it.

[00:49:36] It's somewhere,

[00:49:37] they had it somewhere

[00:49:38] around 300.

[00:49:38] I don't even know

[00:49:39] that that is incorrect.

[00:49:41] I think it added

[00:49:42] at 312 million

[00:49:43] for HR tech,

[00:49:44] but I think,

[00:49:45] I don't think that was

[00:49:46] based on anything

[00:49:47] relevant.

[00:49:48] So,

[00:49:48] I want to quote that.

[00:49:49] what's fascinating is

[00:49:50] 30 deals got done

[00:49:52] in Q1,

[00:49:52] Q2,

[00:49:53] 24,

[00:49:54] almost the exact

[00:49:55] same amount

[00:49:55] got done in Q3.

[00:49:57] I think that's fantastic.

[00:49:58] Yeah.

[00:49:59] Good for them.

[00:49:59] there you go.

[00:50:00] Ryan,

[00:50:00] do you know the company

[00:50:01] Employ?

[00:50:02] You know,

[00:50:03] I think I've heard of them.

[00:50:05] Yeah.

[00:50:05] Okay.

[00:50:06] So,

[00:50:06] they used to,

[00:50:07] under the Job Invite brand,

[00:50:09] they used to put out a report

[00:50:10] called Recruiter Nation.

[00:50:12] And it was great.

[00:50:13] Did it for 15,

[00:50:14] 20 years.

[00:50:15] It was really,

[00:50:15] really good.

[00:50:16] They've rebranded as Employ,

[00:50:18] but it's still talking

[00:50:19] to Enterprise.

[00:50:20] And so,

[00:50:21] it's still,

[00:50:21] it's still that bit.

[00:50:22] So,

[00:50:23] this is,

[00:50:23] this comes,

[00:50:23] the Employ Recruiter Nation

[00:50:25] Report 2024,

[00:50:27] Empowering People First Recruiting.

[00:50:30] That's at jobvite.com

[00:50:32] and then the name of the report.

[00:50:34] So,

[00:50:34] super,

[00:50:35] super awesome report.

[00:50:37] Here are some of the nuggets.

[00:50:39] 92% of the HR decision makers

[00:50:41] are optimistic

[00:50:43] about the future of recruiting,

[00:50:45] with 72% anticipate hiring

[00:50:47] somewhat more

[00:50:49] or significantly more

[00:50:49] in 2025.

[00:50:50] 25.

[00:50:50] I like that.

[00:50:51] I'll stop there

[00:50:52] until I go to the next two.

[00:50:53] I like that

[00:50:54] because they're optimistic.

[00:50:56] Yeah.

[00:50:57] And I,

[00:50:58] and I,

[00:50:58] I would be on board with that.

[00:51:00] I think that's actually

[00:51:01] nine days from an election.

[00:51:03] I'm just happy

[00:51:04] they're optimistic.

[00:51:05] 89% of recruiters

[00:51:07] use AI

[00:51:08] to augment

[00:51:09] the recruiting process

[00:51:10] and use it frequently

[00:51:11] or very frequently.

[00:51:12] like,

[00:51:13] it's a pretty high number.

[00:51:14] I'm not sure.

[00:51:16] It's probably less than that.

[00:51:18] I think they want to be

[00:51:18] on the hip side.

[00:51:19] Exactly.

[00:51:20] But,

[00:51:20] they'll say they are.

[00:51:22] But are they?

[00:51:23] Now,

[00:51:23] okay,

[00:51:24] let's,

[00:51:24] let's go reverse of that.

[00:51:26] Let's say

[00:51:27] 11%.

[00:51:29] 65%.

[00:51:29] Yeah.

[00:51:30] Are free,

[00:51:31] right?

[00:51:31] And,

[00:51:32] and define what they're using,

[00:51:33] right?

[00:51:34] If they're just using like

[00:51:35] chat GPT,

[00:51:36] okay,

[00:51:37] entry,

[00:51:37] right?

[00:51:37] entry into,

[00:51:39] but if they're leveraging,

[00:51:40] now that number

[00:51:41] could be very true

[00:51:42] if they're leveraging

[00:51:44] a recruiting tool,

[00:51:45] which is AI based,

[00:51:47] right?

[00:51:47] So that's where they're getting it.

[00:51:48] Even if that's at 65%,

[00:51:51] 70%,

[00:51:51] that's fantastic

[00:51:53] because that means

[00:51:54] we are actually

[00:51:55] sticking with it

[00:51:56] and catching on.

[00:51:57] Yeah.

[00:51:58] We're not just talking about it.

[00:51:59] And we want to be better.

[00:52:00] Last thing on that report,

[00:52:01] time to fill roles

[00:52:02] dropped by seven days

[00:52:03] from 48 to 41.

[00:52:05] So,

[00:52:05] there you go.

[00:52:06] But the,

[00:52:07] the actual report itself,

[00:52:08] Recruiter Nation Report,

[00:52:10] it's been with us

[00:52:10] for a long time.

[00:52:11] It's a great report.

[00:52:12] They have people

[00:52:13] that dedicate themselves to it.

[00:52:14] So,

[00:52:15] go check it out.

[00:52:16] I like that,

[00:52:17] that last stat.

[00:52:18] It dropped seven days.

[00:52:19] Seven days.

[00:52:20] Part of that's probably technology

[00:52:22] they're using.

[00:52:23] Part of that's probably

[00:52:26] the fact that

[00:52:27] they have to close quicker.

[00:52:29] Yes.

[00:52:30] Right?

[00:52:31] Yeah.

[00:52:32] There's just too many options

[00:52:32] on the board at this point.

[00:52:34] That's good.

[00:52:35] How many options?

[00:52:35] Like John's talked

[00:52:36] to them.

[00:52:37] All right.

[00:52:38] You ready for some funding?

[00:52:40] Yeah,

[00:52:40] I'm ready.

[00:52:40] Fund me.

[00:52:41] I got a couple.

[00:52:42] Cascade secures

[00:52:43] 3.75 million

[00:52:45] in funding

[00:52:46] and aims to give

[00:52:47] every employee

[00:52:49] a personal

[00:52:50] human resources

[00:52:51] assistant.

[00:52:52] So,

[00:52:53] this is at

[00:52:53] their website,

[00:52:55] gocascade.ai.

[00:52:56] So,

[00:52:58] play this out for me.

[00:52:59] If this plays out,

[00:53:00] it will reduce

[00:53:00] the call center part

[00:53:01] of HR.

[00:53:02] Okay.

[00:53:03] Because you're going to have

[00:53:03] your own

[00:53:05] HR person

[00:53:05] with you.

[00:53:07] But,

[00:53:08] I wonder if businesses

[00:53:09] will consider

[00:53:11] this as they need

[00:53:12] fewer

[00:53:12] HR professionals.

[00:53:15] So,

[00:53:15] is this,

[00:53:16] I mean,

[00:53:16] it's a good thing

[00:53:17] for the employee,

[00:53:17] right?

[00:53:18] Because then they can just

[00:53:18] go like,

[00:53:19] hey,

[00:53:19] quick question,

[00:53:20] boop,

[00:53:20] boop,

[00:53:20] boop.

[00:53:21] No.

[00:53:21] Done deal.

[00:53:22] But,

[00:53:22] is this actually

[00:53:24] going to help

[00:53:24] the profession

[00:53:25] of HR?

[00:53:25] I do.

[00:53:26] I think it will.

[00:53:28] I think it will

[00:53:29] if it's done

[00:53:30] the right way

[00:53:30] because I think

[00:53:31] the HR

[00:53:33] professionals

[00:53:33] that would,

[00:53:35] what you're thinking,

[00:53:36] be replaced

[00:53:36] potentially,

[00:53:37] I think they learn

[00:53:38] here.

[00:53:38] I think people,

[00:53:39] I think the whole

[00:53:40] group benefits

[00:53:41] from this.

[00:53:42] I don't see any

[00:53:42] downside.

[00:53:43] All right.

[00:53:44] I like it.

[00:53:47] Oleoid.

[00:53:48] So,

[00:53:48] O-L-O-I-D.

[00:53:50] Oleoid.

[00:53:51] It's the name

[00:53:52] of the company.

[00:53:53] Gains momentum

[00:53:53] with a $6 million

[00:53:55] infusion,

[00:53:56] completes Workday

[00:53:59] certified integration

[00:54:01] intending to drive

[00:54:02] expansion in the

[00:54:03] workplace identity

[00:54:05] solutions category.

[00:54:06] This was BusinessWire.

[00:54:08] And what I like

[00:54:10] about this is

[00:54:11] they finished

[00:54:12] the certification

[00:54:13] with Workday.

[00:54:14] So,

[00:54:16] now they can go,

[00:54:17] again,

[00:54:18] they can go

[00:54:18] and travel around

[00:54:19] Workday

[00:54:20] and all of their

[00:54:21] HCM implementations

[00:54:23] and offer

[00:54:24] a workplace

[00:54:25] identity solution.

[00:54:26] So,

[00:54:28] good for them.

[00:54:29] And I found out on

[00:54:29] customers at work.

[00:54:31] Oh,

[00:54:31] you don't have to

[00:54:32] get out of that.

[00:54:32] You don't,

[00:54:33] you literally don't

[00:54:33] have to get out

[00:54:34] of the ecosystem.

[00:54:34] No.

[00:54:35] And you have

[00:54:35] a great business.

[00:54:36] And that's

[00:54:37] at BusinessWire.com.

[00:54:38] Urbent.

[00:54:39] You ready?

[00:54:40] U-R-B-I-N-T.

[00:54:42] Urbent?

[00:54:43] Urbent?

[00:54:44] Urbent?

[00:54:44] Keith Urbent?

[00:54:45] Are you doing

[00:54:46] Foo Fighters here?

[00:54:47] What are we at?

[00:54:47] Foo Fighters?

[00:54:49] So great.

[00:54:51] I hope people go

[00:54:51] and look at that

[00:54:52] on YouTube.

[00:54:53] Foo Fighters?

[00:54:55] Urbent,

[00:54:56] I have no idea

[00:54:57] how they pronounce it.

[00:54:58] An AI platform

[00:54:59] for identifying

[00:55:01] and mitigating

[00:55:02] threats to

[00:55:02] employees,

[00:55:03] infrastructure,

[00:55:04] and communities

[00:55:05] raise $35 million

[00:55:07] in funding.

[00:55:08] Now,

[00:55:08] this is

[00:55:09] outside of our

[00:55:10] normal scope

[00:55:11] of caring.

[00:55:12] Found this

[00:55:13] on the

[00:55:13] sasnews.com

[00:55:14] website.

[00:55:16] This is actually

[00:55:17] storm response

[00:55:18] software.

[00:55:19] Like hurricanes

[00:55:20] and stuff like that.

[00:55:22] Stuff like that.

[00:55:23] Outside,

[00:55:23] but,

[00:55:23] I mean,

[00:55:24] very relatable.

[00:55:26] What's interesting

[00:55:26] is they include

[00:55:28] employees

[00:55:29] in their mix.

[00:55:31] So storm response,

[00:55:33] okay,

[00:55:34] so this is AI

[00:55:34] that helps you

[00:55:35] predict those

[00:55:36] types of things

[00:55:36] and to plan.

[00:55:38] And to plan,

[00:55:39] again,

[00:55:39] what is your

[00:55:40] plan with employees?

[00:55:41] What is your

[00:55:41] plan with

[00:55:42] infrastructure?

[00:55:43] And communities

[00:55:44] and all that

[00:55:45] stuff?

[00:55:46] There's actual,

[00:55:47] now they're

[00:55:48] actually getting

[00:55:48] serious about

[00:55:49] how do we

[00:55:50] protect against

[00:55:51] loss of life?

[00:55:53] The jaded

[00:55:54] part of me

[00:55:56] thinks about

[00:55:57] the pure

[00:55:58] capitalism

[00:55:58] part of this

[00:55:59] is we

[00:56:01] just care

[00:56:01] about uptime

[00:56:03] and productivity.

[00:56:04] And so

[00:56:05] if this software

[00:56:06] helps us

[00:56:06] understand storms

[00:56:07] in a way

[00:56:08] that we

[00:56:08] can be

[00:56:08] productive,

[00:56:10] that's a

[00:56:11] little dark

[00:56:11] for most

[00:56:12] people on

[00:56:13] a Sunday.

[00:56:13] So we'll

[00:56:14] keep it

[00:56:14] light.

[00:56:15] I like

[00:56:17] the investment.

[00:56:18] I like the play.

[00:56:18] Why can't they

[00:56:18] just care about

[00:56:19] the people?

[00:56:20] Yeah,

[00:56:20] yeah,

[00:56:21] because they don't.

[00:56:21] Why do you have

[00:56:22] shit?

[00:56:23] Because,

[00:56:23] meh,

[00:56:24] I'm a

[00:56:24] pragmatic

[00:56:25] person.

[00:56:26] But I like

[00:56:27] how they put

[00:56:28] threats to

[00:56:29] employees and

[00:56:31] obviously

[00:56:31] infrastructure and

[00:56:32] community.

[00:56:32] So good for

[00:56:33] them,

[00:56:34] good funding.

[00:56:35] I hope they

[00:56:35] do the right

[00:56:36] thing.

[00:56:36] All that other

[00:56:36] stuff.

[00:56:38] Ryan,

[00:56:39] you're familiar

[00:56:39] with Daily

[00:56:39] Pay,

[00:56:40] right?

[00:56:40] I am

[00:56:41] familiar with

[00:56:42] Daily Pay.

[00:56:42] Good friends

[00:56:43] at Daily Pay.

[00:56:44] So they

[00:56:45] just announced

[00:56:46] it secured

[00:56:47] an additional

[00:56:48] $100 million

[00:56:50] commitment

[00:56:52] facility,

[00:56:53] right?

[00:56:54] So this

[00:56:54] increases,

[00:56:55] which I found

[00:56:56] fascinating,

[00:56:57] increases their

[00:56:58] total revolving

[00:56:59] secured debt

[00:56:59] at $760 million.

[00:57:02] So this is at

[00:57:03] financialit.net,

[00:57:04] so you can

[00:57:05] kind of go read

[00:57:06] the bit.

[00:57:07] They don't

[00:57:07] really discuss

[00:57:08] who's in

[00:57:09] the lines

[00:57:11] of credit.

[00:57:11] But basically,

[00:57:14] Daily Pay is

[00:57:15] known for

[00:57:16] earned wage

[00:57:16] access.

[00:57:17] And so you're

[00:57:18] going to

[00:57:18] basically give

[00:57:19] employees money

[00:57:20] and you've

[00:57:22] got to have

[00:57:22] access to

[00:57:23] that capital.

[00:57:24] And so when

[00:57:25] they give

[00:57:26] people money,

[00:57:27] they've got

[00:57:27] to turn

[00:57:27] around and

[00:57:28] pay the

[00:57:29] banks back.

[00:57:30] So they

[00:57:31] got to have

[00:57:31] it, which

[00:57:32] I think is a

[00:57:33] great question

[00:57:33] to ask if

[00:57:34] you're buying

[00:57:35] earned wage

[00:57:35] access, how

[00:57:37] much money

[00:57:38] you got back

[00:57:39] there.

[00:57:39] Right.

[00:57:40] If I have a

[00:57:40] 50,000 person

[00:57:41] company.

[00:57:42] I'm asking

[00:57:43] that question.

[00:57:43] And we're

[00:57:44] putting Daily Pay

[00:57:45] in the

[00:57:45] or any of

[00:57:46] these companies.

[00:57:46] Got it.

[00:57:47] I want to

[00:57:47] know.

[00:57:48] Yeah, you

[00:57:48] need to

[00:57:48] understand.

[00:57:49] You need

[00:57:49] to understand

[00:57:49] that they

[00:57:50] have the

[00:57:50] capital behind

[00:57:51] them.

[00:57:51] Right.

[00:57:52] Again, you're

[00:57:53] fronting the

[00:57:53] cash, which

[00:57:54] is fantastic.

[00:57:55] It's all

[00:57:56] good.

[00:57:56] There's really

[00:57:57] no negatives

[00:57:58] to the whole

[00:57:58] thing.

[00:57:58] It's just

[00:57:59] if those

[00:58:00] companies go

[00:58:00] belly up

[00:58:01] because they

[00:58:01] don't,

[00:58:02] everyone calls

[00:58:03] on the same

[00:58:03] day.

[00:58:04] Right.

[00:58:04] Worst case

[00:58:05] scenario.

[00:58:07] So good

[00:58:07] for Daily

[00:58:08] Pay.

[00:58:09] I like that

[00:58:09] they've got

[00:58:09] almost a

[00:58:10] billion dollars,

[00:58:12] you know,

[00:58:13] three quarters

[00:58:13] of a billion,

[00:58:14] I guess you

[00:58:14] want to be

[00:58:14] more precise

[00:58:15] of in

[00:58:16] reserves.

[00:58:17] These are

[00:58:17] just lines of

[00:58:18] credit.

[00:58:18] Yeah.

[00:58:19] They're just

[00:58:19] if they need

[00:58:20] to use them,

[00:58:21] they can.

[00:58:22] Right.

[00:58:23] So anyhow,

[00:58:24] that's that.

[00:58:25] There you go.

[00:58:26] We're good.

[00:58:27] Right.

[00:58:27] That's it.

[00:58:28] Full

[00:58:28] fighters.

[00:58:29] Full

[00:58:29] fighters.

[00:58:30] And we got

[00:58:30] something.

[00:58:31] We got to play

[00:58:31] a little of this.

[00:58:34] As we go

[00:58:34] into Dallas,

[00:58:36] you got to

[00:58:37] get this in

[00:58:37] your head.

[00:58:38] You aren't

[00:58:38] coming into

[00:58:39] Dallas?

[00:58:39] No.

[00:58:40] As you go

[00:58:41] into the

[00:58:42] Dallas game.

[00:58:43] Oh,

[00:58:44] I like that.

[00:58:44] I won't be

[00:58:45] going into

[00:58:45] the game.

[00:58:46] I'm good.

[00:58:48] I got other

[00:58:48] stuff to do.

[00:58:49] You just need

[00:58:49] to have this

[00:58:50] in your head.

[00:58:51] So anyhow,

[00:58:52] all right.

[00:58:52] Thank you all

[00:58:52] for listening and

[00:58:53] watching.

[00:58:54] Please subscribe,

[00:58:55] rate us.

[00:58:55] Give us some

[00:58:56] ratings if you're

[00:58:57] out there.

[00:58:57] Why don't you

[00:58:58] care?

[00:58:58] Yeah,

[00:58:58] why don't you

[00:58:59] care about

[00:58:59] it?

[00:59:00] Full fighters.

[00:59:02] Anyway,

[00:59:03] all right.

[00:59:04] That's all we

[00:59:05] got for today.

[00:59:06] We'll see you

[00:59:06] next time.

[00:59:07] Bye.

[00:59:07] Bye.