The Hypergrowth Playbook: How to build scaling teams

Hosted by Joe Atkinson, Director of AI & Automation at Scede, our recent webinar, ‘The Hypergrowth Playbook: How to build scaling teams’, featured Milan Mraovic, Team Lead, Talent Acquisition at Creatio.

An expert in scaling teams at organisations experiencing hypergrowth, Milan shared stories from his own experiences, including how to get leadership buy-in to scale your internal TA team, as well as how to compete with giants for talent when working for a challenger brand.

You can listen the audio recap, watch the video on demand or read the full transcript, below.

🎧 Listen to the audio recap:

📼 Watch the video on-demand:

📖 Read the transcript:

00:02:06.920 –> 00:02:26.990
Joe Atkinson: We’ll kick off, because we’ve only got 30 minutes, so welcome, thanks to everyone who’s joined so far. Welcome if you’re just joining. This is our second Scede webinar. We’ve titled today the Hypergrowth Playbook. We’ve got Milan as our guest, who’s been through kind of a hypergrowth phase a couple of times at different companies, so the perfect person to have on for this conversation.

00:02:27.010 –> 00:02:38.819
Joe Atkinson: Yeah, we’re gonna be talking about scaling at pace, and also kind of competing for talent with maybe some of the big boys, the bigger tech companies who, have more… more budget, and how you can compete against them for the same folks.

00:02:38.820 –> 00:03:03.189
Joe Atkinson: If you haven’t come across our webinar series, We Are Seed, my name’s Joe, I’m a director of AI. We partner with high-growth tech companies on all things talent and people, and we see these kind of hyper-growth scaling challenges and pain points a lot, so yeah, excited to talk about them today with Milan. I’ll hand over to you for a quick intro on yourself.

00:03:04.120 –> 00:03:18.429
Milan Mraovic: My name is Milan, as you already know. I’ve been in recruitment for about 10 years right now. Originally started in a few agencies, but then quickly transitioned into the in-house recruitment, and mostly focusing on, like, SaaS types of businesses.

00:03:18.430 –> 00:03:33.779
Milan Mraovic: Mostly scale-ups, some startups as well, and over the past years, past 5 years, I transitioned fully into go-to-market hiring, and that’s been across, essentially, the world right now, between, you know, my last company, similar to EMEA and APAC, and now here at Creatio.

00:03:33.810 –> 00:03:41.640
Milan Mraovic: I also lead a team of 11 recruiters working across Europe and, kind of, Americas, but only focusing on go-to-market hiring right now.

00:03:42.560 –> 00:03:46.160
Joe Atkinson: Awesome. Yeah, I feel like go-to-market’s, like, the epicenter of if a company’s scaling.

00:03:46.160 –> 00:03:46.490
Milan Mraovic: Yes.

00:03:46.490 –> 00:03:58.970
Joe Atkinson: in getting, talent into go-to-market function, so you probably feel these pain points more than anyone. So, tell us a bit about your experience scaling teams, like, during those high-growth phases, and maybe what the key lessons have been for you.

00:03:59.120 –> 00:04:12.350
Milan Mraovic: Yeah, I mean, I’ve been through two of them so far. One was at SimilarWeb, the second one is now going through, at the moment, through Creatio. At SimilarWeb between, I want to say, 2021 and 2023, but at the minute I was there.

00:04:12.550 –> 00:04:28.029
Milan Mraovic: We went from, like, 500 people to, like, more than 1,000. Most of that came in the go-to-market teams. But some of the biggest, kind of, lessons and things that I learned through this hypergrowth and, is that most of the companies underestimate the capacity of their

00:04:28.030 –> 00:04:34.230
Milan Mraovic: recruitment function in general, and they only realize it when it’s too late. So, the way that that happened is

00:04:35.020 –> 00:04:52.669
Milan Mraovic: companies usually, like, put this, like, organizational ramp pretty quickly and pretty aggressively, but they always forget, kind of, about the TA team to scale and to understand, like, what do they need to achieve that hiring plan. And that means that recruiters get overloaded, hiring managers are frustrated, and then that pressure, kind of.

00:04:53.320 –> 00:04:57.820
Milan Mraovic: Grows from quarter to quarter when you don’t deliver on the amount of hires, and then you lose revenue as well.

00:04:57.930 –> 00:05:13.679
Milan Mraovic: And then the way that, kind of, from my experience, you can overcome that, and some of the things that I did previously, is to do a pretty in-depth analysis of your team. You can look into a few things. From my perspective, that would be a team capacity.

00:05:13.680 –> 00:05:23.800
Milan Mraovic: That means how many recruiters do you have today, and what is their individual capacity? Looking into the historic data, meaning, like, how many roles each recruiter can close per given year.

00:05:24.900 –> 00:05:37.760
Milan Mraovic: And then next to that, looking into the hiring demand, meaning what does the next 12 months look like in terms of the headcount growth across the either go-to-market team, or again, it’s applicable to other teams as well. Because hypergrowth is not just…

00:05:37.860 –> 00:05:46.069
Milan Mraovic: more roles. It’s also more complexity, because as you scale these teams, you will get new first-line leaders, new second-line leaders, who need to learn

00:05:46.520 –> 00:05:58.879
Milan Mraovic: first about the business, but then also how your team operates and how the recruitment works in your organisation. So, there’s so much more complexity as you scale. And in some cases, also, there’s market constraints. As an example, here at Creatio.

00:05:58.880 –> 00:06:16.839
Milan Mraovic: Germany, for example, is a pretty difficult market to break into, so you need to take into consideration, like, how much time you need to put into sourcing, but also the outreach, because sometimes you might need more touch points. And in some cases, in Germany, you might need, like, two, three times more sourcing than you would in UK or US or whatever else.

00:06:17.970 –> 00:06:26.090
Milan Mraovic: When you put this analysis, like, together, you actually have a full-on data-driven capacity model, and when you go to speak with your

00:06:26.160 –> 00:06:45.479
Milan Mraovic: a manager or a CEO or whoever needs to approve the budget for the growth of your team, you’re not coming to them with, hey, I need more help. It’s more like, here’s the capacity model, here’s the gap, here’s what I need as a lead, or just as a recruiter, to kind of bridge that gap and to reach the hiring plan. And this turns us away from

00:06:46.030 –> 00:06:50.679
Milan Mraovic: Being a bottleneck to more like a strategic growth partner, if that makes sense.

00:06:51.300 –> 00:06:57.559
Joe Atkinson: And tell me how you’re, like, framing that conversation, because I think it’s really interesting. So you’re looking at capacity.

00:06:57.560 –> 00:07:04.510
Joe Atkinson: demand, and then if you’ve got a gap there, like, you’re asking to fill that gap with extra capacity, right? Are you going as far as looking at

00:07:04.510 –> 00:07:19.709
Joe Atkinson: you know, revenue numbers here, because I guess the good thing about it being, like, a sales role is you know this person can produce 100K of revenue per month. If we’re 3 late… 3 months late on hiring this person, that’s costing us 300K. Like, are you bringing those kind of numbers to the conversation?

00:07:19.710 –> 00:07:36.130
Milan Mraovic: Yes, it sometimes comes from us, but most of the times, it will come from either your CRO or your CEO, depends on who you’re having a conversation with, but yes, it does come into play, especially… actually, both at SimilarWeb at Creatio, it’s always a conversation with either a CRO or CEO.

00:07:36.130 –> 00:07:44.649
Milan Mraovic: And when you’re having those conversations, if you’re late with hiring, yes, you will be late on delivering the revenue, or they will be late on delivering those revenue targets.

00:07:44.820 –> 00:07:48.519
Milan Mraovic: In both companies, in both instances, the…

00:07:48.890 –> 00:08:03.469
Milan Mraovic: Reps were always carrying, like, a million dollar quota, so if you need to hire, like, 30 reps in one region, that means that until they ramp up, realistically, 6 to 8 months, if you look at any company’s performance, if they… if you’re late, you miss that

00:08:03.610 –> 00:08:10.080
Milan Mraovic: amount of time to ramp them up. But then also, if you made the hiring mistakes, because it does happen, like, I want to say.

00:08:10.240 –> 00:08:21.119
Milan Mraovic: 20-30% of the time, you will make a hiding mistake, you will never be, like, 100% perfect. You will lose the onboarding time, you will lose the rep type from the rep, and then also the hiding time as well.

00:08:21.120 –> 00:08:31.939
Milan Mraovic: So, all of that kind of combines into the revenue targets, and it does build the pressure from quarter to quarter, as I mentioned. But yes, those numbers do come into play when discussing with executives.

00:08:32.429 –> 00:08:50.059
Joe Atkinson: Yeah, I love that commercial lens to looking at, kind of, yeah, planning on the TA side. Another challenge, kind of, when, you know, moving at pace is everyone wants hires yesterday or, kind of, tomorrow, right? So you need to move quickly. How do you balance that speed with, like, maintaining a high bar and quality?

00:08:51.170 –> 00:09:00.489
Milan Mraovic: I learned this painfully, actually, at SimilarWeb when I was there, so it was a lot of, like, quick hiding when I joined in 2021. Excuse me.

00:09:00.680 –> 00:09:07.989
Milan Mraovic: But there’s a few, few kind of fundamental principles when trying to balance, like, hypergrowth and quality of hire.

00:09:08.000 –> 00:09:17.670
Milan Mraovic: And I would say, from experience, like, first, before ever starting to work on these roles, you need clarity on what great looks like within your own organisation.

00:09:17.670 –> 00:09:29.340
Milan Mraovic: That starts again. I’m a very data-driven person, so a lot of data analysis is going to come up in this conversation. That starts with the analysis of looking at your current top performers, meaning

00:09:29.540 –> 00:09:42.720
Milan Mraovic: Where do they come from? Are they coming from the same industry, with the main knowledge that creates a faster ramp? Or are they coming from a high-velocity startup environment where resilience or challenger mindset matters more than product expertise?

00:09:42.720 –> 00:09:52.440
Milan Mraovic: But on this, you have to partner with your regional leaders. Again, whether it being for GTM or for technical roles, or whatever it is, partner with those leaders, figure out…

00:09:52.670 –> 00:10:08.509
Milan Mraovic: who are your top performers, and then based off of that, you can kind of create a few things. You can create a target industries, you can create a target companies that you want to go after, and the candidate’s persona that have the highest probability of success in your environment.

00:10:08.610 –> 00:10:20.879
Milan Mraovic: And then this you can then later turn into a very structured scorecard that you can use across your interview process for many different aspects. Again, depends on what you’re looking to do. But…

00:10:21.310 –> 00:10:22.449
Milan Mraovic: All of this…

00:10:22.690 –> 00:10:28.949
Milan Mraovic: will effectively kind of slow down your time to hire slightly, but it does have an upside, because

00:10:29.100 –> 00:10:43.749
Milan Mraovic: your quality of hire will be higher. You will not have to do an emergency backfill for a role if somebody leaves, or doesn’t pass their probation, or whatever it is. In my team currently at Creatio, the pass-through rate on the first stage, the recruiter stage, is only between, like, 20-30%.

00:10:43.990 –> 00:10:58.469
Milan Mraovic: But then on the other end, when they reach the hiring manager, it’s 70%, so the quality there is, like, a lot higher, which means that at the end, we actually have more quality hires, stay with us longer, perform, and then ultimately become the top performers within the company.

00:10:59.410 –> 00:11:12.639
Joe Atkinson: Yeah, I think there’s… with… interesting on the, like, dialling in on the profile, we’re seeing almost a similar thing with, our AI sourcing trials we’re doing at the moment, in that there’s more upfront work to really, like, dial into our profile, and, like.

00:11:12.640 –> 00:11:19.469
Joe Atkinson: be more and more specific on it, but then once you have it, like, then you’re off to the races, and you can be… you can move very quickly, right?

00:11:19.470 –> 00:11:21.260
Joe Atkinson: I’m interested in…

00:11:21.340 –> 00:11:39.020
Joe Atkinson: your experience, like, how big of a dataset do you need to, like, make those assumptions? And to give an example, if you have, you know, a sales team of just four, and there’s two top performers, and they have something in common, there’s probably a good chance that that is luck versus it being a trend. Like, how big a dataset do you need?

00:11:39.690 –> 00:11:54.569
Milan Mraovic: That’s a good question. I can speak only from experience, like, at SimilarWeb, the go-to-market team was quite large. It was about 300 people by the time we left, and that’s fully focusing on, like, the sales, pre-sale sales, and some post-sales. Creatio, right now, globally, we are…

00:11:55.110 –> 00:11:58.089
Joe Atkinson: I want to say, like, at 100-something.

00:11:58.380 –> 00:12:14.930
Milan Mraovic: AEs, but it really depends. If you’re in a smaller company, especially if it’s a startup, it’s more gonna be, in some cases, I wanna say, like, gut feeling of what’s gonna work, based on what you’re trying to build and what you’re trying to sell, whereas scale-ups, like where Creation is right now, or where SimilarWeb was.

00:12:15.280 –> 00:12:16.419
Milan Mraovic: you have…

00:12:16.720 –> 00:12:23.379
Milan Mraovic: A really significant amount of data, historically speaking, because the companies were older, had a little bit more, experience.

00:12:23.590 –> 00:12:33.970
Milan Mraovic: you can look at that historical data, but I want to say, for larger companies such as Creatio, you need to look at each region, what works region to region, and I want to say, like, not less than

00:12:34.260 –> 00:12:45.100
Milan Mraovic: for a company of our size, like 800 people, like, not less than, like, looking at 10 AEs in a specific region to kind of understand where they come from and what they do. As an example, at SimilarWeb, we found out that

00:12:45.330 –> 00:12:53.499
Milan Mraovic: People from… The digital marketing industry didn’t really work well back then, and people coming from

00:12:54.020 –> 00:13:04.009
Milan Mraovic: slightly different, like, startup environments work better, whereas Creatio, it’s actually 50-50. We have people who are coming from within the industry, who are performing really well, but we also have people coming from

00:13:04.160 –> 00:13:11.450
Milan Mraovic: startup environments where resilience and urgency is key to them, and that also works really well. So it’s kind of like 50-50.

00:13:11.750 –> 00:13:26.360
Joe Atkinson: Yeah, makes sense. Cool, we’re halfway through. If you have any questions for Milan, feel free to drop them in the Q&A section, and we should have a good amount of time at the end to work through some of those. Moving on to the next topic, though.

00:13:26.360 –> 00:13:43.029
Joe Atkinson: really interested to talk about this sort of challenger brand mentality, and I think this is a thing that certainly, like, more mature scale-ups, will feel, is that they’re competing for talent with, like, the big players, with, you know, huge budgets, and probably bigger salary, and, like.

00:13:43.150 –> 00:13:50.229
Joe Atkinson: realised equity packages they can give folks. What’s your approach to competing in those kind of talent pools?

00:13:50.670 –> 00:14:00.410
Milan Mraovic: I think this is an issue for pretty much all companies, like, whether you are focusing on go-to-market hiring or tech, you’re always competing against somebody. At Croatia, we’re competing against

00:14:00.510 –> 00:14:16.999
Milan Mraovic: Salesforce, Microsoft, Zoho, whoever, like, all of these, like, bigger, like, CRM or workflow automation companies, we’re competing against them, and yeah, we cannot offer, like, the benefits package or the enormous salaries they can offer there, but there’s a…

00:14:17.070 –> 00:14:25.869
Milan Mraovic: few things that I can highlight here, like, when you’re competing, like, with these giants, you’re not trying to match them for brand power, you’re looking to…

00:14:26.510 –> 00:14:32.910
Milan Mraovic: essentially increase the value proposition that you’re offering to them. So, in mid-size or high-growth companies, candidates

00:14:33.100 –> 00:14:46.690
Milan Mraovic: or people can have a dramatically larger impact than they could have in some of these larger companies. So that can mean they have a say on how the product looks like, they have a say on how the go-to-market strategy looks like. The ownership will be

00:14:47.290 –> 00:14:50.940
Milan Mraovic: A lot higher than it would be in a 10,000 people company plus.

00:14:51.070 –> 00:14:55.600
Milan Mraovic: Secondly, there’s always external validation, so…

00:14:55.790 –> 00:15:01.800
Milan Mraovic: at both Creatio and SimilarWeb, like, we were lucky that some of the biggest,

00:15:01.820 –> 00:15:21.209
Milan Mraovic: insights leaders out there were recognising us as leaders, such as Gartner, Forrester, G2, so… or any other type of… if you have any other type of validation from external sources that can say, this is a company that’s making waves in this specific industry or this specific sector, can always be helpful. And again, it always shows that you’re actively…

00:15:21.420 –> 00:15:39.879
Milan Mraovic: over performing or winning against your competition. You can also bring use cases, for example, if candidates want to know, like, okay, why are you winning against Salesforce? We can ask the sales leaders, like, hey, this is the candidate’s what it’s asking for, can we have a use case that’s publicly available that we can share with the candidates? That’s always a big thing.

00:15:40.200 –> 00:15:43.399
Milan Mraovic: And then the last thing is,

00:15:43.740 –> 00:15:47.600
Milan Mraovic: And probably the most important is growth, learning, and earning potential.

00:15:47.850 –> 00:15:53.869
Milan Mraovic: it’s something that I think everybody looks at. At these major companies, growth is…

00:15:54.570 –> 00:16:05.469
Milan Mraovic: sometimes can be quick, but in most cases, like, you need to spend a lot of years there to get to a certain level of position. And in scale-up companies, such as Creatio, or in any other scale-up companies.

00:16:05.570 –> 00:16:10.179
Milan Mraovic: you can get there much quicker just based on your performance. Learning curve is…

00:16:10.590 –> 00:16:28.850
Milan Mraovic: much shorter in some cases, like, you get to learn a lot more things as you scale these teams, as you help them grow. And then earning potential, there can be two sides. One, you can already be a public company, and you can offer, like, stock options, and just in general, the base package could be slightly larger. And if you’re a private, such as Croatia right now, based on their

00:16:29.190 –> 00:16:38.170
Milan Mraovic: Achievements, you can offer them, like, certain grants each year, because that can have a huge upside for them if and when company goes public eventually.

00:16:39.460 –> 00:16:49.019
Joe Atkinson: Nice, yeah, I think, like, particularly the talent you’re looking at, right, like, there’s probably a couple things they generally care about, like, salespeople, like, being, like, able to, like.

00:16:49.380 –> 00:17:00.500
Joe Atkinson: earn more for, like, the work they put in, right? So the comp is clearly a thing, but also, like, they’re typically probably quite high agency people, so that environment would probably be a big factor, I imagine, as well.

00:17:00.500 –> 00:17:02.689
Milan Mraovic: You’re looking to position yourself

00:17:02.970 –> 00:17:14.720
Milan Mraovic: as a challenger, yes, but it’s not a disadvantage. In most of the cases, it’s actually an advantage for the candidates, especially if you’re hiding within your industry, and let’s say that you’re competing against Amazon.

00:17:14.819 –> 00:17:23.850
Milan Mraovic: And all of the top talent is there. Like, they maybe want to change, they maybe want to go to a place where they have a more dramatic impact right away, as opposed to waiting 10 years to make a real difference.

00:17:24.579 –> 00:17:34.610
Joe Atkinson: Awesome. Good question from Georgia in the chat. How can we help businesses to understand what good looks like? I find they don’t have, I find they don’t think deep enough with this.

00:17:36.670 –> 00:17:53.649
Milan Mraovic: I would go back to that analysis, looking at the top performers in your company, and figuring out what that looks like with your leaders. So you can sit down, look at the top performers, confirm that with leaders, and then together with your stakeholders, you can present that to your C-level. But it all comes back to that

00:17:53.820 –> 00:17:56.819
Milan Mraovic: Deep dive analysis into, like, what works for your company.

00:17:57.300 –> 00:17:59.049
Milan Mraovic: Hopefully that answers the question.

00:17:59.300 –> 00:18:18.469
Joe Atkinson: Yeah, I think that was the question around, like, nailing that profile. Is there any particular questions you’d ask, like, the hiring managers? Like, again, in sales, it’s probably you can look at the data quite clearly, right? Like, who is selling the most? Is there… maybe for anyone outside GTM, is there any, like, key questions you can ask the hiring manager to be able to identify who they are?

00:18:18.960 –> 00:18:31.199
Milan Mraovic: I would also always look at the people that didn’t work out. Why didn’t they work out? Like, do a post-mortem analysis, like, what happened? Like, what did we miss in the interview process for this specific candidate? Why did they fail?

00:18:31.440 –> 00:18:36.029
Milan Mraovic: It could be even a year and a half after, after they join the company. Just go back and have a look.

00:18:36.070 –> 00:18:51.519
Milan Mraovic: Because it really sometimes can uncover certain things that maybe back then we weren’t having enough information to kind of uncover that throughout the interview process, but it’s always good to, like, kind of add it up as you go. But always doing that post-mortem analysis to figure out, like, what didn’t work is the key.00:18:52.010 –> 00:18:53.490
Joe Atkinson: Awesome. Cool.

00:18:53.850 –> 00:19:00.920
Joe Atkinson: Let us know if you have any other questions for Milan. Can’t see any at this point.

00:19:01.040 –> 00:19:14.050
Joe Atkinson: Feel free… throw some in the chat if you have any. In the meantime, any opportunity for me to ask about AI, I will always, always take it. How are things on the AI front for you at the moment? Anything, like, you’re looking at right now?

00:19:14.690 –> 00:19:30.760
Milan Mraovic: Yes, actually. Well, you already know that I’m a big fan of Granola AI for note-taking. It’s not on right now, because this is recorded anyway. But because it’s free, it’s quite easy to implement, it doesn’t join the calls, it sits in the background, you don’t need to explain what it is.

00:19:30.760 –> 00:19:36.560
Milan Mraovic: However, there’s drawbacks, like, it doesn’t connect to a lot of systems, it doesn’t connect to your ITS.

00:19:36.640 –> 00:19:45.630
Milan Mraovic: We are looking right now pretty actively into MetaView, which is like an end-to-end recruitment AI kind of solution.

00:19:45.810 –> 00:20:02.880
Milan Mraovic: I can’t say that I have a lot of information to share right now, because we’re just looking into it, but, the biggest challenge we had, like, was overcoming the, our information security team to kind of make sure that it aligns with our security protocols, and that it aligns with our use of AI policy, so…

00:20:03.110 –> 00:20:15.659
Milan Mraovic: In this case, we want to make sure that AI is not the one making a final decision on the candidate, but more focusing on helping us, enriching our data and our feedback before we make the final decision, as people, not as an AI.

00:20:16.020 –> 00:20:35.829
Joe Atkinson: Yeah, our team, loves Granola as well. We’re getting, like, we’re getting better at the moment at, like, collaborating on Granola as well, so you can throw things in folders, and then it has Gemini baked into the backend, which has just had a big upgrade, so there’s tons of great things you can do there. I don’t know if you have, like, an automation tool or Zapier, but, like, Zapier can plug

00:20:35.830 –> 00:20:40.940
Joe Atkinson: Can put your knowledge into other tools, so could be… could be something to… to look at.

00:20:40.990 –> 00:20:51.349
Joe Atkinson: Question from Steven. Is benchmarking against your high performers setting an unrealistic bar for hiring future talent? Not all teams need to…

00:20:51.440 –> 00:20:55.269
Joe Atkinson: need to start performers, right? Can you speak about how this comes into your thinking?

00:20:55.980 –> 00:20:58.420
Milan Mraovic: Sometimes I think you can…

00:20:58.770 –> 00:21:04.629
Milan Mraovic: go on your gut feeling as well, and we’ve seen that, both at SimilarWeb at Creation.

00:21:04.910 –> 00:21:19.560
Milan Mraovic: not everything has to, like, match 100% of what you kind of set out that your top performer will do. We took some chances in the US, where we hired people who came completely outside of our parameters, and they turned out to be great performers. There’s always…

00:21:20.100 –> 00:21:34.389
Milan Mraovic: partially, there’s always that, like, a gut feeling, gut feeling to it, so if you feel that this candidate could do well, but it doesn’t match, like, 100% of what your performer is doing right now, or what your analysis uncovered, go for it. But you need to have a…

00:21:35.240 –> 00:21:48.760
Milan Mraovic: my experience, like, you need to have a strong champion in the business who’s gonna support this candidate going forward, whether that being the sales director, or a VP of engineering, whoever it is, like, you need some sort of support to show that, yes, this candidate will do well.

00:21:49.600 –> 00:22:02.890
Joe Atkinson: Yeah, I think there’s also a difference, right, in terms of, you know, the hiring profile, you’re, of course, looking for the best candidates possible, but then there’s also, like, the internal targets and performance management, which…

00:22:03.010 –> 00:22:13.819
Joe Atkinson: I agree with Stephen’s point, like, should be at an attainable level for everyone, like, you shouldn’t say, like, just because our top performer has achieved X revenue, therefore everybody else should be able to, so I think there’s maybe a slight difference.

00:22:13.820 –> 00:22:14.939
Milan Mraovic: This’ll be a middle ground.

00:22:14.940 –> 00:22:21.440
Joe Atkinson: Yeah, between, like, we’re looking for those star performers, but in terms of the performance management, it’s level across the team.

00:22:21.850 –> 00:22:25.919
Joe Atkinson: Cool, probably time for one more question, if anyone has one.

00:22:30.620 –> 00:22:35.249
Joe Atkinson: Otherwise, Melan and I are gonna run to somewhere warmer after this, I think.

00:22:35.250 –> 00:22:36.320
Milan Mraovic: Yes.

00:22:41.260 –> 00:22:57.930
Joe Atkinson: Looking like that might be it. Okay, well, cool. Thanks so much, everyone, for, for joining. Appreciate the questions and the engagement. Milan, thanks so much for joining us. Best place to connect with you, LinkedIn?

00:22:58.160 –> 00:23:04.699
Milan Mraovic: Yes, if anybody wants to really connect, like, send a LinkedIn request, and I’m happy to jump on a call and discuss any questions you might have.

00:23:04.880 –> 00:23:08.079

Joe Atkinson: Awesome, cool. We’ll call it there. Thanks so much, everyone.00:23:08.590 –> 00:23:10.159
Milan Mraovic: Thank you. Bye-bye.

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