How To Grow From 10 To 100 Employees

Summary

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Podcast Summary: The Russell Brunson Show

Episode: How To Grow From 10 To 100 Employees
Date: August 10, 2017
Host: Russell Brunson
Guest: Brent Peters
Location: Kauai, Hawaii

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Episode Overview

In this episode, Russell Brunson sits down with Brent Peters, the long-time operations leader at ClickFunnels. The pair share candid, behind-the-scenes stories of scaling ClickFunnels from a handful of employees to over 130, discussing the challenges and lessons learned on that wild journey—without the backing of venture capital. The episode explores the struggle of maintaining company culture, building a support infrastructure, and the rewards of building a team rooted in mission, loyalty, and passion.

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Key Discussion Points and Insights

1. The Backstory: How Brent Joined ClickFunnels

• [01:48-04:44]
  • Brent met Russell at church, initially unsure how Russell made his money online.
  • Brent was astounded by Russell’s success, especially as it far exceeded his own parents’ combined income while Russell was still at university.
  • A Sunday dinner and open conversation cemented their friendship—and Brent’s curiosity about the online business world.
  • Memorable Quote:

    “I don't know what this Russell Brunson guy's doing, but it is freaking crazy.”
    —Brent Peters [02:15]

2. Weathering the Storm: Surviving the Company Collapse

• [05:09-08:16]
  • Brent stayed through major ups and downs, including a period when employee numbers swung from five to 100 and back.
  • Russell reflects on the difficulty of downsizing, especially letting go of friends and family.
  • Both discuss the importance of preserving friendship through tough business times.
  • Memorable Quotes:

    “There came a point where he was trying to help too many people... one hiccup, you could have lost everything.”
    —Brent Peters [05:34] "We shrunk from like 20,000 square feet to 2,000... It was rocky and scary, but it gave us the ability to refocus."
    —Russell Brunson [07:37]

3. Scaling Operations: From 10 to 135+ Employees

• [08:51-10:25]
  • The team had to figure out business infrastructure on the fly—Russell admits nobody really “knew what they were doing” at first.
  • Brent transitioned from affiliate management to running company operations, simplifying internal chaos and drastically reducing Russell’s stress.
  • Company has grown to around 135 employees and contractors.

4. Building and Organizing the Support Team

• [10:25-14:53]
  • Brent prioritized hiring people who understood and were passionate about ClickFunnels.
  • Support team scaled quickly to handle 8,000-9,000 conversations per week, with a 24-hour global team structure.
  • Moved support to Intercom for improved asynchronous client communications.
  • Created a tiered team structure with team leads to manage smaller groups, improving communication and training.
  • Memorable Quote:

    “The coolest compliment that we can get is when we've got people who want to raise their hand—they want to work with us because they love ClickFunnels.”
    —Brent Peters [11:01]

5. Training and Promoting from Within

• [15:19-18:04]
  • Most support hires come from existing ClickFunnels users—believers in the mission and power-users of the product.
  • Implemented a dedicated training team led by Andrew Newman, so new hires do not slow down others.
  • Emphasized the importance of matching skillsets with roles and promoting internal talent.
  • Lessons learned from previous large-scale call center operations were applied.

6. Company Culture, Leadership, and Empowerment

• [19:00-21:20]
  • Russell credits success to building a leadership team he trusts with equity and profit-sharing, not just salaries.
  • Giving up control allowed for significant growth, freeing Russell to focus on marketing and vision.
  • Everyone is incentivized:

    “Bring on really smart people and give them a stake in the game.”
    —Russell Brunson [20:08]

  • Memorable Quote:

    “He makes a thousand decisions a day that I never even question because I trust him.”
    —Russell Brunson, on Brent [20:46]

7. Maximizing Opportunity and Financial Success for the Team

• [21:20-22:16]
  • Russell’s mission: Don’t just maximize his own success—lift up partners and team members financially.
  • Celebrates several key team members now “maxing out their tax brackets.”

8. Maintaining Company Culture for Remote and In-Office Teams

• [22:23-23:31]
  • Brent highlights company culture and the effort to make remote staff feel appreciated (sending swag, surprise gifts, maintaining connection).
  • Open invitation for passionate people to apply for roles at ClickFunnels (info at site footer/careers, or email Brent directly).

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Notable Quotes & Timestamps

• Brent Peters:

  “I don't know what this Russell Brunson guy's doing, but it is freaking crazy.” [02:15]
  “There came a point where he was trying to help too many people... one hiccup, you could have lost everything.” [05:34]
  “The coolest compliment that we can get is when we've got people who want to raise their hand—they want to work with us because they love ClickFunnels.” [11:01]

• Russell Brunson:

  "We shrunk from like 20,000 square feet to 2,000... It was rocky and scary, but it gave us the ability to refocus." [07:37]
  “He makes a thousand decisions a day that I never even question because I trust him.” [20:46]
  “Bring on really smart people and give them a stake in the game.” [20:08]

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Timestamps for Key Segments

• Backstory & Origin: [01:48-04:44]
• Surviving the Company Collapse: [05:09-08:16]
• From 10 to 135 Employees: [08:51-10:25]
• Support Team Structure and Scalability: [10:25-14:53]
• Training and Promoting Internally: [15:19-18:04]
• Leadership Lessons & Culture: [19:00-21:20]
• Financial Success for Employees: [21:20-22:16]
• Company Culture (Remote & In-Office): [22:23-23:31]

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Takeaways for Listeners

• Growth is Messy: Scaling from a tiny team to a large operation involves constant trial and error; be willing to shake up team structures and learn on the go.
• Passion Wins: Hiring from within your user base leads to loyal, effective employees.
• Leadership Matters: Empowering trusted leaders with real ownership unleashes exponential growth and reduces founder overwhelm.
• Culture Counts: Company culture and employee appreciation are essential, especially for remote teams.
• Think Beyond Yourself: Success is measured not just in personal achievement, but in lifting your entire team.

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For Aspiring Team Members

Interested in joining ClickFunnels?

• Check out the ClickFunnels website, bottom footer ("Careers"), or email Brent directly:

  [e-mail] [23:10]

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This episode is a must-listen for any entrepreneur or leader looking to scale a bootstrapped business without losing its heart—or their own sanity.

Transcript

[A]

Hey, everyone, this is Russell Brunson. I'm here today with Branko Peters on the Marketing Secrets podcast. So the big question is, how are entrepreneurs like us who didn't cheat and take on venture capital, were spending money from our own pockets? How do we market in a way that lets us get our products and our services and the things that we believe in out to the world and yet still remain profitable? That is the question, and this podcast will give you the answer. My name is Russell Brunson, and welcome to Marketing Secrets. So, everyone, I got a really special podcast for you today. I'm so excited for right now.

[B]

We are.

[A]

Where we at?

[B]

Kauai.

[A]

Kauai, Hawaii. Kauai, Hawaii. This has been our backyard for the last week, and we're heading home tomorrow, which is kind of sad. But I wanted to get Brent in here to help you guys out because obviously in the Marketing Secrets podcast, I talk a lot about the marketing stuff, and Brent's been with me now for over a decade. How long exactly?

[B]

11 years, end of July.

[A]

11 years. Dang. That's crazy. So that's when we started, man. Because we does anyone else was here when you first got started, officially.

[B]

Anybody who's here now? Brittany.

[A]

Was she here after?

[B]

Brittany came in? After. I don't think anybody else who was here before I started is still here.

[A]

Okay, so Brent's been the longest long term person. Doral, maybe.

[B]

Long term. Doral.

[A]

Doral. In Romania, we got a Romanian, and our backlight's kind of lit, so it's hard to see us. But Brent's been around for forever and done tons of different roles. And right now he runs the entire operations of click funnels. And so I wanted to kind of have him talk about some of the stuff because it's a big part of growing and scaling a company that we don't talk about a lot. But first, do you want to talk about your backstory as far as, like, getting into this whole thing? It's kind of a funny story.

[B]

How much backstory do you want we.

[A]

Should move over here to the couch so we can see a little better? So it'll be a little lit up. So I'm at Brent. Oh, at church initially. Do you want to. Hello.

[B]

Yeah. Yeah.

[A]

So planned these things are. And just I want to get first impressions about, like, what we like this whole business that when you got introduced. I know a lot of people go through that, especially with spouses or friends or potential employees or partners who they don't know this world at all. It's Kind of weird at first.

[B]

Yeah. I had no idea. I was at. Met Russell coming through a church function and didn't really know what he did. When I kind of found out he made money on the Internet, I thought. I was like. I mean, I initially thought, like, ebay, he saw stuff on ebay, or, you know, I had no idea. I really couldn't understand. And so he had some other business partners and friends who were kind of working with him at the time. And I kind of pulled those guys apart. And I was, like, asking those guys, so what does he really do? And one of. One of our friends. Mutual friends, you know, he knew that I didn't understand, and so I talked to my wife. I just said, I don't know what this Russell Brunson guy's doing, but it is freaking crazy. Like, I knew, like, our friend was sharing kind of some of the numbers that Russell's doing. He was still in university. I was going to school as well. And he was making more money than my parents combined income was and more money than they'd ever made. So I was like, I gotta find out what this guy's doing. So, like, any friend, we invited him, his wife, over for dinner on a Sunday afternoon. And I just kind of started asking him really carefully, what are you doing? What exactly is this? And he just kind of started sharing kind of what he was up to, what he was. What he was doing.

[A]

And.

[B]

And, you know, obviously he doesn't. Doesn't brag about what he was doing, the success he was having, but he was having tremendous success. And so after they left, you know, we had a good dinner and visited, and then they left. And, like, I couldn't sleep for, like, three days. My head was just, like, spinning.

[A]

I ruined him.

[B]

He did. He did. I was screwed at that point. You know, after. After that happened, I could not. I couldn't fathom the success. But what was most important there is the. The value that he's providing the world.

[A]

That's cool. And was that before or after all of our kids were. So we had twins and they had their first son, like, week before. Because I kind of does before. After.

[B]

Yeah. So we met you before. We'd been friends for a little while, and then I think that we had our kids. And then you guys moved kind of fairly soon after that.

[A]

All I remember is, so when we had our twins, we were in NSU for, like, two weeks, basically. So we just rented a hotel room in the hospital and just hung out there and just goofed off. And I remember he Was coming and like, do we have to go to work or why are you doing. He thought I was gonna go. Yeah.

[B]

I told my wife, I'm like, we gotta take dinners over there or something. We gotta help him because they're in the hospital with these twins and they can't leave, and he can't work because he's in the hospital.

[A]

And just little did he know the Internet was working.

[B]

Had no clue.

[A]

So that was fun. So then a little while later, then Brent started coming. Working for us initially was affiliate management for the first. How many years you do that for a long time?

[B]

Yeah.

[A]

Really?

[B]

For like, eight, nine years. I mean, rough. Well, the hats were always kind of.

[A]

Being moved, but small company did a lot of everything.

[B]

Yeah. So, yeah, probably eight years specifically, really, to kind of focus on the business development and affiliate management and partners and stuff like that.

[A]

And just everyone knows. I recently on the podcast, had the presentation I gave from Funnel Hacking Live about your one Funnel Away about stories, and I talked about Brent in that made me cry in the middle of my presentation. It's kind of embarrassing, but you were here for, like, the goods and the bads, like, when we went from like, five employees up to, like, 100 and back down to, like, five and, like, all the stress up and down. I'm curious, honestly, why you didn't leave when everything collapsed and crashed.

[B]

Yeah, it's a good question. You know, I don't know the answer either. Yeah, you get me really vulnerable. So, you know, working with, you know, an entrepreneur, especially with Russell, I mean, you know where the heart is. And there came a point where he was trying to help too many people. And, you know, he was employing a lot of friends and family and people that he wanted to provide opportunities for. And that was great to a certain point. But there was a point there where, you know, business changed a little bit, evolved, and we were needing to make some changes with it, and those changes wouldn't allow him to continue supporting everybody he was supporting. And that was very difficult for him and my wife and I, you know, because we cared and loved Russell and Collette and their family. And we, you know, we came to a point where I didn't want to be a burden. I didn't want to be. I knew that he was stressed and worried about taking care of people. And I had a conversation with my wife. I just said, like, I'd rather keep our friendship than have him feel stressed about supporting, you know, having opportunity for me to continue working there. So one day I kind of came into your office and we just kind of had a real chat and I priced out some things that just, I just, I want him to understand, you know, how important what he was doing was. And also I want him to understand that I was okay to leave. Like, I don't want him to feel like he needed to provide for me, like I would be fine, figure things out. I just wanted to make sure he was okay because it was the point where you were helping so many people that, you know, really one hiccup, you could have lost everything. You were, you were refunding every. All your savings is going back into the company. And at some point you just can't keep doing that.

[A]

Yeah, I got really scary. But somehow we pulled it around.

[B]

Pulled around. I mean, obviously you, you had to make some, you had to make some tough, tough, you know, phone calls and, and decisions there that, I mean, absolutely changed the company at that point.

[A]

And you know, basically like, I mean we had 100 some odd employees. We let, we had all these wrestlers working for me. So we let go the whole wrestling team. We had to downsizing.

[B]

Fire.

[A]

Yeah, it was. And we shrunk from like 20,000 square foot building to 2,000 and then anyway, it was rocky and scary, but it gave us ability to refocus and refigure things out. Remember we went on a couple trips. We were like trying to figure out who are the people that are still having success in our market. We jumped in a plane, we were traveling to different people's offices. We spent time with Ryan Dyson, Perry Belcher, trying to figure out what they were doing with flow to Rich Sheffern. They were doing and just people who are friends and just kind of at this time to figure out like what's actually working today and how do we shift our business model and change everything. And it's funny how much pain that was during that time. But then we flew to London.

[B]

Yeah.

[A]

And like how, how, how important it was for like the transition that what became clickfunnels and everything else.

[B]

Yeah.

[A]

So anyway. So anyway, so many fun stories we talk about forever, but we don't have time for all those things. So what, what, what I want to talk about a little today though is so probably about two years ago, probably a year into the business when we first started growing, like we're. It's funny, I got a message today from Alex Charfen. He's like. I messaged him something. He was like, you sound so calm. Half because we're here in Hawaii probably. But he was like, he's like, I don't know any other person running 100 million dollar, your company that's as relaxed and like and is able to respond to people and like. Anyway, but we first started, we didn't.

[B]

Know what we're doing.

[A]

Like it's, it was just kind of like we know how to sell stuff. You start selling, click funnels start growing. Then all of a sudden like all sorts of new headaches came up with that. Like from a software standpoint, Todd. And then we brought in Ryan and they had to deal with infrastructure ups and downs. And like right now I think, I think if you were, excuse me, I think based on like Alexa rank number 700th most visited website in the world. But that's not getting anybody's custom domain. Take with custom domains, we're probably the top 500 websites in the world. There's not many humans on earth that have ever dealt with like that kind of scaling and infrastructure. And like Todd, never done right, never done. They're figuring this stuff along the way and we're hiring consultants. Then on the marketing side we're trying to grow and then like all these things and as everything's growing, like one thing that we didn't have in place was like any of like the internal like company business stuff. Like we were getting salespeople and good coders, but we had to do that. And it was funny because you never had experience that either though.

[B]

Not really, no.

[A]

And with this time where internally there were like that everything was shaking. And then basically, Brent, we're going to take you from affiliate management. You're going to run this role and didn't know what to expect. If it was going to work, it was not going to work. And he was able to step into this thing and just has turned. This has really like simplified. Like I've had zero stress about that part of the business since you took it over. And from that time went from like 20 employees to now, I don't even know where to now.

[B]

135. Whoa. Employees and contractors. We got a few different folks, but lots of people.

[A]

And so I love to talk just, I mean first you stepped in that role and it was probably disorganized and stuff. Like what were your thoughts? What did you have to go and figure out and what did you have to learn to be able to turn it into what it is now.

[B]

I think the big thing, you know, is Russell's vision for the company. We worked together long enough that I knew where he wanted to go. I mean we even just inherently just kind of knew the big Thing about Russell is his ability to surround himself with good people. And so that was the first part is evaluating who do we have currently? Are they in the right seat on the bus is a big part of that too. And some of that, you know, we kind of tested different things and some things worked and something didn't work very well. We brought people and we started, you know, the phone stuff a little bit there with the clickstart program and some of those guys were better than others and then we've evolved that program. But the big thing about obviously support, you know, we had, we had, I mean when you guys initially started hiring some support team members, those guys were rock stars. And a lot of those guys are still with us today and they've evolved even in their positions with the company because of their commitment and their love of clickfunnels. I love when I get to interview and talk to people and when those individuals say I love clickfunnels, that is the coolest compliment that we can get is when we've got people who want to raise their hand. They want to work with us because they love clickfunnels, they love the mission, they love the ability to help people. And so I think the biggest challenge was how do we grow with it. Because the marketing side, sales side was growing so fast. It's important that we're providing, we're taking care of our users and helping them have the best experience possible. And also ClickFunnels isn't just some easy push button software. It is easy to use once you understand it, but there's a lot of different parts of it and understanding marketing is a big part of it. So we needed to bring on people who could understand clickfunnels who understood marketing and also understood Russell's style and the way you were taking everything.

[A]

Yeah, it's crazy because I think when you took over the role that it wasn't just the support but that was a big piece of it obviously because probably what, a dozen support people at the time?

[B]

Yeah, there's probably six to 10. Well, about 10 or so. Yeah.

[A]

And the way to take that is been funny because like one of the criticisms we hear sometimes about click phones is like, oh, support's not live, live all the time. And it's, it's funny that you know Aweber's live and say yeah, Aweber has been growing for 20 years. They probably get four new signups a day like clickfunnels right now. It's been a while since I looked at the stats but it's anywhere between like 500 to a thousand signups a day, every single day that are coming to clickfunnels and trying to learn this huge platform that runs your entire company. And it's like, how do we stay in front of that? Like, you know, and like our goal is eventually to get the point where it's real time supporters close to that as possible. But like, there's no one else in our space that's ever had to deal with that. They've grown companies that fast. Most big companies like Stripe, they don't have any support at all because they're like, we, we can't. So therefore we don't.

[B]

Yeah, it's just like.

[A]

But we still need to have that support and education and stuff like that in place. And I think what you did initially, I know that Ryan was part of this. Ryan Montgomery helped set up initially too. But like just for those who have support teams and maybe have three or four people and you're starting to scale something like you kind of broke people into teams. You want to talk about some of that initial stuff that you guys did there to make. Yeah, make the scaling side of support easier.

[B]

Yes. We moved over. So we were, we moved over to Intercom and so that allowed us to do, you know, like life support. So it wasn't necessarily right live, but people could submit conversations, we respond to them and that's, we used it to start and we've, we've grown and then that. Our response time, that's how we kind of gauge our success, our response time. Now there's a lot of software companies who offer like live support or they'll offer support from like 8 to 5 or something. You know, our essentially turned out to be really 24 hours. We've got team members all around the world. And so, you know, we initially started, we actually had kind of international team and then we had more domestic teams. But you know, as we realized as we continue to scale and grow and we get more and more people international, we've got international folks on every team, we've got domestic folks on every team. So they can kind of work that schedule out as needed. But you know, as we came in and we saw the amount of conversations that we had, I mean, these guys are answering like 8 to 9,000 conversations a week. You know, our support team, it is crazy. I mean, our billing support is like unreal. You know, we've got a team of billing support team members and most of them are in our office. We have a few individuals who aren't, but, you know, the Big part is, again, having leadership in those positions. So every support team we have has a team lead who is the person that we reach out to that we help with training. And they now can pass the message and all the training onto their other team members.

[A]

How many teams do we have right now?

[B]

So technical support teams, we have eight technical support teams. We have one building support team. We've got one team that focuses on some different other partners we have that we worked with in the past. We've got a team that helps with our clickstart program. So that's a program people can sign up with, and it allows them to be able to get some help on the initial setup. And we've got a team lead who helps run that team.

[A]

Cool. I think what's cool about this for any of you guys who are scaling, like, what would have been like. In fact, this is what happened at first is we were scaling. There's one person in charge, and they'd like 10 people underneath them. And then we're trying to grow, and everything's growing. And like, that person couldn't handle, like, any more growth. It's hard to have more than, like, eight to 10 people you report to. You get bigger than that. It gets stressful, and it's really hard. So Brendan came in and said, okay, the people that we have that are rock stars, make each of those a team lead, and let's put employees underneath each of those things. And the team lead can train the employees, make sure they're doing good. And he's only got to deal with the eight or 10 team leads, deal with them, and then they are working with the individual people. It gives us, like, a communication channel to get through. And now he's not having 90 direct reports back to me, just as the eight and things like that. Another cool thing we did recently is the train. Because the other big thing that we have, and some of you guys have something similar with your businesses, is someone was saying about, if I say competitors, there's a competitor who has software that has pages that generates leads, and their software is one thing. There's one button you can click, and that's it. It's very, very simple.

[B]

Click funnels.

[A]

It's like we're building your landing pages, your funnels, your shopping cart, your affiliate platform, your autoresponders. There's 8,000 things. And so for us, we can't just hire someone in Boise, Idaho, and be like, hey, now you're a support person for clickfunnels. Like, there's such a learning curve. They have to understand, even be able to do that. So a couple things. Number one is that most of our hires come from people that are members of our software, which is a big thing for you guys to think through in inner circle. This comes up all the time like, where do I find rock stars? I'm like, I guarantee your rock star you're dreaming for is already a customer of your product. Right now I look to your internal customer base for your rock stars because they're going to know your product, they're going to be passionate, they're going to care more than just someone you pull off the street. That's like number one. Number two then is we needed, how do we train these people? I think initially each team leader was just trained their people.

[B]

Right.

[A]

But they were getting bogged down in the training, not being able to support and manage stuff like that. So talk about the, the new team. That's the training team, right?

[B]

Yeah. Well, you know, a big part of those help Mark. Mark came up and Mark, you know, is helping work. He does a lot more work directly with the team leads.

[A]

There's no Mark banger. He's killing. He's awesome.

[B]

Yeah. You know, he still kind of bounces customer education and helps with support management. So Mark came in and then we had the idea of recognizing as we brought new people on, they'd kind of initially they would slow down the rest of the team. And so we pulled another team lead out. We pulled Andrew out, Andrew Newman. And he now his focus is just training. So as we bring new team members on, he's focusing on those guys. As we look at as he doesn't have maybe anybody currently to teach, he's reaching out to people who've been on the team who maybe lack, you know, knowledge about backpack or actionetics. And then he's, he's. We're pulling those guys out, he's doing training with those guys. So we can get everybody up to this. The same level, same tier. Yeah, that's cool.

[A]

We did some of that back when we had our big call center before the big crash of what year? The crash of 08. Crash of an eye. Because we had 60 sales guys and problems hit me. We hire sales guys off the street. Someone's got to train them. So we had a training team. So every sales guy come in, they go through a two week training. But Robbie Summers was one that managed that. And then the ones that were good, we then put them on the floor under another team. The ones that sucked, we would just get rid of them. That's kind of the same thought here. Let's bring people and have someone who's dedicated to training them when they're ready, then put them onto a team so they can start running with everybody as opposed to pulling people back. So anyway, it's just crazy. Like all these, anyway, these are all the things that we're learning as we're growing and scaling along the way. Someday we're going to write a book about this whole journey, this whole experience. Because I think a lot of times companies are built where like there's dude, an idea to hire a venture capitalist. They bring in a management team, they bring all this stuff and then like they build a company where us was like raw passion and that's what's like growing this whole thing and kept it, kept it afloat. So anyway, it's been a fun ride so far.

[B]

It's been, it's been an unbelievable ride.

[A]

Yeah, it's been so much fun. So I appreciate all your work and help and everything you do. And hopefully this gives some of you guys ideas as you're growing your support teams or development team, your management or whatever those things are. If you look at. Also I had someone, I was Andrew Warner from Mixergy the other day interview me and he was like, how are you able to write books and run a software company and do coaching and all these different things? And the same thing is kind of what Brent mentioned earlier. Like I've got really good at surrounding myself with amazing people where I feel like it's almost like there's parts of the company that people are running. Like you're running all the operational stuff. So I don't have to worry about that. Like hiring, the firing, the finding the right people. Like Brent does that. So I just talked to Brent and then all the people stuff's taken care of. Todd and Ryan run the whole development team like, and so like they like Todd's ran. I talk to Todd all the time but like it's just happening and I don't have to stress about that. And then I'm kind of running the marketing team and you know, Dave's running it. You know, it's Dave. There's probably five or six people that I, that I really deal with directly inside the company. And then I'm able to do the part that I love the most, I'm the best at. And I think that, I think a lot of us entrepreneurs and most of the people that are in those, those positions all are get profit share and equity in the company. And I think one of my big mistakes I made when I first got started was like, I was so protective. Like, this is my, you know, like, I wanted. I wanted so much control over everything that I, like, stifled everything. Whereas when I was able to give up control, I was able to bring rock stars and people that have skill sets that I don't. And now because they have, they have stake in the game, like, I don't have to worry about every decision, every single thing. Like, I trust Brent. He makes a thousand decisions a day that I never even question or think about because I trust him. Same with Todd and say, like, they know, like, they do that because I was willing and able to do that. So I think a lot of you guys, if you're struggling at growth, you don't have the ideas, like, you're not gonna bring on venture capitalists and destroy your soul and you want to grow something. The opposite of that is like, bring on really smart people and give them a stake in the game. And then it's kind of like Chet Holmes used to tell me. Said that in his company, everyone was based on a percentage of sales. There was no salary based people. He said, what's cool about that is like big months, everyone gets big checks. Small months, everyone gets small checks, but everyone's in it together. I think that building teams that way is better than bringing a bunch of money and hiring the right people or hiring the best people. It's like hiring the right people and giving them incentive to where they can grow and do whatever they want. In fact, I'm gonna share one thing.

[B]

This is cool.

[A]

I'm allowed to share this. Probably can. Anyway, so this was. We had these accountants. Most marketers or most entrepreneurs are like accountants, but we had these accountants. And every year I have to go to the accounting meeting. And then they would always talk about, like, all the stuff to do to try to lower your. Anyway, super annoying. And it was like the worst meeting of my year destroyed. Like, I lose all motivation and momentum for an entire week. So I was so stressed out. And I remember driving home from those, so pissed off at the accountants for trying to ruin my happiness in life. And I remember in this podcast, I have to go find it. But I was like, my goal is, I want. Not only am I going to max out my tax bracket, I'm going to have everyone I know around me, all my partners, all the people that are pushing this, I want to max out their tax bracket as well. And we're talking about this earlier on this trip here in Hawaii. Like, there's probably half a dozen or so people on our team now who have maxed out their tax bracket because of this whole concept we're talking about. And that is like the coolest feeling in the entire world. So.

[B]

So it's pretty awesome.

[A]

It's pretty amazing. So there you go, Uncle Sam.

[B]

There you go.

[A]

Anyway, that's all I got. You have anything else you want to add?

[B]

No, I think it's such a. Just again I said the term unbelievable. It truly is every day. And how cool is to be able to come and work with friends and good people that it's just a positive, positive place. Our company culture is a big deal. You drive that. And it's been really fun to see people come into our office or just come into our business, our space, and to feel that sense that even those who work remote and we've got a lot of team members who work remote and most of them. Yeah, most of them are. And it can kind of lonely road out there, but yet, you know, we do things to try to help them feel the feel love. And Russell will send swag to people and just unexpected things that just make people feel the love and help them know that we appreciate them. That's a big deal.

[A]

So here's a question for those who may want to join the Clickfunnels team. What's the. How do they.

[B]

You know what I mean? We got a link on clickfunnels at the bottom. Clickfunnels of McCareers. But we're always looking if you. I mean, if someone out there is passionate, you want to build it to find a place with us, hit me up. You can hit me up on Facebook and hit me up. Email brentlickfunnels.com Just send me an email. I can direct you where to go. And we have applications up. Yeah. Yeah.

[A]

That's awesome. Well, thanks, man. So that's a little bit of behind the scenes. How the hr, the growth, the. The internal stuff, kind of what we're doing and how we're doing it again, we're just learning all this stuff along the way. Someday we'll write a book about it when it's all done because the lessons that we've learned along the way have been cool. So hopefully this gave you guys a couple ideas and things as you're growing, scaling your teams, and that's all I got. So thanks, everybody.

[B]

Thanks, Brent. Absolutely. Thanks, guys. Bye.

[A]

Would you like to see behind the scenes of what we're actually doing each day to grow our company? If so, then go subscribe to our free behind the scenes reality TV show at www.funnelhacker.tv.