The Exact List That Gets You Fired at His Startup with Sam Senior CEO of Monarch

Here are the things that you get you promoted. Here's a list of things that are going to get you fired. I don't know if something on that list. Oh man, I have a whole document about this. One is miss deadlines without communicating early. If you overpromise and underdel repeatedly, if you leave unclear ownership or undocumented decisions, quality of your code stuff that can be learned and fixed, but these behaviors are things that are much harder to solve for. Nobody shared a list of things that can get you fired. For somebody hiring somebody from an enterprise to work at a startup, what are some ways to mitigate the risk of, hey, they've just worked in a big company, now they want to work at a startup, can they handle what it's like? My blanket rule would be This is who we hire. I'm your host, Luiz Cent, and today we're joined by Sam Senior. Sam is the founder and CEO of Monarch. He's an Emerald LP at GTMfund and we're really excited to have Sam on the show today. Been following Sam's content and podcast for quite a while now. We we've had the opportunity to work together in one of my favorite topics, which is hiring, and he's graciously going to give us some time here to talk about how he does this for Monarch. Sam, welcome to the show.

Yeah, awesome. Thanks, Luiz. Very excited to be here and and see what we can dig into.

Yeah, let's do it. So Sam, you're hiring in the age of AI. Why are you hiring at all? Like why are you building teams? Why are you investing in humans? Why not just fill every role with AI?

Yeah, ultimately as I think about our customer base, uh product is really important, but I think of it as only maybe a third of what we're actually delivering. The two other thirds are people and process. Meaning, how do we work with our customers on all the change management that needs to happen from a hearts and minds perspective? And then also what does that mean to be redesigning processes within their business that enable the technology to be successful? And turns out technology isn't incredible at winning the hearts and minds of people and really helping them redesign the way they work currently. That's what people are really damn good at. And so I think that's a huge part of what we need to be doing is actually bringing exceptional people who understand what's happening in the world of AI to our customers and taking them on that journey as one major reason. And the second reason is there is just an abundance of capabilities that we want to build and there's only so much that AI can do by itself. You don't have the taste component. You don't have the vision component. AI tends to converge to the mean as much as it can when we want divergent thinking along the way as well. And that's uniquely capable with humans.

Love it. So you're hiring engineers, you're hiring them in San Francisco, you're hiring them in Brazil, you're you're hiring them in Australia, where were you originally from. What is is there a common thing that you're looking across all these continents when you're looking for an engineer for monor?

Yeah, consistently we're looking for resilience. We're looking for high curiosity, very proactive ownership, and extreme growth. They're the four things that I really care about. You know, you need to you need to be someone who's not just looking for to be told what to do. That is not just taking the first piece of information that comes their way as the answer. They're not just relying on AI to do everything for them, but actually someone who is deeply proactive, extremely curious about the problem that they're looking for, understands actually what a great experience could be, and then is just learning extremely fast. I think the the most active channel in our Slack is all around AI. We have two two channels, AI productivity hacks and then our bu building in public channels. And both of those are just so rich with content from everyone across the team. We're looking for people who are spending time just deeply being curious, understanding what's possible, and then wanting to share it with one another and just grow hella fast against it.

Love it. So, talk to me about those two channels. Who created those? How did they get was that just organically? Was that you as CEO saying, "No, we need, you know, we need to be talking about this every day and and and leading by example or how?" Yeah, I created the first channel AI productivity hacks and then Eduardo who leads a lot of our engineering in Brazil uh created the second building public and it's actually interesting the building public place the rule is that everything needs to be typed by human that's in there so that we don't get a lot of long messages so it's concise and tight

and it's all about what we're actually doing with AI directly in the product and how people are working on it and being more successful whereas the productivity hacks one was really for me and it's merged so much over time, but um the initial goal was really just to keep people up to date all the time as to what's actually happening in the world of AI. What is all the latest stuff that's being talked about on Twitter in particular and how can we be pushing the boundaries of what we think is possible all the time and and so that's where it started and then the team has run from there. We actually now have a third channel that's relatively new that one of the engineers started up that is basically a feed almost like an RSS feed of all the stuff that we would care about that's being pulled off Twitter and other news websites. And then we have a bot that's often look one of my dots actually my my jot does this quite often and other people's do this as well where anything that it thinks is interesting actually starts building and putting into a preview environment for us to look at if we think it would be valuable for the product. So it's all automated in this way. Yeah, exactly. big big big part of how we how we build.

I love it. The the building in public one is interesting where so so much is AI and if you have the rule where there is no AI it's you have to be human and type in here. How refreshing. I we're going to need to borrow that one for sure.

Yeah. Otherwise we end up with these 20page documents that everyone just throws away and you actually spend more time reading it and trying to understand it than you would have if you wrote you know a paragraph about it with your own fingers.

So how do you think about meetings at Monarch? There's kind of two meetings that matter. One is the very fast, very high impact alignment meeting. Uh because there is so much divergence that you can do. We want to make sure that we're constantly diverging and converging every single day. So you would think of them as startup as standups. We now we actually call them lockins. Uh just to make sure we're all super locked in into the thing that we need to deliver. That is extremely important because it's, as I said, it's so easy to go in in different directions right now and get distracted and have fun snacking and kind of building new stuff all the time that maybe isn't directly in the what I would call the critical path for for what we're doing. That's a very important meeting. And then second is actually more around for me personally is executive alignment. So we have this meeting that we call L10 which is a level 10 meeting. We actually have to rate the meeting at the end of every week to basically say was this a level 10 meeting? Was it a 10 out of 10? If not, what do we need to improve? So, we have this big whole growth mindset around it. But that meeting is around me and my team direct who are my direct reports just getting very very aligned on what is the vision, where are we going, what are the big rocks that we aren't nailing today, what do we need to cascade into the rest of the team and make sure we are going through those those daily lockins as well to make sure it's successful. So, they're the two main I think really really matter. Um and then there's the the third type which is the kind of brainstorming type meetings, the very clear divergent thinking meetings which my team is obviously all doing together with one another in in different pairings whenever is relevant for the thing that they're working on.

And a lot of this is in office, right? You embrace an in office culture across um everywhere in San Francisco.

So we we have an office in San Francisco. We have an office in Brazil. It's really important to me. I think that speed is the number one thing that determines success of a of an early stage company and you can just operate so much faster by doing things in person where I can stand up after a meeting, look over my desk, speak to one of my team members in about 15 seconds, convey everything that just got talked about and and off we go. So there's just the speed of iteration that's so valuable.

Yeah, you can you can definitely move quicker.

Yeah, we we um I think I post about this on LinkedIn. This whole idea that we also have an agent that's observing our L10 meeting that I spoke about before. to identify if there's any product capabilities that need to be built. So it's this whole idea of having the software factory that's basically looking for signals at all times to say where is what we're saying or what we're our vision is divergent to what we currently have built and how do we start get get that automatically spun up and start working and L10 that's EOS right uh

yep that's right good catch

and you're you're through the the steps like the people analyzer you're using it for hiring firing promoting every day

the accountability matrix all that sort of stuff. Yep. Wow. And have you seen an impact on who you're bringing in and how you're hiring and and promoting people since implementing it?

Yeah, I think I think it's more around the companywide alignment is actually where we found the most value less so than how how we hire specifically. I think we we have that concept of accountability of like these are the big the big things that any new hire is going to be responsible for and own all the way through regardless of of EOS. So, it's really it's part of that broader alignment strategy more than anything. But but that's the number thing that matters.

Yeah, I think having a you know really good alignment and vision is uh it helps attract more candidates that are are bought into your mission. So in inadvertently maybe it helped you more in that. And then how are you getting you know so you're you're in San Francisco, you're in office but then you also have a team in office in Brazil. How are you getting them bought into US and to move at the San Francisco speed that you really require? Yeah, I think this is a constant topic of communication. We actually brought two of our more senior Brazil folk out to San Francisco recently to get them just to experience it and they were like their eyes are pretty open. Like there were some of the faster moving people on the team as it was, but our eyes were open as to the level of intensity of what AI really means in their city. Uh the speed that is expected, the sort of events that were operating, how things move dayto-day in a way that they had never experienced before. And so we use that very transparently as a tactic to kind of get that into the rest of the team as well as one mechanism, but the other is like in our company all hands. So I'm just constantly talking about speed. I'm constantly talking about how fast other people are moving. I think it's one of the reasons we have these these news channels as well kind of really articulating what's happening out in the world all the time so that people can internalize it and then it's just about setting a bar and and expect people to be able to hit it constantly and that is translating like if you are engineer in Brazil right now and you want to work in a company that's moving ridiculously fast on the edge of of AI we would be a fantastic place to come work

love it

so you I mean you're flying people out for like you're really investing in international teams have you been able to find the same like level of AI talent in other locations outside of San Francisco.

I think San Francisco is unique in many ways and I think it would be unfair to have the same expectation on people who don't live in San Francisco, you know, and the the San Francisco kind of AI company in talent. A lot of it's been hooed up by Open AI and Enthropic who are obviously just paying outrageous amounts of money or meta or or whoever it is.

Yeah. multi-million dollar salaries. It's uh it's it's a great time to be an AI engineer

and they have very specific sets of stereotypes that they're looking for, right? If you look across their employee base, you'd see a lot of similarities. And I think that the opportunity for early stage company like ours is to not be looking for the exact same heristics as them, but be able to find incredible people outside of that or people have a different set of circumstances. Not everyone can come live in San Francisco and there can be exceptional talent out there. You just have to spend a bit more time doing that. And it's an opportunity to also have people in the team that you grow up in in the business and make them more successful. And we've really seen that like the speed of growth for a lot of our team members that really weren't AI native to begin with, but now truly are and are moving extremely fast is happening all day for us. And so I think if you're willing to zigg while the others are zagging is really important and have a little bit of patience and be willing to grow people up in your ecosystem like you can have the same quality in your team and that talent density that you really need and are looking for. What a phenomenal answer, Sam. And it's not hypothetical, right? Like I I can look on your LinkedIn right here in Monarch and I can see you have folks that have been with you for years and have grown and been promoted three, four, five times. So, a lot of our listeners, they maybe they don't know how to do that yet, but yet they're a first- time founder and they're like trying to figure out how to create these career paths in lanes.

What advice do you have for them? How do you do that?

Don't spend too much time building career paths and lanes is my first thought. Um, I think if you're an early stage founder, honestly, even if you're kind of mid-stage founder, don't go write big rubrics. Don't go write long career path and promotion targets and all this sort of stuff. I actually think you're going to fall into a whole bunch of political BS that you don't want and it will slow you down dramatically. So, my first piece would actually don't spend a lot of time on it. Um, which might sound very uninspiring for those people on your team except if you if you take the angle of, hey, the people who are just constantly delivering, the people who are proactive, who are growing really fast, who are providing huge amounts of impact, kind of like the big things I talked about earlier, if you make it very clear that those are things that are going to get you promoted or get you paid more or get you an extra bonus or whatever it is, if you make that clear, people will rise up into it. You know, we will our structure is that we'll kind of do promotion cycles twice a year and we'll do that review cycle as well. And it it doesn't need to be as stringent as you have hit exactly these things in a rubric because otherwise you're going to limit yourself cuz people will grow at different speeds on different capabilities and sometimes your business needs one of those things more than than the other and you're going to hamstring yourself if you put too much structure around it early on. But that all being said, you need some structure so that people have some predictability. And so it's this really fine balance. We spent a lot of time basically saying, look, we have this six month struct this six month review cycle. Here's the sort of capabilities that we need to have to see at the next level. Here's the process that we're going to run to make sure it's fair. We're going to kind of do a bit of peer reviews. We're going to do some some direct manager reviews. We're going to look across what the business needs in this moment as well and see what's possible for you. And it's not going to be completely dialed in to be fine-tuned like you would a large company cuz you're just going to waste so much time doing that.

Where where did you get this framework to do it every 6 months and to not, you know, be fring but not too stringent?

I think a lot of it has been test and learn very transparently. My previous company was every 6 months also. Um so when I did Bain it was every six months that you did these performance reviews and they did have some structure. obviously much more scaled organization and you're kind of comparing people like in exactly the same job at like with thousands of people doing that same job so you need that I basically was like what are the best parts of that that I can take that aren't just a lot of overhead and brought it in and then stripped things back as much as possible

so like you took you made a better process for software companies that you got from Bain

yeah for us to start with and over time we'll move closer towards the version that they had or another equivalent company would as we scale the business and and need It's great because to your point where I if you make this process for a year but you need to pivot the company in 6 months and change things that then you're locked into this.

It doesn't need to be more than that. It's like here are the things that you get get you promoted in a list. Here's a list of things that are getting you fired so that you have clarity on that as well. You really do that. Here are a list of things that get you I love it. I have something on that list.

Oh man, I have a whole document about this. I can't let me just see. Hey, I'm going to go I'm going to open it up and very explicitly name it out cuz I don't want to I don't want to get it wrong. I'll give you a flavor of it. One is miss deadlines without communicating early and renegotiating a deadline if you need to. So, if you miss them a lot, that's going to get you fired. If you overpromise and underdel repeatedly, if you leave unclearh or undocumented decisions, you what you'll start to notice is this is a lot about ways of working rather than did you write a really good PR, right? because ultimately a lot of the ways of working and how you gel within a team is fundamentally more important than than the the quality of your code because the quality of your code stuff that can be learned and fixed but these behaviors are things that are much harder to solve for. So other couple of things is like saying yes to your team leadership or customers without checking feasibility cuz that can create a huge amount of um follow on effects that you don't want across your business. uh blaming others instead of understanding what you could do differently in that situation and taking responsibility for it. Ignoring our AI first expectations or resist learning new tools is a big thing. Being careless with customer trust, timelines or data, assuming someone else will fix the thing that's broken, ignoring the feedback of others. Like these are the sorts of things that that we really care about and would end up having you fired.

Wow. That that is phenomenal. Thank you for for sharing that. Uh I think a lot of us can take some things from that and uh create our own list, right? Because I think it's very you see culture and values and they're written on this wall and you know you said you live by them and I but nobody you know this is the the 26th episode. Uh nobody shared a list of things that can get you fired yet. So thank you.

Yeah, I think I think that's a big challenge, right? Because otherwise it's implicitly written which makes it actually very hard for you as a leader. you are far less likely to be cut and dry. you're far less likely to move quickly on something and it's unfair on the individual on the other side of it if it's an implicit expectation because then you're kind of in this guessing match of oh well I wasn't actually I didn't actually realize that was such a big deal or oh I thought I was doing the right thing over here but actually this thing that I'm doing here kind of overrides that from a negative perspective like you want explicit expectations of every individual for them but also for you as leadership team members to say like I'm I'm these are the expectations of what we're doing here you're not following them what do you think we should be doing? They say, "Well, I I I can fix those." Great. Let's get it fixed in two weeks from now. And if we can't, then we know what the answer is because you've known these expectations the whole time.

Love it. Super clear. So, I mean, you've come from a big enterprise. You've hired people from traditional enterprise, but you also hire people from a startup background. What's, you know, for somebody hiring somebody from an enterprise to work at a startup? What are some some ways to mitigate the risk of hey, they've just worked in a big company, now they want to work at a at a startup? Do they, you know, c can they handle what it's like?

Yeah. My my blanket rule would be to say, and this sound a little unfair, is probably don't hire them from an enterprise unless there's a very specific set of circumstances with that rule. Hey, they worked at Salesforce, we can't hire them. Never.

Yeah. Oh, that's almost certainly true. there's a very low chance that I'd want to hire someone from Salesforce because any I anytime I've hired someone from an enterprise typically they are not moving at the speed that we need and speed is the the number one determinant of success

but you've come from an enterprise yourself right so it's uh

yeah so this is where we'll we'll talk a little bit about the exceptions um which is what is the structure of the team that they are working on you know were they one of 100 people in a team doing something probably don't want to hire them were they one of five people in a team doing something that end up being impactful Okay, that's a much more interesting conversation to have. What were the things that really pissed them off about working in their enterprise? Was it speed? Was it about the the ability to actually take ownership and action without getting their hands slapped? Like all of these sorts of things. Do they show proactivity? Are they are they growing really fast? Like they're the things that that really matter. If I think about my my experience at Bain, Bain is essentially a series of small startups because every new project that you're working on is a team of five people who likely the majority of them don't know anything about that industry, know nothing about that that client ever before and they're expected to get up to speed fast than the client. You're expected within 10 days you're expected to be smarter than your client on a topic. So it's a mini it's a mini startup and the attitude is like the job is not done until everyone's job is done on the materials for the stick or the board meeting or whatever it is and so you know you're regularly working 14 15 16 18 hours a day to get that done and that kind of attitude is also expected here like that is not a 9 toive job right so you'll see a lot of people who are ex-conultants ex exers hedge fund people p etc be actually very successful investment startups because they have that horsepower. They have that grind attitude. They understand what it can take to to actually get things done and often those companies are operating in actually lots of little startups and so there's a real difference between that. So you need to spend some time doing like understanding the ecosystem that they came from and the majority of the time the answer is absolutely don't hire them but occasionally the struct they were structurally set up in a way that looks actually quite similar.

Good good points. Um, so you have a limited budget right now and you want your board, your investors, everybody's pressuring you to increase revenue per employee. You know, 3, four years ago is increase revenue, money is cheap. Now it it's increased revenue at all like not at all costs. It's we we have to be like higher.

I I disagree. I think every investor right now it is just 100% growth. Nothing else matters.

Apple are the problems to be able to win a market. Yeah. Yeah. The the world of AI is just as two or three years ago, I think what you were just saying is correct. They cared about how you spent your money. No one cares anymore. The best VCs Yeah. The best VCs only care about hyperrowth. That's the thing that matters.

What we rather you die very quickly. Hyperrowth.

Hyperrowth. That's

Yeah.

So, what does that what does that mean to you?

How do you go from zero to $30 million in a year?

Yeah. And then how do you take it to 120 million the next year? Then how do you take it up to 400 million the year after? Like that that's the expectation. Like if you're not doing that, you're not getting funding

and and you're irrelevant in the world of AI.

So you better catch up.

So you're an investor as well.

And that's what you're looking for when you're investing in founders. You're looking for mentality.

Yeah. Exactly. I've been fortunate enough to invest in a few hyper growth companies, some really publicly well-known ones, and that's the expectation. Like I I didn't invest in a very well-known, very fast growing company recently because I don't think it's durable value um as well as hyperrowth. Like you're expected to have both of those things at the same time, which is kind of insane and almost impossible in this world because the people who are hyperrowth are the ones that are closest to the labs. The ability to have durable value if you're close to the labs is actually really tricky. So the ven diagram is very very tight. And so this is actually also one of the hardest investment investing markets that we've we've seen a long time. If you look if you project forward what what's likely to happen here cuz the the the bar is just up.

So like for your investments are you taking inaccuracy and advising at all or simply a check and

prim primarily a check.

One of the other big ones that we've been in is big fintech that's just uh I think their story is really interesting because they also publicly known use them as a customer. I thought they were fantastic as a customer and that's why I was like great let's invest in this company as well very fortunate to be able to do that and I think their thing like since I put capital into what 18 months ago maybe two years at this point they're about six or seven times multiple on in terms of valuation since then and they're and they're yeah awesome fantastic how how fortunate am I and the reason they've been able to do that is that they keep rolling out these new major product capabilities that is opening massive markets. And I think that's one of the other big things that's changed in the world of venture and the world of technology now is that product is not the limitation. The limitation is do you understand what your customers want? Can you process your ideas in a way that actually delivers that value really quickly? And then distribution. There are three things that matter. And if if you don't have those, you're screwed. And so and you got to keep working on those three things every single day. And so I'm very fortunate to be part of this investment because I've I've observed that happening for them as they continue to unlock more value across their business and their customer base.

Thank you. Thank you for sharing. So on the other side, when you're taking money, when you're taking money from invest, what are you looking for?

Yeah. Terms are are important and interesting but not the most important thing. Fundamentally, you're looking for at minimum a fund and a partner that's going to do no harm. I think that's that's the minimum threshold. And then from there, it's like really looking for someone who again, it's all to alignment, who's aligned with the way that you see the world, and is still willing to challenge you on that view. So maybe maybe you're largely aligned, but they have places where they're going to push you and and it's up to you as to what you what you take on and what you don't from that. So having that perspective is absolutely crucial. Having someone who you know is very levelheaded through even the times when it's going fantastically and the times where it's going really poorly, someone who kind of can just stay grounded through all that process is is really important. And then you look to the thing and that's sort of more in the relationship dynamic with them. And then you look to the the things that your business really needs and can they actually provide value for that as well. And so fundamentally it is your responsibility as a founder to do all the things that a VC would promise to you anyway by yourself regardless of them. So you should assume you're not going to get any help and it's upside to be able to get help from them.

Yes.

It's all upside if you actually get value out of them from there.

But if you have the other things and that relationship dynamic that that goes a long way.

And then you're originally from Australia. Uh yes. When and why did you decide to move to SF? Uh, I moved to San Francisco about 11 years ago. I had always wanted to move to the US to be able to build a technology company. When I say always, I mean like from the age of somewhere between 5 and 8 years old. Wow.

I started to get really excited about it and yeah, I I was just very passionate about what is possible with a single line of code. um and the impact that it can have on humans, as many humans as possible with just one line of code can be can be exceptional. And so that excited me and I just wanted to find a way to get that to happen.

Wait, you were 5 years old dreaming of moving to the US and building a company.

Yeah. Yeah. Yeah. Yeah. The like building company thing, the like the the US component probably wasn't until I was like eight, but the rest of it Yeah. early on. The um neurology of it all is that little kids aren't very aren't very good at like planning ahead and singing like that far ahead as to what they want to be able to do with their lives cuz that their brains just aren't developed to do it. My dad who's a doctor has commented multiple times that it was like it was an unusual neurological development I had as a kid was to like care about that stuff and be thinking so far ahead. Like I'm just I I can't imagine doing anything else and I wouldn't want to be anywhere else in the world right now.

Wow. I uh you know I'm from Brazil. I I was born there but I had dreams of going to America but to go to Disneyland not so

Yeah. Yeah.

I don't know. Strange the strange guy with founders of weird people.

This is why you're building a uh a AI company in San Francisco.

That's amazing. So I want to learn more about like that. So like how do you even know to to build a company? Like you said your dad was a doctor.

Yeah.

How did like who built a company? How do you know what a company wants and like the booth to San Francisco to do it? Like what what content were you seeing and and looking at and watching?

Yeah. And I think really

Yeah. I was thinking I talked about this publicly before of like watching um Steve Jobs and actually at time there was like Steve Balmer on stage uh at their keynotes and talking about what they were doing and just thinking that seems really fun. They just seem to be having the best time. they've like they're talking about this thing that they made up in their head that now exists and there's all these people like congratulating them and I'm I want to go buy that product like kind of this chain of very simple thoughts cuz I was a kid like very simple thoughts came together and I thought that that's a really great way to live your life if you can do that and so see see if that's possible and then at the same time like I don't think I clocked this cuz I I just thought it was normal and I don't know how much this has affected me now but my My dad started uh his own medical practice and so ended up um with five or six doctors uh in in his surgery. He built a skincare clinic at the same time. My mom actually also started a business that that one failed. Ended up being shut down, but similarly fairly large within the town that we're in. We're a small town, right? But it just seemed to be something that my family did. Didn't even think about it. Honestly, I haven't thought about until maybe the last year that that's probably where I um picked up some of this like belief that this was just a novel thing that you did.

Yeah. How fun. You got to see your dad hire people, build a practice. You probably got to spend some, you know, more time with with y'all eventually after building it up and uh learning to delegate and now you're doing it in the world of AI.

It just didn't cross my mind that you wouldn't work hard. Like my family always did. They just always did. I just, you know, I'd go to school. My parents had already left for work. I'd come home from school. They wouldn't be home for a few hours cuz they'd be working. They'd be doing stuff. Like maybe it had some disadvantages to my childhood where I was maybe less connected to my parents and and maybe I was more self-reliant. My certainly was more self-reliant in many places. And like it's kind of fun seeing you particularly my dad just so attached to the thing that he was and building um during the nights. on weekends like sometimes I'd go into the surgery and just be with him like as he was doing all the networking literally the like the the IT networking for for the surgery and just seeing him like do that sort of stuff and know that it was possible and that it was normalized I think at an early age was was important and I'm only just starting to register it now probably as I'm about to have my first kid um just realizing like the the self-conscious or unconscious lessons that I was receiving as a child and that I owe to be parting imparting some of that to to my son as well.

So, would you want Felix to be a founder too?

Yeah, absolutely. I think like it's up to him. It's if if that's something that he wants, I would absolutely encourage him to do it. And he could want anything else in the world. And I love it.

I think I'd just be really happy for him, whatever whatever it would be.

Well, you're already a great dad and uh definitely a great founder. I can see from the the team you've built. But we've had a a chance to to work together here in the the last year and build out some of the Latim offices in Kashia Du and H Janeiro which have been really exciting and

and we're and we're also looking I I'll add to that we're also looking at S Paulo at the moment. So as you're I know we've got a couple of open wrecks particularly on the AI side uh we are looking in S Paulo and which is a new development for us as well. So if anyone in S Paulo is listening to this or so once we saw come hit us up.

Well this this will go out to the the 20,000 candidates on our our newsletter as well. So they they will be listable. So Sam, who should be finding Monarch and where can folks find you as we wrap this up?

Yeah, I'm available as always on LinkedIn just Sam Samuel Senior. That's probably the best way to find me. Sam Senior probably. And then on Twitter I am Samuel B Senior. This is a new thing for me. I've been encouraged by your team to start tweeting, which is somebody I'm not really used to, but I'm working on it.

Let's go. And then who should find Monarch? It's for enterprise, correct?

Yeah. Yeah. Large enterprise. So the the TLDDR for for Monarch is we bring AI to your most complex workflows against your most complex legacy systems for really complex longunning tasks. So that might be a few few different examples. Uh, one might be revenue leakage across a utility business and all the work that you need to do with your field technicians to make sure that things are appropriately installed and being monitored and built correctly. It might be working with a large global logistics player who has to handle all their partner airlines that they're working with in the cargo and making sure that they're balancing that correctly across their business instead of having a large operations team doing that. It could be a large pharmacy or healthare system that has a drug shortage in one part of the country but not the other. and how do we proactively make sure that the patients who need that drug most critically are able to get access to it rapidly and Monarch is actually the agent that's driving all of that in the background across those systems um that they already have in place.

Wow. Sounds like this uh this butterfly is going to be powering the world uh in the background. Fantastic.

Cheers to hyperrowth here to 30 120 and 400.

Yep. That's the goal.

Make it happen. Thanks for being on who we hire Sam Senior. That's