In Episode 5, Perry and Sam jump back into their conversation about hiring to talk through their all-time favorite interview questions and explain what they look for in how candidates answer these questions.
[Designing Growth Introduction Plays]
[Sam Chlebowski starts speaking, Co-Hosting, episode 5 with Perry Rosenbloom]
Sam: Happy Thursday, everybody and welcome back to designing growth. In today’s episode, I’m back with my co-founder Perry Rosenblum. This episode is gonna be a bit of a spiritual successor to episode four, where Perry and I had talked about our journey to create working where Perry and I talked about our journey to create motion.io working together at our previous agency brighter. Perry shared some of his tips for agency owners scaling up by providing his biggest lessons for hiring and outsourcing. If you haven’t listened to that episode yet, I highly recommend you go back and check it out. During the episode, we talked briefly about some of our favorite questions for hiring, but like the topic so much, we thought it made sense to fully dive back into our favorite questions in a separate episode. So that’s what we’re gonna be doing. But before we get to that, I wanna first ask Perry, how are you doing what is happening in your world?
Perry: What’s up Sam, and what’s up to our whole audience here. For those of you who might be watching this video, you’ll see a new background here and probably the next time you see me, you’ll see another new background. Uh, my, my family and I have kind of been on the road for, for way too long. Um, this entire summer we took off.
We’re having construction done at our house. And so now we’re holed up in a hotel here in downtown Boulder, uh, before our three month long rental begins. So that’s what I’m doing. Things are great. I got another cup of coffee. Hopefully not going to spill it on this computer, but otherwise everything’s great. I got some great views of the flat irons, the mountains here in Boulder, right outside my window. It’s a beautiful day gonna be up in the mid eighties and excited to, to be recording this podcast and get into work. Sam, how about you, man?
Sam: Yeah, and I’m good. I have not been all over the place like you have, you have been kind of crisscrossing in the United States.
Sam:…and then you were in Maine. Now you’re back again.
Perry: And, you know, staying at a bunch of different places and everything in between literally everything in between,including Canada.
Sam: I didn’t know, you went to Canada. That’s cool.
Perry: Yeah, we, uh, so there was a big heat wave coming and we were trying to figure out where we were going. We were in Minnesota at the time and we were planning to go through Wisconsin in the upper peninsula of Michigan. And it was just gonna be nasty, like mid to upper nineties. And we realized that if you go to the north side of Lake Superior in Canada, the lake effect there cooled it down 20, 25 degrees. So we went up through Canada along the edge of lake superior, and then the weather was great mid sixties to mid seventies. Um, but the mosquitoes were not . It was impossible to go outside. Like literally you walked outside and you would just be sworn by mosquitoes that like, you know, seriously were the size of my thumbnail. It was brutal. Um, so we escaped the heat, but we got tons of mosquito bites. My son still has like scratch marks on his neck from like a month and a half, two months ago from all the mosquito bites he got bit by.
Sam: Oh man. Brutal. Yeah, it can be up north, man. I take it for granted in Colorado we don’t really have that many mosquitoes. And then you go, you know, you go to the Northeast or even just directly north to Canada and it can adifferent world.
Perry: We got enough bugs to make fly fishing fun.
Sam: Well, see, there you go. Silver lining and everything. As far as my world, man, I am just so excited. I think every single day in a way that I haven’t been before to get up and start working on motion. you know, getting up, working on Saturdays and Sunday mornings. Not because I feel like I have to, but because I want to, and one of the things that I’ve actually really enjoyed is trying to figure out the best way to put out short form video content.
And that’s been like something that’s been. Very exciting to me, uh, when we were doing Brighter Vision short form video content, TikTok Instagram reels were not nearly as big of a thing as they are now.
Perry: TikTok didn’t exist …or if it did, it was just about baby shark. I remember making TikToks with my kids singing baby shark. It was not what it is today.
Sam: Yeah and there were no businesses and brands on TikTok yet. So that’s been something fun for me. I’ve had to learn a lot. I’ve had to ask a lot of people, my younger brothers, for example, for advice, uh, some of these man, I gotta say some of these younger kids who are putting out TikTok videos, you know, the gen Zers out there it is just so effortless for them.
Perry: It’s like okay, Millennial but you’ve been crushing it, man. And to our audience that hasn’t seen these videos yet, you gotta go check out our Motion.io TikTok, our Instagram reelspage, and see the content Sam’s producing. You know, in the first few, you can see that progression from I kind of know what I’m doing and just trying to hack something together and make it work to the video you released just the other day, which was like a 32nd clip on, um, gosh, I can’t remember the topic now it might have been on hiring actually, which we’re gonna be talking about today, but it was just like a really excellent, well produced clip. I’m like, yeah. If I saw that on TikTok, I’d stop and give that a heart. So to our audience, go check out what Sam’s producing on TikTok and or Instagram reels, whichever you prefer. It’s really fantastic. We’ll have links to it in the show notes. Uh, this week, of course.
Sam: Absolutely. And yeah, for me, I think it also highlights a bigger concept of, you know, learning and that when you are starting a company you’re starting a business, you know, I think one of the biggest things that you should be doing every day is, is learning. Look what other people are doing, you know, read articles, check out podcast.Those things are gonna be super valuable. Once you recognize, you know, sort of the trends of how people are putting things out, what things they’re doing to make their businesses grow. It’s something that’s been constantly in the back of my mind as we’re going through these early days.
Perry: And I think that’s a great segue here if you’re listening to this podcast, you’re listening cuz you want to learn. Right. So let’s provide some awesome value here to our audience about how to hire and how to interview because it. It is such an art, but there is some science to it as well. And if you have the right questions and, and, you know, don’t take these questions literally, you know, tweak them for your own needs. But if you can create the right questions and, and find the right questions for your organization, maybe you only take one of these questions that we’re gonna share with you here to use in your organization. But if you take. It’s gonna make your process that much more successful in hiring. You’re still probably gonna hire the wrong person eventually for a role cause that’s inevitable, right? We all do that, but the hope is that this will allow you to hire for culture and train for talent and create the right, uh, organization by asking the right questions that are relevant to your organization and what your organization cares about.
Sam: And what I love about these questions is that we have Perry and something I wanted to say before we go into the specific questions. I think that for a long time, I thought interviewing was not so fun. You know, I don’t think interviewing ever is something that you’re gonna be like, yes, I have another interview time to go interview. But I think that what these questions can do is make interviews really engaging for both you and the person you’re interviewing and have it be more of a natural conversation that gives you a window into what someone thinks. Uh, and then when we. When we were able to narrow down the list of questions that we started asking people, I found that our interviews went so much better, either. It was very clear right away that somebody wasn’t a great fit or they were a great fit. And we were able to just keep the conversation rolling. And we were so excited at the end of that interview to be able to bring this person.
Perry: And not only were we so excited, but they were so excited because they understood who we were. They understood who, what we cared about. And I, I think for us, once we really narrowed down our culture and who we were, what we stood for as an organization, then we were able to create the right questions. And so, you know, it might seem a little backwards, but once you underst. Who you are as an organization, what your organization cares about, your questions are going to naturally flow into that. And you’re gonna be able to hire for what your culture is about and ire for someone who’s gonna fit into your culture and add to your culture and has the same values that you want to hire for and that’s gonna improve your likelihood of success dramatically. So, uh, at a Brighter Vision, our culture, we had three main values. They were initiative, courage, and empathy. And everything we did in our organization was about initiative, courage, and empathy. We also had a honey badger as our icon or not, not our icon as our mascot internally and every week in the meeting in our company meeting, we would say, Hey, who has? And we also had a, um, I’m sorry, we had a, an ice ice baby coffee mug as well. And every week we would say, Hey, who in the organization has displayed a lot of initiative, courage and empathy, and we’d give them that ice, ice, baby coffee mug. This is all hands. As well as a $10 gift card to a coffee shop. This was, this was back in the day when people actually like were in offices, uh, which I, I hope that day eventually comes back again. Um, but, uh, you know, it was a $10, uh, gift card to a coffee shop, this ice, ice, baby, baby coffee mug.
And it was ingrained in everything we did. And so our hiring questions were about that. I’d love to, you know, to kick it off with one of them, my favorite. That was related to our culture. Tell me about a time you took an unexpected initiative. The individual would respond. And then, and this is key and say, can you tell me about another because you know, everybody has that first part nailed in, everyone hopefully has prepared for the interview and can, can talk about how they took some initiative. But having that second follow up is so critical, because it kind of surprises a candidate and it allows you to get an unprepared answer from them, uh, that we found really, really helpful at brighter vision. Generally, I think those follow up questions that you ask can be incredibly important. And you know, it’s like what you said, they’ll often tell you more about the person than the question itself, because. A lot of people can really prepare for an interview and have their list of things that they want to hit that, you know, showcase their skills, their expertise, which is great. I’m not saying that interviewees should not do that, but I think as the hirer, you want to know the next level deeper, you know, are they able to think on their toes? Do they have another example that quickly comes to mind because that’s gonna show, you know, how often they take initiative? Being engaged as the interviewer to ask those follow up questions and keep them on their toes is, is critical to, to get insight into who this person is, uh, what kind of value they can add to your organization.
Sam: Speaking of preparing for interviews – one of my questions that I really like to ask is simply how did you prepare for this interview? I think that’s a question that I generally like to ask earlier. In the interview. It’s not gonna tell you nearly as much, but it’s gonna give you some early hints of maybe the direction you wanna take the interview. And if they are going to be a good flat out, because if you hear things from them and they say, oh, you know, I just, I checked out your website and just kind of looked around the internet. If they stopped there, that to me is a signal that’s saying, Ooh, okay, we gotta dive in a little bit deeper if they are. I prepared for this interview. By going to your website, I did a Google search of the owner and the, you know, the team leads. I found out what types of podcast content they’re on. I checked out blog posts. I looked at the companies you partner with. I looked at where you exist in the industry. That to me, I’m like, okay, I don’t really need to know anything else about how you prepared for this interview. I know you’re prepared.
Perry: Yeah, Here your job offer, right? Done. And to counter that if they don’t really have any kind of response beyond I found your website, spent a few minutes on it and then they can’t really tell you about the company, tell you about motion dot. I. It’s like, all right, well, Hey, thanks for coming in. Or joining us on the zoom. We don’t think this is the right fit. Don’t want to take up any more of your time. Let’s end this here.
Sam: Yep. Yep.
Perry: So one thing that was really important, that is always really important to me as a leader and as a manager is healthy disagreements and. We Always encouraged people at Brighter Vision and will do the same. We’re already building it into our culture between you, Zach, and myself are healthy disagreements to, to, to come to a conclusion together. And so I love asking folks, tell me about a time you strongly disagreed with your manager and what you do to convince her that you were right and what ultimately happened?And so what I really wanted to do was. To get an understanding of how they handle conflict, how they, how a candidate handles this agreement and how they go about advocating for themselves and their beliefs. And it’s okay if you don’t necessarily convince somebody to come onto, to see things from your perspective. But I wanna understand that like, Hey, you’re not scared to advocate for something you believe in strongly. And, you know, we certainly had our fair share of employees like that at Brighter Vision. And sometimes it rubbed some people the wrong way. Um, but generally what ended up happening was those people got promoted, um, because they advocated and they took a belief and they believed in it so strongly. And sometimes we didn’t go that route with them and the belief that they had, but it opened our eyes and opened our doors to seeing things from another perspective that we, as leaders were probably. And it allowed us to have a healthy disagreement, a healthy conversation, and ultimately plot a path together, um, that we feel was really fruitful. So that’s a question that I’m really a big fan of asking folks.
Sam: I like that alot too.. I think that the thing I look out for in that answer though, is are they, are they defensive in how they explain that? Or are they actually telling us about a productive, healthy disagreement? Because I think those are two very different things.
Perry: A hundred percent, man.
Sam: And along the lines of healthy disagreements, I think healthy disagreements in my opinion are one of the most important things to a culture because there’s a lot of layers of the onions to it. One it’s somebody who wants to make change when they, when those healthy disagreements are. They are passionate.They want to help the business grow. And they’re just disagreeing on how you get to that path or how you solve this specific problem. The second part of that is I think that there’s tremendous value in being able to separate your personal feelings from an outcome that you want to achieve. And those healthy disagreements say a lot about that. When you are disagreeing with someone in a healthy. I think it should be evident that this is not something personal. is my opinion of how we grow and how we grow together. Versus this is me wanting to, you know, stick my flag in the ground and show that I’ve done something. Hey, let’s come to this together and grow together and have this discuss.
Perry: Generally speaking, if I’m understanding you correctly, Sam and I would agree with the sentiment is you wanna make sure that the person you’re hiring isn’t going to die on a hill all the time for, for anything like you. You you, there, there should be conversation and it should be fluid and you should be open to changing your mind and your belief just as much as you want to convince somebody of your beliefs.
Sam: A hundred percent nailed it.
Perry: Speaking of growth, do you mind if I take this next? I think this a good segue here into, another question on growth. So, and then, then I wanna hear your next question, man, but man, one of my absolute favorites, when you’re talking about growth, If you were to take over as the CEO of your company tomorrow and had to increase your company’s current rate of growth, where would you invest? And, you know, that helps, helps me understand, like we, we wanna hire leaders, right? Like even if you’re gonna be hired for an individual contributor role, we want to see that you’re thinking critically about your company. You’re gonna be able to take that initiative and have the courage to speak up. Uh, How to grow your current company or your, the company we’re gonna hire you for
Sam: That’s another phenomenal question. And the reason why I like that one is it can be very easily customized to different departments. That’s one of my favorite ones to ask for any marketing role. Hey. I’m giving you $10,000 to increase the number of leads we’re getting each month. how do you do it? What aren’t we doing currently that you would like to do?
Perry: And so you’re saying, how would to do it in our organization? Like, if we’re gonna hire you tomorrow, I’m gonna give you 10 Khow do you improve our leads?
Perry: And so when you’re, when you’re asking that question, what, what are you looking for specifically, Sam?
Sam: So I’m not necessarily looking for their ability to understand our marketing funnel from top to bottom and show us things that we might not be doing that we should be doing. What I’m asking for is their ability to quickly recall. Or quickly give the strategies that they’ve seen before or strategies that they would like to try, that they would like to implement. So, you know, we could be doing paper, click ads, but still, they might say paper, click ads. If they do that, I’m gonna say, Hey, well, okay, what are we offer on these paper clip, click ads. What does the copy look like? And you can dive into those things from there, uh, or you could, or if they. Something like we should be doing more short form video content I ask, you know, what does that content look like to you? How do you get that produced? What’s your standard operating procedure for making sure it goes out, you know, on a set timeline each week. So that question, in particular, I find really valuable for any marketing hires.
Perry: Love that. What’s your next question, man?
Sam: My next question is, and I almost bet this one is on your list, cuz I’ve heard you ask. Quite a few times we’ve been in a lot of interviews together, admittedly.
Perry: Just a handful, right?Take closer to a hundred, to be honest,
Sam: Now that I think about it, wow. Yeah, it’s definitely closer to a hundred, but anyways, my question. It’s a year from now, what impact on the business have you made in the year since you’ve joined? And I think that can be a really good question to ask as a follow up to questions about, you know, Hey, I’m giving you this set amount of budget or what initiatives are you doing within the company? Because they’re already thinking about that. I think that this question of a year from now, what impact have you had on the business is a little bit unfair too. Circle back around like the, you know, a couple questions later if you’ve asked them some personal things. But I really like this question because it shows their ability to think forward. And also think about goals. We had talked about it in episode four Perry. And I had shared that one of the best pieces of advice I got from you is set a goal and work backwards from that goal. And that’s gonna give you a specific set of things that you need to do or actions you need to take to achieve that goal. Asking this question of it’s a year from now, what impact have you made shows for me, the ability of someone to establish that goal and think backwards from.
Perry: And, you know, I think something that’s really important to highlight for, for our audience who might be, might not be hiring a marketer per se. But this is a question in, all of these questions are ones that you can be asking of anyone in any role, you can be hiring and you want to understand what kind of impact they are actually gonna make in your organization. One of our one, one of my favorite hires we made at brighter vision, uh, was for, uh, an entry level designer. And within three months in her own free time, she went and wrote a script in Python. Solved a major, major pain point and challenge we had, um, with, with feedback, which ironically we’re working to solve here at brighter vision, because that problem still has not been solved properly. We had to create a custom script and Python to pull data from some applications into Google sheets. And then we had to write our own scripts and Google sheets to make it work. Right. Um, and, and anyways, I mean that, that completely changed, uh, how we were able to accomplish, uh, the work we were doing in a given. Andfrom there she went on to, uh, become a QA, uh, quality assurance analyst in the company. Um, and that eventually moved on after about two and a half years. But, you know, that’s the kind of impact anyone can have, you know, when you’re going, you’re taking that initiative on your own to figure something out and have the courage to bring a new solution to the table. And that’s that kind of culture, again, going back to culture. That, that that’s fostered from within, you know, especially if you’re an organization that doesn’t have a ton of money to make a hire and you have to hire an entry level person by creating that kind of culture of innovation and that culture of courage, that culture of, Hey, I can come to you with a solution that you might have not thought of. And I don’t wanna be stepping on any toes here, but here’s a solution. I think it’s gonna really change. That’s the kind of person that we like to hire at Brighter Vision. And I, I think if you were to go and look to hire on your company, you’re going to help create more of an innovative culture as.
Sam: When you talk about this sort of culture of innovation Perry, one of the things that comes to mind for me is when innovation can get stifled internally and the way that I think that that usually happens when innovation is stifled, people are bringing you good ideas and you know, they’re either floating off into space or they never get implemented. Or if they don’t even come to you in the first place at all.
Perry: There you go.
Sam: I think one of the things that prevents those ideas from coming forward, and it sounds a little bit silly to me, but I almost think that it’s credit for those ideas. And that’s why I really liked our ice ice baby, uh, that we would do in our all hands meeting, because it allowed people to get credit for those ideas in a sort of public forum.
Perry: Yeah. And, it also allows people to get credit in public. What we did that enabled people, whether they were more introverted and didn’t want to speak up in a large setting, it allowed them to get the same level of recognition, um, that, that they would get. Um, if they were like the type of person who would speak up in a meeting, you know, there, there there’s people who are like, Hey, this is an all hands meeting. I’m gonna raise my hand and I’m gonna speak up and I’m gonna say, Say my piece and try to add to the conversation here. And then there are also people who are like, Hey, I’m gonna sit in this meeting. I’m gonna think I’m gonna go back and spend the next day or two thinking about things that were said, and then I’m gonna approach somebody and I’m gonna share my idea, or I’m gonna go home and I’m gonna work on it. That culture in place that allows for that, uh, for people to, to take. And for people to be recognized for the risks that they took in a way that is accepting no matter what type of personality type you’re dealing with in an organization is really important. And, you know, we didn’t have that at Brighter Vision for a long time in my agency. In our first few years I didn’t know what on earth I was doing as a leader and we were flying by the seat of our pants, trying to figure things out. And it wasn’t until we were intentional about understanding what our culture is and hiring for that culture and getting rid of people that didn’t fit that culture, that we were able to really grow as an organization. And so if you’re thinking about your business right now, and you don’t know what you stand. And your employees can’t tell you what you stand for as an organization. Then it’s important to take some time and step back and write that down and figure out how we are going to operate this culture on a daily basis? You don’t need to have the same culture we had. The culture we had at brighter vision is not gonna be the same culture we create at motion, but there we’re gonna stand for something and we’re gonna hire for that culture. End fire for that culture. Uh, if people don’t, you know, or, or separate, uh, folks from the organization, they, if we don’t necessarily see that, you know, the culture and the individual are going in the same direction.
Sam: Yeah, what’s that phrase. If you don’t stand for anything, you’ll fall for nothing.
Perry: I mean, that’s exactly right. There was a reason why, you know, after we were acquired, it was so critical for us to maintain our culture. And, you know, if, if that started falling apart, we saw people leave, uh, the organization and rightfully so, um, to, to find a, a new culture. Um, and you know, one thing that, um, uh, one, one thing that I really love to focus on when asking these questions and these interview questions is feedback. A question I really love to ask was what’s one critical piece of feedback you’ve received. That was really difficult to hear because in a culture that for us that was innovative and pushing, uh, always pushing the bar forward. We need to hire people. Both give and receive feedback. And so what did you do with that information? What did you learn about yourself? You know, we, we found that, you know, hearing, growing and learning from feedback is so super important, uh, in, in our culture at least. And if someone can’t take feedback, they weren’t a good fit for us culturally.
Sam: And that process of feedback incredibly important. People who are accepting of feedback, who really internalize and are able to do something with it are the people you’re ultimately gonna see the most growth out of.
Perry: So we’re at like the 30 minute mark here. What was one of your favorite questions when we would flip the table on an interviewee and say you’ll give them the opportunity to ask a question. Do you have a favorite question or two from that stage of an interview?
Sam: Yeah, I do. And I think that this part of the interview is. Towards the end of it. Uh, but in those sort of questions where we, in those questions where we are flipping it on its head, one of my, uh, best or my, one of my favorite questions for that part is what can I tell you about working here? I really like that because it shows they are thinking critically about it, uh, in the ways that they follow up to that question. Aperfectly acceptable response to that question of what can I tell you about working here? Hey, what does a normal day look like in this role? And, you know, you can then go through, Hey, these are the, these are the primary responsibilities. This is what you’ll be doing. And they’re probably gonna dive into those. And your interviewee is probably gonna dive into specific aspects of that.
Perry: I love that question so much and, and allowing the person, the opportunity to ask that, is super important in understanding what that role is gonna look like. One of my favorite flip the script questions, and this will be my last one I contribute here would be what have I not asked you that I should have? And my logic behind that question is that it’s really helpful. I want to give the person who’s interviewing the space to sell themselves the space to show off a little bit. So that was one of my favorite flip the script questions.
Sam: I completely agree. And as you near the end of that interview, Giving the interviewee, the space to ask those questions is also really reflective of your culture and it shows them that you care and you’re establishing that ability to have discussions and to open it up to their ideas and the questions they want to ask from day one. So what I want to do now, Perry, we talk through our. Big interview questions, but there was one that I left out and I intentionally left out because I want to end the interview by asking you this question.
Perry: Oh, man. You’re throwing a curveball here at me, uh, at, you know, first thing in the morning on a Monday morning when we’re recording this, I, I love it. Let’s go for it.
Sam: So Perry, what are some things outside of work that you’re most passionate about?
Perry: Oh, okay. Well, one thing I’m most passionate about, uh, is my family and my kids, uh, and my wife and, and dog. Um, you know, I, I, I was so fortunate to be able to spend this past summer, um, not really working, working a little bit, but mostly not working to spend the time with my family and, and be fully engaged with them and now they’re back at school and everyone’s really grateful for that time and grateful to be back at school. From a non-family perspective, big skier, got to hit the slopes with you for the first time last winter, man you shred.
Sam: Oh, yeah, it was a great day too.
Perry: So that that’s like my I’m passionate about and lately I’ve really been getting into fly fishing as well. How about you Sam tell our audience more about you what you’re passions are.
Sam: At the heart of everything is family. It’s just, you know, family comes first. I think it’s why we do so many things. Why we really do a lot of things in our life and. My wife, my dog, we’re expecting a kid in January. You know, everything that I do, um, in my work in my day to day is all for them. And it’s, you know, being able to spend time with them is incredibly important outside of that, what I’m passionate about, I love music. Music is just a thing that fills my cup. It
Perry: I wouldn’t have guessed with the three guitars behind you.
Sam: Who would’ve thought that this guy likes music, but yeah. Playing guitar, going to shows love that. And right behind that is cooking and eating because I love that because it goes right along, you know, the, when I play music by myself, it’s, you know, kind of a solo thing, but cooking is right there with family because when you’re cooking for people, They’re either enjoying food that you’ve made or you’re out enjoying food together. It’s a real, just like almost magical and religious thing to me where you’re sitting down, you’re having a conversation, looking each other in the eyes and you’re spending time with each other in a way where there’s, you know, no screens and no distractions. So those would be my three things that I’m most passionate about.
Perry: I loved how you described cooking and looking each other in the eyes and no screens and no distractions. And one thing, man, that’s been driving me crazy though. Lately there are these QR code menus because you have to pick up your phone and you scan a QR code. And inevitably, when you’re looking at, you know, your phone in a QR code, You’re gonna get a notification. I can’t at least like not go and click an extra button that I want to click. I hate that. And I hope these, these, uh, these restaurants get rid of the QR codes or at least give you the opportunity to have a physical menu. So you can look up the menu and you put it down and you talk, uh, then you can look at the menu again. You’re not getting distracted on your phone. But I’d love to end the, the episode then with, uh, the same thing that we asked last week. What’s what’s, I’m gonna just pivot it a little bit, because I haven’t been able to cook at all over the last, uh, week or so being, um, in, in, uh, in mostly a hotel. So what’s one thing that you’ve cooked or eaten out that, uh, really rocked your world over the last.
Sam: I mean, I could, we could do a whole episode on food, but, uh, not, not the purpose of this podcast. So the best thing that I ate this week yesterday, I went to the farmer’s market, um, south Pearl farmer’s market here in Denver and found this beautiful okra that was just speaking to me in a way that I have not had an ingredient speak to me in so long. And I’m like, I have to make it. With this okra, there’s no other option. Aaron. We have to go home and make gumbo. So that’s what I cooked yesterday. That is something that took all day to make it’s very labor intensive, uh, but was phenomenal. How about you Perry?
Perry: Oh, that’s awesome. I gosh, good okra and a good gumbo, man. Phenomenal. And, my battery on my iPad max is close to dying here. So I’m gonna be super fast. The hotel I’m staying at right from the window where I’m sitting right now. I can see this place across the street called Mason’s dumpling shop. Um, I love a delicious soup dumpling, and I’ve never been able to find one in the Boulder area. And we’ve been in this hotel for like three days now. And I’ve been there twice. Um, I’m gonna have it for lunch again today, some leftovers. So I’d have to go with some soup dumplings from Mason’s dumpling shop here in Boulder.
Sam: Man, I gotta get there. I was telling you,I think that that has to maybe our first Motion.io lunch break.
Perry: Oh, let’s do it. Let, let, let’s figure it out for sure. We need a lunch break here soon. So thank you so much, everybody for tuning in here.Another great episode, hope y’all enjoyed geeking out on our food.
Sam: Yeah, and I promise you whenever Perry is on an episode, you can probably expect at least five to 10 minutes of food, uh, related conversation. So you have that to look forward to at future releases that we’ve put out. Thanks so much for joining us, everyone. This has been another great episode of designing growth. Hope you enjoyed it. We release every Thursday on Apple, Spotify, and wherever else you get your podcasts also wanted to mention, uh, we would love to have you join the motion.io launch list, and you can do that by going to our website at Motion.io/launch. As a member of the Motion.io launch list. You’ll get all of the great content we’re putting out. Along with product updates and opportunities to become a founding customer of motion.io. The way our founding customer program works is that in our weekly newsletter, we’ll send out opportunities to share your expertise, insights, or feedback with us in exchange for donating your time, you’ll become a Founding Customer of Motion.io. Not only does this give you the chance to directly influence what we’re building at motion dot I. So that we can build a tool that’s going to solve your problems, but it also gives you the ability to unlock exclusive benefits, free swag, as well as lifetime white glove support for as long as you’re using motion.io, to sign up for our launch list and get opportunities to become a founding customer.
Go directly to our website at motion.io/launch. Once again, that’s motion.io/launch. See you next Thursday, everybody.