#47: Stan Garber & Alex Yakubovich (Scout RFP)

Stan Garber (Scout RFP, Acquired by Workday) [00:00:00]:

for us, I think we really help shift this idea of you could do best in class, best in breed. You don't have to buy a whole big product by itself. and you can really drive value around that. And and I think that was and now I I think it's common. We sort of get jokes all the time where if, you you just get, like, a new procurement startup is popping up every month. It seems like if not every week that we get pinged about, they'd be like, hey. Have you seen this company that does this automation or this RFPs or this something. So I feel like it's, and not to say that we did it, but we're part of the the the wave of new way of new tech that helped create that.

Let's discover the Cleveland entrepreneurial ecosystem. We are telling the stories of its entrepreneurs and those supporting them. Welcome to the lay of the land podcast, where we are exploring what people are building in Cleveland. I am your host, Jeffrey Stern, and today, we are telling the story of Alex Jacobovich and Stan Garber. Calix and Stan are the co founders of scout RFP. A software as a service company that helps organizations with their sourcing and procurement processes. They started scout back in 2014 here in Cleveland and sold it to work Day for $540,000,000 back in 2019, where both of them still work, leading Workday's strategy and growth in the source to pay space. Prior to scout, Alex and Stan both attended Case Western Reserve University, where they founded Anosis, an enterprise level digital ordering platform for strong chains back in 2008.

Their Inosis journey connected them with 2 former lay of the land guests, actually, Bob Sopco at Case Western and Lee Zappas, who they had raised angel capital from before they sold stenosis to living social back in 2012. There is quite a lot from this conversation that I am personally working to internalize and apply to my own work. it was really awesome to learn about their practices, which have allowed them to be successful multiple times over in serial Entreprenuership. I hope you all enjoy my conversation with Alex Jacobovich and Stan Garber. So I was thinking when you survey the Cleveland Startup World for success in recent history that scout RFP is what you inevitably unearth, you know, a story from case western to more than half a $1,000,000,000 exit in in a very short time And it's a story that I've been excited to hear, and I think everyone tuning in will be excited to hear. And so I very appreciative, of you guys coming on to to tell that story.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:02:46]:

Thanks for having us, Jeff.

Jeffrey Stern [00:02:50]:

Yeah. So one of the things that I did learn just on a logistical note, it's it's helpful when there are 2 guests. If, you you could just kinda introduce yourself to associate appreciate the audio with who with who is speaking. So, Alex, if you wanna kick us off with a with a short introduction here.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:03:05]:

Happy to. So Alex Yakubovich the co founder and CEO of ScoutRFP and now the general manager of Spend Management at Workday.

Stan Garber (Scout RFP, Acquired by Workday) [00:03:16]:

Stan Garber, also one of the co founders and president of of scout RFP and now part of Workday VP of a go to market. strategy and and that whole approach. So, yeah, very similar with Alex and I backgrounds.

Jeffrey Stern [00:03:28]:

Yes. Which we will We will dive, into kinda cover the whole story here. But before we we kinda delve into the background, I'd love to just start with some context setting, a brief overview of scout RFP today. What does the product do? Who is it for? What is the the problem you're trying to solve? And you know, we'll work our way backwards from from there.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:03:49]:

Definitely. Well, I could take this one. So scatter FP has been rebranded. after the acquisition to Workday strategic sourcing. And what it is, and the the simplest way to describe it is when large companies go out to buy something, they put out a request for proposal, typically, or request for quote, request for information. And it goes out to a number suppliers. And then the suppliers get the opportunity to bid. And that's how, how large large companies, governments, etcetera. go out to get pricing on services and products that they're looking to buy. So what we did is we, we put together software that automated that process for these other companies for them to be able to do it with more suppliers in, in a faster and more efficient manner and get the suppliers get them answers back in a faster way and, and also manage things like questions and things like that. That's how we started. We'll talk more about the, the founding story of that as well. But that, that was our foundational product. Since then, we've also evolved Skype RP to also include things like contract management, supplier management and, other other things around the field of strategic sourcing, which is a a discipline and a profession, which is also a subset of procurement.

Jeffrey Stern [00:05:03]:

Got it. So you and Stan have been working together for a long time now pre predating scout RFP. and and we'll start our our, our lens backwards here. since high school. And when you kinda look back on that, that time together, that experience, I I'm curious, to learn, like, where your past crossed and and how that happened, but also from an entrepreneurial perspective, where your past crossed and how that happened. And and when you look back, what those kind of formative moments were that that drew you to building and creating things and not just individually, but but together.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:05:42]:

Definitely. Well, and Stan, you you can come in on on any part of this story as well. Both of us have, shared this story a good number of times, but we're both Russian and Jewish immigrants our families moved from the former Soviet Union in the early 90s. we didn't know one another, but we met in high school at Mayfield High School where we both went to school. When we met, we, we both really hit it off. Stan started a club called Future Business Leaders of America. I joined that club And then, you know, during lunchtime, we would, we'd get together and we would, we were both interested in business and, and, you know, in, in the future. largely.

Stan Garber (Scout RFP, Acquired by Workday) [00:06:17]:

Is he telling the story? Could you imagine how popular we were back in high school?

Jeffrey Stern [00:06:22]:

I would enjoy the club. Home waiver speaks to my popularity.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:06:28]:

Well, we we would talk about things like, you know, companies. And, and, we would, like, also do a little bit of stock trading under, you know, under stock trading accounts that our parents established for us. And so, you know, we, we really hit it off. And then as as we were graduating high school and and going to college, we started a company with, another friend who went to brush, and they was Old Freedman, another, another great Clevelander. And, doing website design for small businesses So, you know, we were still in, in high school and literally we went down Mayfield Road knocking, this was

Stan Garber (Scout RFP, Acquired by Workday) [00:07:03]:

2003, 2004.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:07:04]:

knocking on, on small business stores asking, you know, everybody from like jewelry stores to, to, you know, doctor's office is our, our first client was a guy named Colinist. Toy stores. Toy stores. Totally. Yeah. and just saying if if they need a website design, And we did larger and larger projects through that. And then, you know, by the time we, we entered college and, you know, our freshman senior year, we were doing, like, you know, a nice 6 figure business as, these, you know, young college students in in just website design and software design. So that that's how our paths crossed anyway and how we became both, like, friends and also business partners.

Jeffrey Stern [00:07:47]:

Right. And that's that's that's the beginning, I guess, of the impetus for the

Stan Garber (Scout RFP, Acquired by Workday) [00:07:52]:

-- And what I'll add to that, and this this is gonna be super cheesy, Jeff. So, but I think, you know, the whole Russian Jewish bonding moment, all of that. And, like, you know, I think both of us always, you know, your parents, like, they they they bring you to America. They're like, you need an education, graduate college, If you don't, I'll kill you. But outside of that, like, go be successful. And it's like the enterprise of, again, like I said, cheesy, but it's like, go out and be successful. Go try something. Go build something. And, you know, you read all the textbooks. You see all the movie. Like, is is you're exposed to all this when you get to America. You're like, you can go do it. And that was the mentality we sort of had. I would think, Alex, you know, when when we talk about it, no one was like, like, we were just like, let's just go do it. It wasn't like a whole lot of calculation at the time of, like, failure or how not to do it. It was barriers of, like, waiters. One of us old enough to actually sign for an EIN number. or to get our Ohio certificate. Like, those are the challenges that we had when we started any of these companies, but there's there's nothing more than just like they'll do it. And, and that that's something we always try to tell young or aspiring entrepreneurs or anybody that's like, how do you do it? It's like, just go do it. Like, you'll figure it out. You'll stumble along the way. I think that's an important aspect is, like, it's it's you you have the platform in America to do that. I don't know. For us, I think that was just, also another bonding opportunity.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:09:05]:

Absolutely. Yeah.

Jeffrey Stern [00:09:05]:

No. I I can't imagine I mean, it it is pretty wild that you both have that shared, you know, coming to America story at the same age at the same time and and connecting here in Cleveland.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:09:16]:

Definitely. I, I think there's a lot of that in Cleveland. We, we hear stories like that all the time of, you know, immigrants that came into Cleveland. And the community is very welcoming. we had so many wonderful mentors in Cleveland that we still talk to on a regular basis. I'm sure we'll we'll talk about some of them later on in in this show as well, but that we're just very fortunate to be in Cleveland. And a place that appreciates, you know, the grittiness of of being a founder and won't always slam the the door in, in the face of a couple of kids and and white shirts and and ties, that are looking to make a sale.

Jeffrey Stern [00:09:53]:

Yeah. Yeah. So you guys kinda catch the the building something bug with this first endeavor coming into college. At at what point, Do you start thinking about focusing on a specific problem or a product versus kind of this approach of building a a business, and and we can kinda work our way through your time at at Case Western And Endenosis.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:10:16]:

Definitely. We pretty early on. I mean, we, we had a, a good number of web development projects, but it felt like every time we'd start a new project, we would have to learn a new industry, a new environment, a new client base, and kinda like start from scratch. You know? And so we really wanted to go deeper into one industry. And the other things we saw Salesforce taking off, we saw organizations like Workday, you know, really coming into its own. And this was, like, the mid

Stan Garber (Scout RFP, Acquired by Workday) [00:10:46]:

2000

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:10:48]:

time period. And we thought, you know, software as a service is gonna be this big thing. It makes a ton of sense, you know, put put something out there and then, you know, sell the the subscription model. So we just didn't know what it was that we wanted to do. And then Rascal House pizza, the Mike Frangos, you know, Cleveland icon. He he and and Rasquois Pizza, which we knew really well from, you know, being at Case Western Reserve University and ordering online early on. They had a pretty rudimentary online ordering system and they wanted to redo it. And we loved ordering online from Papa John's who had really invested a lot in their online ordering system. we thought, you know what? Like, in the future, every restaurant chain is gonna want people to just order online. It makes a ton of sense, and we as consumers love this. we hate ordering over the phone, especially late at night. You know, you're on hold. Your order isn't always right. You can't pay online, so then you gotta, figure all of that out. Whereas with online ordering, it just streamline this whole process. So we thought, you know, why don't we build the system for and by the way, we're, I mean, as college students, you know, pizza and pizza ordering is near and dear to our hearts.

Jeffrey Stern [00:11:54]:

So we'd absolutely feel this.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:11:56]:

And then we could resell it to we'll build it for us cost pizza and resell to other restaurant chains as well. And so we, you know, they, they didn't have a huge budget, but they, they were open to allowing us to maintain the the rights of the license and go out and and sell it to other folks. And and they were also just a completely wonderful first client in in just working with us to build something that other restaurant chains love and give us really tremendous feedback. So, we'll always be grateful to Mike Frangos and Eco Frangos for giving us that first shot. And then we went and we sold to pizza pan and Zepis and, you know, like, all the, all the other local pizza chains. And then we got into, like, Papa John's, Outback, Carrabba's, Boston pizza, corner bakery cafe, we we went into over 50 restaurant chains eventually. But early on, we figured we we wanted to do software and not just web development projects.

Jeffrey Stern [00:12:47]:

Right. Right. And this is all while you are still at at case together.

Stan Garber (Scout RFP, Acquired by Workday) [00:12:52]:

Yeah. The idea the idea really started going junior year. is, like, when we were sort of, like, really full blown with it. We started working on sophomore year in juniors when we actually had a product. In senior, we started getting some of those other brands that Alex mentioned interested.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:13:06]:

And the funny thing about that is and something that was interesting about case is we Bob Sopco.

Jeffrey Stern [00:13:13]:

And -- Oh, yes. Yes.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:13:14]:

And some of the other folks at at case, we, you know, we we we were looking for, like, a place where we could work.

Stan Garber (Scout RFP, Acquired by Workday) [00:13:20]:

We love Ghana, former CIO. He was amazing, a case western.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:13:24]:

hugely influential. And they hit us in in one of the school buildings in the attic of one of the school buildings. And basically, there the whole thing was like,

Stan Garber (Scout RFP, Acquired by Workday) [00:13:33]:

off the books. Don't ask.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:13:35]:

Like, the don't hear here's some key cards. Don't tell anyone you're up here, but but this is great space that nobody's using that you can, you can leverage. And that again just kind of speaks to that welcoming, quality and also the fact that case has always had, like, entrepreneurship in its it's genes to a large degree.

Stan Garber (Scout RFP, Acquired by Workday) [00:13:54]:

And we were like a beta incubator almost before incubators were a thing.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:14:00]:

we just scrapped it together, but with the help of of other, you know, wonderful individuals that were there. And then Bob Sopco, we were looking to raise a little bit of of capital so that we could really focus on the because we saw the online ordering business taking off and Bob Sathco introduced us to Zappas. Lee Zappas, Zappas Capital on Rich Bongiorno. And to this day, I've we're we still marvel at the fact that, like, Lee and Rich met with these, you know, college kids and decided to put half a

Stan Garber (Scout RFP, Acquired by Workday) [00:14:31]:

$1,000,000

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:14:32]:

into our business. And that was, that was all the money that we'd ever raised. And they were just tremendous partners while we ran on assist, which just stands for online ordering systems. through the, so we graduated in 2007, and then we got, an acquisition offer from living social in 2011. But by that point, we were working with about 50 run chains through the world. Yeah.

Jeffrey Stern [00:14:53]:

And that's a it's an incredible story. Also, a huge shout out to to Bob and Lee as well. Who both been on show and and told their own stories, respectively, but it it just makes a lot of sense to me. Holy. Was there higher level vision? Like, what was the plan to take over the world through pizza ordering software? Or was it we're just gonna keep growing this until We need saturation and, you know, obviously transpired in acquisition, but was that kind of the goal?

Stan Garber (Scout RFP, Acquired by Workday) [00:15:22]:

No. I I think for us and us jump in here, but, you know, we looked at it. For us, we we our niche became, and it would have evolved maybe as time gone on, but for us, we found that, you know, the chain restaurants, you know, setting up an independent versus a big one. And there's a lot of complexity in menu structure and how you can fill. I'm not gonna go too much detail, but it it could be quite a daunting task to build out all the toppings, the pricing, the tax code, you name it. It's very complex. Point of sales are not an easy product to build. We didn't realize it because we didn't know it until until we were in it. But what we found out was, so for us, we basically had a spreadsheet that were what are the biggest top 150 restaurants in America? And for us as a laser focus, where how many can we get? And that was it. because they controlled when you look at it, you know, you get your subways and McDonald's, then you have a lot in the middle. the amount of location they control, it's pretty high. it's about half of the restaurants out there compared to the independence. And so we went after that. And I think at our peak point, we were almost near 50 out of the one 50 that were either piloting or had rolled us out or in some level of beta with our product. That was sort of like the the, like, we can get to 150, that was the successful marker. We got up to 50 out of the 150, at our peak point, I believe.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:16:33]:

We'd also love to tell you that we had a grand plan, but one of the the best pieces of advice and we still we still echo this advice is advice that Lee gave us, which was you know, we didn't have an exit strategy, even though that was and still is probably a pretty popular thing for furnished to have. But Lee always told us, if you run a a great cash flow positive business, you never have to worry about your exit strategy. Like, you you will always have plenty of options. And you can keep, you keep going, keep growing. you can go public. You can, you know, be acquired, whatever. And so we never worried about that. We just really focused on very, very much focused on just building a, a healthy, strong business that serve customers and

Jeffrey Stern [00:17:16]:

kind of

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:17:17]:

just let let the rest take care of itself. And eventually, we we did get approached by living social, which during the daily deal craze, they they raised, you know, a $1,000,000,000 and were incredibly successful at the time. And so we they were looking to acquire an online ordering company to close the loop with the daily deal coupons. And, honest, this was a natural fit for that. And it worked out really well for everybody.

Jeffrey Stern [00:17:41]:

So coming out of successfully building and exiting, honestly, In retrospect, obviously, you guys were still driven to build, and create something with the world of possibilities that you could have possibly focused on what was it about sourcing and procurement that drew you to the space What was the original problem you identified? How how would how would you guys just come to encounter this?

Stan Garber (Scout RFP, Acquired by Workday) [00:18:11]:

Yeah. It was our own pain point that I think that really stemmed a lot of curiosity to get in this space. And, when we built on assist, we, you know, sales was, like, Alex, Alex ran, I sort of focused on sales, Alex ran operations, only get the time focused on the the product. And when I mentioned, we'd focus on these big restaurant chains, 50, you know, like the top 150. guess what? They gotta go through a buying process, which a lot of the time meant is issuing an RFP. And there there was one in particular that just never will escape me of the story just, one big national chain took us 5 years our adult life to get this to get them as a customer. And in those 5 years, 4 different R piece of 4 different project managers. And twice, they would email us. Like, hey. Did you have a copy of the bid you submitted last year? And I'm like, I have a copy, but how come you don't have a copy? And it was just one of these. And and, you know, I think over drinks one night, Alex, was like, he was like, what do you what do you hate more about an RFP? I was like, I was like, don't even talk to me. RFP suck. I don't wanna deal with it. It's like, but you hate not being invited to 1. And I was like, yeah. I know. I wanna be invited to 1. I wanna choose if we don't respond. So, it was this natural curiosity and our pain point. And we then we just started talking to folks, and we spoke to about 300 people made a list And we we just started talking to individuals, and we just saw that there was a lack of software and adoption in the products that were out there, these big giant ERP products out there weren't being used and people were not passionate about them. They disliked them. They they they they bought them. It became shelfware, and it was one of those moments for us, like, there's an opportunity here. Like, there's a real pain point that we felt, and there's a lot of individuals that are feeling it too. And I think that that's what that that that curiosity sort of like snowballed with with everything else. So you have those conversations. You see it. You see folks spending money on this industry, but not actually getting value around the service and and for us that was and what we loved. And I don't know. This, Alex and I, is is boring software that that was ripe for disruption. Right? Like, it is just like all the little success to, like, all the little things were there to show us that this space is big. and so we we sort of fell in love with it really quickly. And procurement folks They're fun to talk to. Like, what I think, somebody's asking me. I was talking to a procurement leader yesterday. And he was like, oh, it's like, you guys are selling into the worst, like, individuals to like, because they're negotiating with you all the time, but we love it. Like, there's the nicest people. As long as you're doing, you know, you gotta have the the process But, yeah, they they care about their company, and they care about making it successful. And if you can empower them, that was, that was for us. And I don't know. Zendesk was a great example when we were thinking about this because Zendesk at the time was really good doing there when we were entering was just going through, like, their, like, real big inflection growth. And they made customers success sexy. Like, people were like, and that wasn't something traditionally. You were you think about that. And we were like, let's make procurement sexy. sort of the the thought that we had we jokingly did. And that that that was how we jumped into this.

Jeffrey Stern [00:21:05]:

It's interesting. It one of the patterns that has, like, very strongly emerged to me just having these conversations is how much opportunity there is in making unsexy things sexy. It's just like, constant across industries, waste management, procurement, I'm working in health care credentialing for summer is because maybe because it's unsexy that people don't think about it that much.

Stan Garber (Scout RFP, Acquired by Workday) [00:21:27]:

-- business problems that have value. Like, people are good are gonna pay money for that. That that that's the reality to make these problems not go away, but just improve it.

Jeffrey Stern [00:21:37]:

Well, one thing you mentioned that I I wanna dive a little deeper on it, you've been at 300 conversations. That's a lot. At what point do you build the confidence along that journey to say, we understand the problem. We know there's a product that we can build to to solve it. What is the MVP? How do you think about gaining your your first customer and and and bringing to market something from a really extensive research effort

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:22:07]:

like that. Definitely. Talking to hundreds of customers is it sounds daunting, and and it took us months months to do it almost a year, actually. But if you break it up into industries and take into account the fact that we didn't really know procurement and were coming into the industry as as new folks with with new eyes, which was a real advantage. We so you talked to some in government, some in, you know, different industries, some in education. We just once you break it up, it's really the sample sizes become pretty small in each of the areas, especially when you look at, like, where is the beachhead that you wanna, you wanna first really land and stick to. So we heard a lot of the same themes across all of the industries, but when you've got into the nuances and especially where there was software that was decent and where there wasn't soft where where there was a real need and a real pinpoint. You know, we, we started really pinpointing around that. And then we started digging deeper into it. But I I think we we got a high level picture pretty quickly early on. but it did take time to really understand the different markets and to really understand and and get empathy for these customers because we didn't come from the industry. I think if if we would have been in the industry, it would have taken us last time and we wouldn't have had to do as many interviews, but we also probably wouldn't have had

Stan Garber (Scout RFP, Acquired by Workday) [00:23:29]:

fresh from

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:23:29]:

a perspective as we did.

Stan Garber (Scout RFP, Acquired by Workday) [00:23:30]:

Plus, we were building a really big pipeline while we were doing these interviews. So that's the other part. We kept going because people kept talking to us.

Jeffrey Stern [00:23:38]:

And and a lot of those customers, or rather, a lot of those people that you were interviewing maybe became customers

Stan Garber (Scout RFP, Acquired by Workday) [00:23:45]:

the later phase ones. Yeah. And to Alex's exact point, like, we just didn't know what to ask exactly. We didn't know, because the 1st, like, 20, 30, 40 conversations, you're sort of just trying to and what all the terminology they're throwing at you back. You're like, you know, what an RFP is, and they'll say, like, RFX. And I'm like, wait, what's an RFP? like, oh, that's a general statement for a request for whatever. Like, these these, you know, you you just don't know it on top of your head right away. And, it just takes a little bit to learn the industry terminology. And then you find out that, like, oh, I've been asking the wrong questions for the first 100. Let's modify it.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:24:18]:

In college, Stan and I had 2 really great friends Andrew Durlick and Chris Crane. And we recruited them to start this together with us. And so we we're doing these interviews together, which was also really helpful that we weren't doing them all, all ourselves. And so the other thing that one thing that I give Chris a lot of credit for is, you know, you just put me you coined this term Manastic simplicity. The thing that we kept hearing from these interviews was that the software that existed, and there's a lot of software from SAP oracle IBM, you know, at the time it was just a daunting number of procurement vendors out there, procurement software vendors. But the the word we kept hearing was clunky. And so we would ask companies what they used, and they would tell us what they have. but ultimately they were just using a self spreadsheets and email, because the the software that was out there was just too much or, you know, and so what we really focused on. And, and I, I give Chris and Andrew a lot of credit for this because this was like a really big push on their part is just making software that was just super easy to use. And they really nailed that first use case, which was just sending out a request for proposal to a number of suppliers and getting responses back and managing the flow of questions. And it was just such a small use case that oftentimes we were thrown out of consideration from some of the larger customers who were looking for, like, a full blown supplier, you know, portal or something like that. But customers that did that had an acute RFP pain point that used scout in the early days just loved it because they didn't need a training manual. They didn't need training. They could just use it right out of the box immediately that day, which was unheard of. know, usually it was like installation over months, and then you had to go through this in Michigan. They, they really nailed that, that first use case. And then we, we grew the rest of the offer out of that, but that ethos of and philosophy of this monastic simplicity was what really became Scott's brand. and how we were able to grow so successfully.

Jeffrey Stern [00:26:25]:

And was that the first thing that you had built, or was there an iterative process that got you there where you were kinda feeling out what that first niche thing should be?

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:26:36]:

Yeah. We our first value is obsess over the customers. And so we that was the first thing that we built, but then we would go into, a prospect or a customer, and we would say, well, how is this? And they say, well, we can't use it because it doesn't have this. And then in a, you know, in a day, in a week, we'd come back and we'd say, okay, how about how about now? And they would be like, oh, yeah. Now we can use it. And so we would you know, we would continuously do that and we, we used, kind of like crossing the chasm and knocking over the bowling pins analogy. You know, we, we, we found industries where they just ran a lot of RFPs and there was a lot of benefit to it and a lot of pain point. And then we kind of like focused on those. We started getting small network effects from, from those, you know, them word-of-mouth and them telling each other about this. And this is the tools that we use for this. And like Stan said, these are wonderful individuals in a great community. And then we started as we grew, we would just maniacally listen to our customers and they would say something like we run a lot of RFPs but we don't have really software that helps us see what's going on across the whole portfolio of our piece. So then we build a product called pipeline. which just like it sounds like the pipeline of all the RFPs that you have running. And there was no system of record for strategic sourcing that that was as really purposely built for strategic sourcing. Like, we built pipeline for it. And so there were a lot of great tools out there, but anyway, we we just iterated based on what our customers said.

Jeffrey Stern [00:28:04]:

And then the time between, you know, starting scout and and exiting to work day on a macro level, a pretty, you know, compressed timeline for for building something from scratch, growing it, really at scale, How did you guys kinda manage that process? And I imagine, you know, some of the advice that Lee had, you know, mentioned with the first company kinda translated here as well with no necessarily exit strategy in play and just building a a good company and kinda seeing what happens along the way, what your options are. But, as the company grew, how did you guys kinda think about that and and contemplate, you know, what is the impact we wanna have with this business?

Stan Garber (Scout RFP, Acquired by Workday) [00:28:46]:

That that, this could be, like, the next 2 hours conversation. Right?

Jeffrey Stern [00:28:51]:

and

Stan Garber (Scout RFP, Acquired by Workday) [00:28:51]:

we went through a whole, a pretty big is a big growth moment for all of us, right, is when when we started thinking about this, so one thing that, you know, Lee and Lee Rich, they invested in us. So did so did some other great, like, folks at Moore Wheeler, a Hartman Alec invested us in in Cleveland and helped us. But one of the things we we we did decide to to to to to try out Silicon Valley just to sort of think about that, take out some investments. NEA was the sort of sort of the first lead on there, and others came on. And it just sort of gave us the Like, how do you build a real machine? Like, repeatable revenue? How do you think about building every, like, group with regards to sales? Like, there's a whole engine and a whole factory at how the sales was, how CS will run, how product will run. And coming out here really gave us that exposure and help to to think much more bigger? Like, how do you really build a repeatable, predictable model, and and revenue and engine around that? And and really the whole I think we kept saying the factory. internally in, you know, all of our meetings. Like, how do you build this factory? Everybody's running different processes in the factory. There's always a fire somewhere. It always gotta put it out, but, It just elevated everything. I don't know if you wanna dive into something specific, or just wanna focus on dairy because we could we can go pretty broad here.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:30:01]:

I can share a couple of just quick principles that we we started with. The the first one is we knew we wanted to we had we had a vision. We knew we wanted to grow a large organization. So, you know, we we knew we wanted that scale. And the one of the things that we learned really well at Honestly, but also that living social was the value of unit economics. And so for us, we knew that if we were going to build a great organization, we would have to be able to scale profitably over time and and eventually in a healthy way. In the beginning, you're you're burning cash, and that's just part of the the scaling process. But that should yield a company that stands on its own 2 feet eventually. And so that was something that Chaithen Punta Gunza from NEA. He was the partner that joined our board and the reason why we moved out to San Francisco to to run scout, we just really focused on you know, how do we get to positive unit economics? And then once we do that, how do we scale? And then at that point, we're just, you know, looking at things like our average, we just kept a close eye on our unit economics. But then you look at things like average sales price, you look at things like the cost of sale, And then you figure out where your bottlenecks are. And anytime we got into trouble, which was pretty frequently, especially in the early days, you know, running a startup, you see a lot of problems. But when we'd go to see Kate then, who's who's our only board member in the early days, you know, you just draw a funnel on a piece of paper and you'd you'd be like, this is where you're stuck. Here are the ways that you get unstuck at this part of the funnel. And that really clarified for us what we needed to do in order to continue scaling at the pace that we needed to continue scaling it.

Stan Garber (Scout RFP, Acquired by Workday) [00:31:43]:

It's a spot on, Alex. And what what the other part of this is advice at least I've given a lot of founders too is that point, we sort of draw the funnel, right, because you start a company and you're like, what do I need to focus on? There's a million things you need to do. And to that point, like, one thing that we that we really try to do well is we sort of did the jobs of all of the roles almost in the company before, you know, you bring anybody else. But so you start at the top of the funnel and you're like, alright. Like, you've got a product. You build that MVP. Like, what do you need now? Right? So now you need, you know, to get some folks interested. So what that that's the business development or sales development roles, the SDR, the BDR. It's like, go do that. Like, alright. How do you get people's attention? What's the content you need to create? So go create that not gonna be perfect, but you do all of those roles first to really understand what the art around that is. Then you're like, okay. Now I've got some people looking at it. Okay. What do I need to actually do to get them? Actually, now you gotta demo the product. Can you demo the product? Then can you oh, hey. Do you have the legal to get the contract in place? What's our SLA? What's this? oh, crap. I need to go do that. You literally move down the funnel. And then once you get to the bottom, you got a few deals. You quickly realize you need a lot more of them. you go back up and you're like, alright. Next evolution. I've gotten some leads. Now how can I scale that? Okay. Let's go hire a person or 2 to help scale the BDRs. then then you're like, alright. I've got more inbounds. I can't do all the demos myself. Let's hire the 1st round of AEs to help there. Okay. Now we've got, you know, like, now we need to support customers. Let's get a CSM outside of us doing it. So it sort of naturally flows. And I know it's a very simple, like, you're like, yeah. I get it, but doing that in practice is actually hard. and and and breaking it down and just, like, go back to what the business needs today. Now what the business needs 6 months, like, you know, just, like, you're you're stuck in the early days figuring out the first part of the funnel. then work your way down. Now it's it's just practical advice. And that that that's what when Nathan was doing in the funnel, he's just yelling at us in a in a very good way to be like, focus, like, solve the problem at hand here.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:33:33]:

Chaithen called it running from what garbage fire to the next, and that's kinda what it felt like.

Jeffrey Stern [00:33:39]:

Well, that that's I'll dive in on that a little bit. Like, As you're growing the organization, how how are you guys, you know, yourselves keeping up with the the pace of growth and one of the things I I find really cool and and interesting about your story is that it's not it's not just like a one time like, you guys have done this together multiple times over. And I imagine you must have, like, seen how each other has grown with the respective organizations that you were building And so I I wanna just kinda ask, like, how how you guys have seen each other kind of develop over the last few years and Specifically, what you would say each other's kinda super powers are in the in the organization building

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:34:24]:

journey you've been on. Well, one thing we did that was really successful is we we defined our roles very quickly and what we each owned early on It was also really easy for us because Dan was always much more go to market and customer focus than a and sales focus than was always more operationally and product focused. So it made that easy. And with Andrew and Chris, they, they helped to make that to fill in a lot of areas where we were pretty weak too. So it was really just a a wonderful partnership all around. But I think the the key to it in the beginning was to make it. And all throughout was just to make sure that each of our roles was incredibly clear. And will one system that we used for that, not that there's one system that that's right. We're wrong, but the business model canvas by Alex Hesterwalter, we used that early on just to lay out all the areas of work to be done, and then we assign clear ownership of who owned it. And then we all pitched in to do all the work, but there was one person responsible and accountable for every area. that made it really clear. As far as Stan super powers, I'll speak to that. Stan is better with customers than anybody that I've ever seeing. And customers just absolutely love Stan. Part of that is because Stan absolutely reciprocates it and loves the customers right back and it's, it's that intense customer focus that, like I said, it was our first value and Stan just absolutely lived it. And especially in the early days when you're scratching and clawing to get your first $1,000,000 in ARR, it made all the difference. And I think that's where a lot of companies don't succeed is they're doing it either for money or for love, a technology or anything like that. And one thing that we were always very much about is it was we were doing it for the look of customers and, like, the magic of seeing customers get a ton of value out of what we were doing. We it it to be honest with you, like, as many years as we are into it, it's still the main thing that drives us today. But Stan Superpower is that he's he's better. He's just incredible with that.

Stan Garber (Scout RFP, Acquired by Workday) [00:36:25]:

Well, thanks, Alex. And we're simply back to you. I think what are the basic things that, you know, and and I'll say it and then just to add a little more to it to to what you were saying earlier. One thing Alex has done just so well, and and it's so hard. It it's it's keeping, again, it's one of those things that's easiest here, but just keeping the, us on the right, like, path. And there's a lot of shiny objects, and I'm the first one to admit it. And, they only let me in a few product sessions at any given time throughout the course of the, a calendar year, even a quarter. Like, I'm like, guys, these customers need all these awesome things. And and we need to do these things next month or next quarter because we're gonna get all this revenue. Right? I'm that I'm like that. Like, I'm that individual within the company that's, like, hyping it all up. Now this is like, I hear you, man, and we're gonna do it. But here's what we need to do first. we're gonna do these things. And then we're gonna do these. So it's like really to to to the point of us, like, really breaking it down and and this is where the operational excellence come in. It's like, look, you can't say yes to 30 folks and deliver 30 things. You just can't. You gotta go through a certain set of process. And to that point, you know, a lot of that comes back from I think 2 things that's made us very successful because a lot of partnerships don't work out. You know? And this really is a marriage. like, where you you gotta work at it, and there's definitely some highs and some lows. I I would think of us, Alex Snyder, like brothers, and we're gonna we're gonna butt heads a lot. But ultimately, if we sort of are aligned, when we leave a conference room, when we leave anything, like, Like, we may disagree, but we disagree a line and and and have one clear message to the rest of the organization. Whether we're going my direction, his direction, or or just slightly, like, not perfectly. It doesn't matter. Like, when we're out to the world, like, we're one message across the board. I think that's so critical, and we have a lot of respect for each other. Like, I think that's the other thing that that's really, really important. It's not about the ego. It's not about whose name is gonna come first. It's respect for what you do well. And, like, we're gonna back each other up, but there's plenty of meetings where I'm like, Alex, you know this. Like, I you're right. We can't do this. or vice versa. Like, we need to do some type of conference or branding or sales. He's like, Stan, like, what's your vote on this? Like, we're designated. Like, we'll defer to each other. And and there there is that level, of true respect between one another that that I think makes this work very, very well. So when you are finding individuals to work with, like, that that Make sure you can have that because that that's that this could be so critical for the long run. Otherwise, it's just gonna be tough to have that back and forth because there's a lot of not great moments in in startup land. Yeah. That's for sure.

Jeffrey Stern [00:38:59]:

How how did the the acquisition transpire? What what is the story of of Workday?

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:39:04]:

We I have admired Workday since the beginning. Honestly, since on us, frankly, you know, it's kinda like Salesforce is the the real, you know, one.

Stan Garber (Scout RFP, Acquired by Workday) [00:39:16]:

We actually wrote out who we wanted to, like, admire, like, who we aspire to be. Like, there was 3 companies on that list.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:39:22]:

Right. And Workday was one of them because of the way that they treat their employees and their employee first. And they have this incredible culture, but they're also very customer oriented, but their whole thing is you take care of your employees. They care of your customers. And we just we love that. We love the fact that the the, like, customers love the software and the fact that they, like, their culture is such a big part of how they've grown. And so we were really proud when they became a customer, really proud when they became an investor and a partner And we were going to market together and we were selling more and more deals and we had more and more overlap. And we everybody that we met at Workday was just 1st class. Just super bright, incredibly high integrity, and we really really enjoyed we met with their CEO who we really, Anil Bhusri, who is just like a world class guy. And then we we raised our C round and we're scaling, and we're scaling really quickly. And then we, we were approached to raise the next round preemptively pretty pretty unexpectedly. And we we were going down that path, and we met with Anil who basically said, listen, you know, we'd love to see if we, we love our partnership. We'd love to see if we could potentially bring you in if you'd be open to it. And we, we weren't looking to be acquired. We, you know, we didn't have people ask us, like, did you, did you use a banker or anything like that? Like, we didn't do any of that because we were, we were on the path of growing our company and hopefully going public one day, but Anil is is pretty persuasive and workday is just like a wonderful world class company and Stan and I knew we had a lot to learn also about working within a larger organization, serving larger customers, serving customers in a broader scale, we wanted to do more in procurement than than strategic sourcing. We wanted to expand further from that. And we were years away from being able to do that as a is a small private company. And Workday was like, here's a platform that we think you you'll be able to do that in a much sooner time frame. And then also we looked at the type of home that it would provide for our employees. And you can't find a better, you know, place to work than work day. And so, you know, we took that altogether. we talked to our board and who had, you know, incredibly complimentary things to say about work day. And then, you know, as they say, the, the rest is history. I don't know, Dan, Dennis, anything there, Stan. There's a couple of glasses of wine with Anil.

Stan Garber (Scout RFP, Acquired by Workday) [00:41:48]:

There, there, there's a lot more details but that's not for this leadership right now with this particular chat. But, I think for us, it is just it was an opportunity to to really elevate what we were doing. Like, we became best in class and to Alex's point work day, we didn't even know it had an enormous practice in this, and it gave us an opportunity on a megaphone to go compete against the oracles, the SAPs, the, like, these big, big, and and learn something at a different level. And it just it raised the stakes so much faster, across the board. And we've been able to see the power of that, like, landing customers in 7 figure deals. And now you're like, woah. Like, It's just it's impactful. So it's a we we saw it firsthand, and it it was just it's a good opportunity. And we said there was, like, there's only one company that could have worked with it, and that's what it wouldn't work with. Otherwise, we'd still be independent building this thing.

Jeffrey Stern [00:42:39]:

Got it. And both of you are are still you know, Alex, you mentioned earlier, like, drawn to this, the value that the customer is getting out of it. It's still the same under the umbrella of the same product and direction that you were working before, or how are you guys? How's the role changed? How are you thinking, you know, maybe looking a little bit towards the future? Like, what comes next? What what are you guys thinking about from that perspective?

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:43:02]:

Yeah. Well, it's evolved quite a bit since being acquired into to what Stan was saying, but the stage is just much bigger because now we're looking at certainly we're still looking at strategic sourcing and working really hard to maintain a strong leadership position there and also not lose the the reason why our customers love the software in the first place. But now we also get to look at things like how does it work with the Workday procurement suite and Workday inventory and supply chain suite and put it all together. And, you know, one of the promises of our of this industry that we're really passionate about fulfilling is when you buy a suite, it all should work together. And it's all you a magical, beautiful thing. But the truth is a lot of the suites have been stitched together from different software platforms or just built by different individuals. And they, they don't really work. smoothly together. And it's not a great customer experience. And as you can probably imagine from, you know, hearing us talk here, we're We're passionate about delivering on that promise of, delivering that great customer experience. And we're, we're not there yet. we still have a road to go and we're still in the, you know, we're, we're less than 2 years into the, the workday journey. So there's still a lot of work to be done to to really achieve one transformative product that's easy to buy it often love, but we're excited to get there. That's awesome.

Jeffrey Stern [00:44:24]:

I I'm curious from the competitive landscape, like, how much looking back do you feel that you've been able to kinda change the industry. you know, you've identified all these problems up front. Like, what has been the impact what what have you guys been able to catalyze from from having the scale and reach that you have now?

Stan Garber (Scout RFP, Acquired by Workday) [00:44:48]:

There's a lot of great companies in space just to be crystal clear. And and a lot have come before us and paved the way one to them. Like, so it all builds on each other. I think one thing that we came in with a very different perspective, and the the best part is we we sorta used our experience building on top of each other. So when we did the online ordering, we understood the city of what it took to build, easy, like, how easy it had to be to the end consumer. Right? You don't care about all the complications that it to to create a pizza. The toppings the half versus a third of the pizza that all this stuff. It doesn't matter, but it has to be seamless and easy, or you're just gonna drop that order and go somewhere else. But then that idea said, well, like, when you look at consumer facing a UI, it's beautiful and simple, but enterprise tough sometimes. Like, you're forcing your organ like, your folks in that are very expensive, highly talented in this, you know, four four walls and they're struggling to use the products that they're designed to help them. And for us, when we went into this space, we said we're gonna make it simple and easy and intuitive. And that really forced a shift where I think one of the publications eventually sort of created an article. I think they called it, was it Alex? They called it a scout effect or something. Mhmm. Where literally you had some of the biggest competitors out there that had to redo their UIs. They're, like, just how the the redo how they thought about it. and they brought those up to their conferences 3 years ago. And yet they still have yet to, like, they created the visual, but getting it together is hard because it's it's tough code that's been around. It's legacy code that's been around forever. So for us, I think we really help shift this idea of you could do best in class, best in breed. You don't have to buy a whole big product by itself, and you can really drive value around that. And and I think that was and now I think it's common. We sort of get jokes all the time. where if, you you just get, like, a new procurement startup is popping up every month. It seems like if not every week, then we get pinged about be like, hey, have you seen this company that does this automation or this RFPs or this something? So I feel like it's, not to say that you did it, but we're part of the the the wave of new way of check that helped create that. So for me, if I had to sum it up, I think UX, UI, and and Alex's point of being in Chris's idea originally of, like, being so simple of how to use Nestle simple. Like, that drives, like, it's not about every feature. It's how do you use those features to get the job done and to make it super intuitive for everybody would be part of using the software. And and and I challenge that with, like, in anything we do in the future. Like, that has to be it. And that's the approach that we're we're do it. We're bringing this to Workday too.

Jeffrey Stern [00:47:17]:

I imagine that's very cool to see in the market the true impact of the work that you guys have done. It's awesome.

Stan Garber (Scout RFP, Acquired by Workday) [00:47:22]:

I just remember when when funny is, like, the Gartner. It's a Gartner at one point. And, like, we were just never, like, we weren't big enough for the longest time to get, like, to the views of Gartner's. but the analysts we we spent we took care to make sure we we just talked to them, let them know who we are. We were small at the time, and then, like, get to the analysts, and they would always be like, Like, they're not very they don't qualify for anything, but every customer we talk to just says we love, and it's simple, and they don't have any problem using the software. And every time we talk to all of the, like, the big companies that they use, all they hear about was how complex it is. No one's adopting it, and it's just sitting there. And, like, that that that little wave and that, like, industry support over time became such an important piece. And those analysts were like, maybe you don't need this big behemoth product sets to get the job done and just our customer's voices help them realize that.

Jeffrey Stern [00:48:12]:

I do wanna bring it a little bit back to Cleveland for a moment. I'm not gonna ask you if you're gonna start a new company here in Cleveland. But I I am curious, you know, as much as, like, scout is kind of heralded as as a a genuine Cleveland success, it also, in my experience, is kind of identified as emblematic of some of the challenges that the Cleveland start up scene faces where growing local companies can't always find in in in your words, you know, like, the factory making support that they need to kind of scale to the next level. and and are essentially forced in some cases to explore some other, geographies and and hubs that that offer that kind of support for for growing companies. And so I am curious what your reflections perspectives are on Cleveland's role in in scout's journey and you know, where it does a good job and where you feel like we can do a better job?

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:49:09]:

Yeah. I feel strongly about this. So I think we're a good use case for this because we or at least good people to ask this question of because we, we did. We built a company in Cleveland, and honest this was fully, you know, Cleveland company still is in in Cleveland. And we loved that experience. And it was successful. We were able to find the talent that we needed in some, you know, really wonderful, amazing individuals, some of who are are still there. and we really enjoyed that as well. When we started scout, we the reason that we, we didn't have to go to San Francisco. In fact, our, our board member said you, you we're contemplating different places to to go to just to to see what it would be like to run a company in a different area. And he just said, listen, either stay in Cleveland where you have a great network and it's a wonderful place to build a company, you know, lower cost structure, people who you hire can actually buy houses and, you know, all the stuff that, that is pretty challenging in the Bay Area or come out to the Bay Area where we're, you know, we'll we'll all be together and you could, you know, have an an office space and, you know, build a bay area company close to VCs, all the other stuff. And so one thing that's standardized stress is that having done both, you could totally do either one and be really successful in either direction. It was more of a personal choice. It wasn't like we to leave the region to build a company. In fact, we, we knew for a fact that we didn't have to leave the region in order to build a successful organization. The other thing that you asked was what advice we would give or, like, what would make Cleveland a better place for building. And the only thing that really comes to mind, and I think it's less of a factor today than it was. And you see Cleveland Companies raising outside capital readily today, which was not the case before. And, you know, maybe it's because so much more is done on Zoom than it was before. but capital was there's just a lot of capital in the Bay Area. And so in order to meet with capital here, it it was in some cases for us as easy as going around the corner. And the, you know, we we had quite a few VCs that were just based on where we were located in South America. literally located right there. And so it was it it did make raising capital really easy and meeting venture capital is really easy and going to events where I was, you know, and there was a lot of money in the region. I think COVID's really equalized a lot of that. And also there's a lot of capital just out there now, and they're looking for the best companies not just, the closest companies or, or the most convenient or the most vocal founders that, you know, you see at all the networking events. So I think it's made it a lot easier But at the time, it wasn't the case. And so definitely helped.

Stan Garber (Scout RFP, Acquired by Workday) [00:51:57]:

There is a lot of, I I know Alex and I both have invested in in startups in Cleveland already. in the last year. so there there's a lot of good stuff happening across the board. And, I will tell you at the end of the day, though. It's like, Sometimes you do gotta go. Like, we're to Tallix's last point. Like, you know, like, at Workday, it was a 2 block two buildings away from us. Right? It it's easier to get partnerships and deals and I think you will always get that now, especially in today's market being remote, it's gonna be so much impactful, but I do think you can gotta be open to traveling and getting ready to meet people, especially as the world opens back up, but that's gonna be a critical part. Cleveland's also a good centralized place. getting to Boston, New York, Chicago, San Francisco, like, Texas. Like, it's still a great, great spot to do all of that.

Jeffrey Stern [00:52:42]:

Yeah. For sure. Well, we'll wrap it up here with our our final question, the question that we ask everyone who is, on the podcast, which is also a Cleveland question, but not necessarily for your favorite thing in Cleveland, but for hidden gems or other things that people may not know about that you like in Cleveland?

Stan Garber (Scout RFP, Acquired by Workday) [00:53:06]:

Yeah. For me, I just, when I think of, like, for some reason, food always pops in that for me, like, when I think of of that area, Alex, I think I know what you're gonna say, but, I'm gonna go with and we spent a lot of time brainstorming ideas. They're celebrating Johnny's little bar. I feel like an inter I hope it's still around. I hope it's still around. Yes. Yes. There's just, like, no better place to, like, brainstorm an idea to celebrate or, like, grab something late night with, like, at that place. It's just it's so amazing, from a and that's a great value.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:53:36]:

for me, and you don't appreciate this as much when you're in Cleveland, but when you leave it, you you miss it dearly, the Cleveland Museum of Art is an incredible place. And the fact that you can go for free. For free. And as a college student, as a as a an individual in the community anywhere and just go into the Cleveland Museum of Art and see some of the best pieces of art and be inspired by that. And then also just the the environment that they've established there, such a beautiful atrium, such a beautiful grounds outside of that with the, you know, with the pond and everything like that. just, every time I go back, I, I make it a point to visit. And it reminds me how fortunate we are in Cleveland to have that, that gem. And I wish we had more places like that. But, you know, I, regardless of where you go, it's a world class place, and it's located right in Cleveland and accessible to everyone, what a gift.

Jeffrey Stern [00:54:31]:

Yeah. It's incredible. I actually don't think anyone has mentioned the museum yet. And that it is fantastic. It really is. If you're

Stan Garber (Scout RFP, Acquired by Workday) [00:54:39]:

think of that, just go to the gardens or a or or to the naturalistic museum? Boom. You got them all in a row.

Jeffrey Stern [00:54:44]:

There you go. I'll stand, Alex. Thank you again very much. for your time and for, sharing sharing your story today. I really appreciate it.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:54:55]:

Thank you, Jeff. It's my pleasure.

Jeffrey Stern [00:54:56]:

If folks have anything they wanna follow-up with you about, what is the the best place for them to to reach you? LinkedIn's really simple. If you just link us in,

Stan Garber (Scout RFP, Acquired by Workday) [00:55:05]:

grab our profile, send us a message. We get it on our phones. So it's not like we're we're we'll

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:55:09]:

we'll see it. There you go.

Jeffrey Stern [00:55:12]:

Awesome. Well, well, thank you again.

Alex Yakubovich (Scout RFP, Acquired by Workday) [00:55:14]:

Thank you. Cheers.

Jeffrey Stern [00:55:17]:

That's all for this week. Thank you for listening. We'd love to hear your thoughts on today's show. So if you have any feedback, please send over an email to jeffrey@layoftheland.f them, or find us on Twitter at podlay of the land, or at @Sternjefe, jefe. If you or someone you know would make a good guess for our show, please reach out as well and let snow. And if you enjoy the podcast, please subscribe and leave a review on iTunes or on your preferred podcast player. Your support goes a long way to help us read the word and continue to bring the Cleveland founders and builders we love having on the show. We'll be back here next week at the same time to map more of the land