S01 E23: The process this firm owner uses to manage his 100% remote team

Roman Villard
Today on Accounting Flow. We’ve got Chad Davis; what’s up, Chad

Chad Davis
Hi Roman, It’s good to see you. The last time we chatted was at Bridging the Gap in Chicago.

Roman Villard
We had a great time, and your daughter was there—oh, it was awesome. It’s great to see her present at a conference.

Chad Davis
Your brand new hats were just released, and you were given those. I’m in awe because I didn’t get a hat. And I’m just, oh, I’ll try to represent today with this one. But congratulations on all things that are firmly related to you, too.

Roman Villard
Oh, I appreciate that. I’ll make sure I put one of my bags for you for QuickBooks Connect. Excellent. Awesome. Well, many people in our space have heard of Chad Davis. They’ve listened to maybe a bit about your life and your story. But can you give us the elevator pitch on who Chad Davis is and what you’re doing?

Chad Davis
The GPT for this one is summarised in two sentences. Let’s see, the abridged version is that we have an enjoyable firm in Nova Scotia, or Canada, called Live ca. You know, it’s been like our baby for the last ten years building. I am halfway through working with my business partner and everybody there. We decided that remote work was excellent. And it was the fundamentals of how we set up the company. We just wanted a little bit more. And we ended up leaving Nova Scotia, where I’m from. We had a house, and we went in 2017 and 2018. One is for the first for a small trip, and the second is for the like on the trip. We’re still living in an RV and traveling around Canada and the United States to do things.

Roman Villard
Okay, so you’re running from what firm size and who you serve?

Chad Davis
Yeah, the firm has gotten up to 110 people and has made some changes over the last few years. And right now, we’re right around 60 or so. So, it has been every size in between there. So that’s it. And we typically serve companies with a bit of complexity, and they’re daily ops. So, where are the kinds of tax and tech met in a complicated environment where maybe other firms don’t want to touch this type of company, or perhaps they’ve outgrown their capabilities? And we’d like someone that’s been there done that we cater to those sort of, like, 2 million to $20 million companies that they’re just looking for that rigor around their some internal processes.

Roman Villard
Yeah, that’s perfect. To set the stage for a conversation about managing remote work and a remote team, is your squad primarily Canadian-based? Are they scattered throughout the world? Where’s your team at?

Chad Davis
Yeah, I mean, this is a debate; every single person in Canada, and I know what well, almost every accountant we know is outsourcing. It’s not something that’s in our plans. And we’ll keep people in Canada. And that’s some working. The thing in life is that he learned to run with them and try them out. You know, there’s no wrong way to do this. So, stick to what you’re comfortable with. What Works is really the sort of mantra that we’ve worked on over the last few years anyway, and we’re excited to keep it that way for a little bit, but we’re also happy at the possibility of what this means down the road.

Roman Villard
All right, everybody’s in Canada. My Canadian geography is not great, but I know Canada is large. I suspect they’re all over Canada.

Chad Davis
Yeah, they are. So, pop quiz. What do you think is the smallest province in Canada?

Roman Villard
It would have been best if you had asked me to name a province in Canada. I would have chosen Nova Scotia.

Chad Davis
It’s close. It’s PEI. Prince Edward Island is very close to it, like New York to Rhode Island. It’s close—very, very close.

Roman Villard
Okay, and you do have people in PEI

Chad Davis
So yes, there are people in almost every province, and we have; my Canadian geography of the north is probably not as good as yours is of regular Canada. So we don’t have any people up in the north. All this is not true, but it is in every province. This is boring except for Quebec, which is under a different Wow. Which is like where, you know, they have a different employment system. And it’s slightly different from the rest of Canada from a regulation perspective. So, I’m sure you have a state or two like that, but for us, that’s the one we’re going to stay away from. We’re open to it in the future if we need to.

Roman Villard
Okay, the copy is so large. You have employees all over Canada, and over the years, you’ve had to implement a process, a methodology of communicating and managing this team. How did you start on the path of engaging a remote workforce? I would love to hear your story over the last ten years and where you are today. So, let’s start at the beginning.

Chad Davis
Okay, what about the context with other people that you’re getting off the hook? Now, you don’t get to talk about yourself. So first, let’s do just two seconds: Who’s Roman? How can they size your firm? That’s the polite thing to do. We can skip over us. Sure. Sure.

Roman Villard
I’m Roman, the founder of Full Send Finance. We serve seed through Series B stage companies, primarily in technology and E-commerce. We have a small but mighty team of four dispersed employees. So, we’re also managing a remote team and learning from folks like you how to do that well—hopefully, or what not to do.

Chad Davis
Excuse me for the cough. Yeah, you sometimes look outside for inspiration. But almost found, like every accountant we’ve talked to, over the last little while, it is like they’re still charting their path right there; they left something that wasn’t working for them. Or there was just a better opportunity in doing something on their own, they start up a firm, and like they figure out how they like to communicate and what type of clients they want to work with, and what ideals and values they want to instil in inside of their company. So it’s going to find out, you’re growing up, I never really, when I listen to podcasts like this are like, oh, you know, I’d love to hear what they learn, but like, always with a grain of salt. And looking at it through the lens of, Well, that was them and like, the culmination of all of their decisions and, you know, on their mistakes, you know, probably won’t be even close to the same trajectory or story. But neither. It’s nice to hear what did and didn’t for just that kind of water cooler conversation. So I hope that’s where we go today, and do not try to be too prescriptive.

Roman Villard
Yeah, completely. And, you know, based on what you described, what I’ve tended to do is take my own experiences of what I liked and disliked and other firms and impose that on our firm, through the lens of like, this is what I would have liked if I was an employee at this company. And that’s not always the correct answer, either. Because not everybody’s like me, which is a godsend, it’s just fantastic. Not everybody’s like me, but I tend to design it through my lens of trying to make sure I would be happy if I were in that seat. But is that how you were thinking about it as well at first? Or how did you draw inspiration on that front?

Chad Davis
it’s completely selfish. So kind of through like, Oh, I’ll do that. For me. I was like, being in the Cayman Islands of all places, and had a great job and a great friend group and incredible boss and the opportunity to work remotely and be with her new daughter, at the time, who was still in the belly at the time, we decided to leave. We enter the dumbest decision, socially, that you could make. But it was to be at home. And like that was, though, for my business partner, it was like, Hey, I wanted to live in a different country for a while and visit different places. So I think just having that support system of another founder and another person you can walk through, in the beginning, is super valuable, and I can imagine it isn’t as lonely. You have to do it all by yourself. So that’s, that’s one of the keys early on was to be at home and I mean, didn’t like driving into the office if I had to go like did it for a decade or more before, so it was like, well, maybe this is the start of you know, me doing something for me. And that was the one thing if I had to put a stake in and say, this is what I’d like a company to stand for. Logistically, maybe not feel philosophically, but logistically, that that was the stake. How about you? Do you have one of those steaks that you use for full send?

Roman Villard
My stake revolves more around culture and ethos, and just the general mantra of accounting that the way accountants are perceived is generally introverted, lacking in personality, and lacking authentic connection. And, you know, I can reference John Garrett in this. He’s got the book What’s Your, which alludes to the things outside of work that compelled you to be a better human being and things that you’re passionate about. And so my steak is probably leaning more toward that side of things. And that’s where we often reference stuff like, Hey, what’s your full send? What is it that makes you come alive? What is it that you are interested in outside of work? Ultimately, your life is not an enabler of work; your work isn’t a pillar of, you know, really enjoying life. And so that’s how we think about it if I were to put a definition around a steak for me.

Chad Davis
I love it. Those are the kinds of conversations I’m interested in. I’m just seeing why people made some decisions; I should have gotten a glass of water before I started. So sorry. Cool. So your original question was, I’m always bad at those where there are two parts, and you go back and forth, interrupting your flow. So sorry, about sorry about that. It was around getting an idea of the beginning. Sort of. I know you mentioned the tenure story. That’s that’s a big one. But, in the beginning, what was it we wanted to touch on again?

Roman Villard
Yeah. So, how did you get started? What characteristics did you look for when hiring remote employees? Or maybe qualities that would lend themselves to an excellent remote workforce?

Chad Davis
Well, we probably had no idea for years. So yeah, I don’t know. I’m so sorry for not having a good answer. Like when we first hired, we hired those we thought would help us the most of the candidates who decided to apply to a brand new company with only two people. You see, you don’t have a lot of like, we didn’t have any hiring experience. I don’t know if you did going into this. And you learn over time what works for you at your firm’s time. And that’s why it’s so hard to distil things back to like an ethos or something or a philosophy, it isn’t just saying, like, here’s how we do it. It’s more like, for the situation that we’re in here, the positions we’re hiring for these positions will fit into some version of an organization chart that we have today. And, like, Wouldn’t it be great if we could hire people that we enjoyed working with or had a working style conducive to the progress of the company, but also have ourselves? And then I think back to, like, I don’t know, like the 10 or 20 or 30 people that formed, what their culture was at the company over the first five years. They were all just so lovely. And, like, they’re very willing to help. And like we’ve in the beginning, we use, like, willingness to help is one of the metrics of scoring someone on there; we had these things called trial workdays, which is, you know, getting people in for a couple of days and paying them and seeing how they work. But, like, their ability to help out, ask questions, and take coaching to help others was like 20% of the whole mark, like hiring them. So yeah, maybe that’s the takeaway: if we knew we wanted to grow. We needed an infrastructure of people that we enjoyed working with and, at the time, filled a need technically. I won’t say socially, but whatever it’s called, where you’re talking about how you work with each other, that culture is just to be helpful.

I can imagine when you’re like, for people, it’s all hands on deck, and you must be helpful. You can’t be that person in the corner. Nope, I’m not touching that. That’s an HR thing. Like, no, it’s all of us’ thing to be able to work through that. It’s nice now. These days, you probably have the discipline to do something like that and create very healthy roles and things. So, you don’t want to get away from that if that’s the type of company you want to build. But, you know, many hands were on deck in the early days.

Roman Villard
There’s no job that’s too big or too small. You have to link arms to tackle the work that’s coming in and the administrative duties. You know, a lot of responsibilities fall on the plate of somebody who rules as a senior accountant who traditionally doesn’t fit under that job description. When evaluating those early employees, you must ensure they are multi-dimensional and capable of filling several roles.

Chad Davis
I just realized we’re halfway or further along in this, and we haven’t gotten into any meat.

Roman Villard
We can do that. You mentioned getting to those first 20 people critical to setting the foundation. When did you and your cofounder have to step back and assess whether we need some actual process or parameters for operating as a remote firm?

Chad Davis
I think from day one, you realize it’s essential, and you work through it. Still, I think you go through a process looking back of personal growth that you probably didn’t see yourself going through because the people that you know operate well in 100-person plus companies alike are not the same people that work well at 50-person companies with 30 people, company, it’s an entirely new skill set. And, you know, we kind of like recognize that the skill set that collectively, the people like in our firm have is like, it’s the operate like a 50 to 70 person team adequately well, like where people are engaged, and they are, like, they want to do their work and have a good life. And like when you’re trying to instill this, you know, this idea of, like, a meaningful life. For someone like you, like you mentioned, in your ethos, there are a lot of decisions you can make, and there are a lot of decisions you can step away from. And if I think back to, like, the stuff that we leaned into, you know, around that 20 people, Mark and Mike, what worked for us operationally was that we carved out a budget for nonbillable roles that formed the basis of why people stayed, why they joined and kept us afloat. So a couple of those positions are things like, I don’t like an onboarding manager, like who has an onboarding manager at ten people, I mean, like, seven people, or four people, like, you might write, because, you know, you, you see how important is, or it’s part of another person’s job, we kind of curve that out. We had a head of tech there first, like four hires. We had our ops manager, and I was starting to look up when they were hired in 2016. So, three years in, we invested—and to that a little bit more. And if I look back at the significant investments made, you know, mid-journey, it’s been around so far. I don’t say like middle management, but kind of middle management, like the support network for everyone. And, you know, when you say, like, you reinvent yourself every 18 to 24 months. It’s true if you row because you need a place to put these people, and career trajectory is accurate. And, like, yeah, you’re still figuring it out. So I don’t know if that answers it. But it is something that we learned along the way.

Roman Villard
Yeah, I mean, the takeaways that I’m listening to are centered around making sure that there’s enough internal support and piping to allow for employees to have a quality experience because there are individuals that take on those ancillary roles that traditionally would fall on, you know, an operator or somebody who’s in direct client service. And so, by removing those responsibilities, you’re enabling a better environment for them to thrive. And then, you know, progressing their careers, as you mentioned, is so important. Yeah.

Chad Davis
And then there’s the element of, like, well, if you’re if you don’t have the skills at like, 100 people or 200 people company, like, like, what are the resources out there that you can look to, and, you know, in true Zoolander style, like what’s hot right now is EOS. It has been for a while, but it feels like the pandemic kicked it into high gear for their growth around the US and Canada. And like that single decision to, you know, hire an implementer for this Entrepreneurial Operating System. It was such a weird feeling for us because we, like, oh, we built this thing so far. Why would we need somebody to come in and tell us about this wacky system? For example, we’re not going to follow some formula. We never followed it for, you know, eight years.

Why would we follow it now? And like that, that was a great ego check. Because we thought we were sailing well, right? We had the maps we had, maybe not, yeah, maybe like a weird analogy, but like a subpar map, right? And we were all doing our thing. And it was, it was organized, but maybe it was organized in the way that it could have been so that we can get to wherever we’re going a little bit more efficiently and with more straight lines. And that’s what EOS gave us. It was like, Okay, here’s the path for the straight line. And you’ll probably start figuring things out, having better meetings, and having more engaged employees if all this would take a year to work through all the kinks before you start, really, really seeing. And that’s what happened. So, again, I was shocked ten years ago and was like, Okay, we threw this in. And now it’s like it’s a tenant of the whole company’s operating, which is the terminology, how we’re approaching meetings and data, and it just changed everything. So, just maybe being open to the fact that you will change it, maybe it’s not even every year, every three years, or perhaps every six months if you’re a hypergrowth thing. Just be open to the idea that your brilliance today is not tomorrow’s.

Roman Villard
Man, there’s so much to unpack there. However, for those unfamiliar with Eos, the entrepreneurial operating system is primarily based on a book by Gino Wickman called Traction. What EOS is is effectively a framework for management and goal setting. And for, you know, internal communication for accountability. There’s a whole framework for this. So, if you’re unfamiliar with that, check out Traction by Gino Wickman. EOS has also gained tremendous popularity amongst accounting firms. And so you’ve matured and graduated to a point where, you know, bringing on an implementer is not an inexpensive proposition. Their job is to implement this system in the business to define roles, understand accountability, set goals and cadences, and scorecards to manage the firm more effectively. And so you’ve matured into this space of instilling a proper framework for managing this remote workforce.

Chad Davis
Look and get back to the sort of meat of this. Probably the most impactful change we ever made was leaning into the value of those one- or two-day sessions with the implementer. Because we had for those for the for those familiar with Eos, there’s this exercise called the First Creation of the Accountability Chart. And that’s where you set up, not an organizational chart, but where accountability lies in the organization and at what levels. And when we created ours on our own, we’re like, Oh, we got this. Why don’t we do this to see what it’s like afterward? It’s completely different. And like subpar, so far, and as well, like we went through, probably, for every quarter that we were doing the accountability chart updates, significant changes would happen every three to six months. So we’re almost in the middle of the year somewhere. We are still changing that accountability chart as we get more clarity on the types of messages and data we want, the rocks, and the goals. Everything is so aligned that I bet you if we had that alignment five years earlier, again, we would have a completely different company because we manage meetings the way that people typically do, which is, you know, depending on their ones or not like there’s an excellent standard formula that people are using today with like blockers and winds and like round-ups and all that kind of stuff. But with the meetings, if you’ve never been in what they call like an L tan, or like a weekly or bi-weekly meeting, there is this cadence of like the personal introductions and the data and the review of the two dues and the headlines that, you know what you’re getting every single meeting and you can prep. And if you use systems or software for it, everybody can be involved. And that’s what we did when we chose to use ninety.io. Putting this all together was a very organized way to have all of this stuff, but the meetings were also almost enjoyable. And it’s like you get through so many interests. We are seeing topics because you prioritize the most important ones. Whereas us five years in, we were, I don’t know what on a wall we were doing, like comparatively. But you know, while we thought it might have been organized, it wasn’t as organized as this. So, I’m a big fan of EOS’s effect on us because we could check our egos initially.

Roman Villard
And I would venture to guess that the typical firm runner listening to this right now does not have a framework for goal setting for accountability for weekly meetings. You know, firm owners typically go in and out of their weekly meetings. It’s, you know, maybe less structure, there’s some overarching theme, but that productivity and the time that’s allocated, the meeting is likely a lot lower than it could be by utilizing a framework like this, because like you said, you can prepare, you have a particular task and list of things that you’re knocking down. That drives weekly alignment for what needs to be done today, tomorrow, next quarter, and next year.

Chad Davis
What are your thoughts on everybody? What are your thoughts on most large and medium-sized companies bringing people back to the office?

Roman Villard
I’m a millennial; I am on the fence because I love personal work. There is no reason whatsoever that we need to have an office, but we have an office space because I like going to work and having that community there. It’s a co-working space; startups and other company owners are always around. I thrive on that type of energy. That being said, I don’t know that I would ever be able to mandate somebody to come to work because not everybody’s like me. Some people thrive in that quieter, more comfortable environment at home, and I’m okay with that. But you can run some tight for companies mandating 234 days a week. I don’t know; it’s just tight situations where employees get frustrated because these not-so-important things are being mandated that they disagree with. And they turn because of it.

Chad Davis
I was reading somewhere that a firm in the UK was bringing everyone back to the office. They were at two days, and then they mandated it to five days. However, most of their team members were lawyers and were hired remotely. And just the threads on Reddit are so good. They’re just like, like, they know that we’re lawyers, right? Like, think, no, this is not going to go well.

Roman Villard
I saw something similar. It was a meme. And it was, you know, ‘return to the office for the culture.’ The picture of the Altar is just a bunch of empty beige cubicles, and it’s like, that’s not what drives culture.

Chad Davis
Yeah, I know there are many reasons why it could happen. And I think this is just like the pervasive observation that we’re still in the minority when I say we, like remote companies in general, are still in the minority, right? Even studies this year are still saying things like 12% of the workforce is remote. And, you know, depending on who you’re looking at, I think this was like a McKinsey one. And they were, if you put that into perspective, like even if it’s 20%, which numbers could be as high as 25, or something like that? It probably isn’t. They are just what was going on with this? Yeah, it’s still in the minority, right? That is where we’re all kind of living. It’s not the norm. So as soon as, like, you take something like a world-changing event, like the pandemic, and then you have, you know, a lot of people conditioned to work in one way, I guess, soon as that inertia of their friends, bringing people back to work happens, you know, oh, everyone’s doing it is a thing. And no, some workers can and could work remotely but are missing out. So we’re seeing that now in some job postings where, you know, accountants are being asked to either increase the days or start coming in, and they’re looking for options. So, like those firms still operating, they have an advantage now.

I don’t think anybody had an advantage in early 2020, maybe if you were already operating that way. But like, yeah, it was. Seeing the trends is excellent; not 2% of the workforce works remotely. And like just that, inertia is fantastic to see, and I’m glad we’re alive. For it, I’m hopeful that, you know, people find jobs that suit their situation the best so that if you want to go in for a co-working sash, you totally can, and everybody’s happy. But I think, for now, we’ve picked our lane. We’ve worked through some of the biggest challenges to date. I mean, there will be bigger ones, I’m sure, down the road. But, you know, if I look back at this discussion with you and think, well, what did you say? And it’s like, oh, yeah, EOS is good. You know, starting from remote is probably easier than switching to remote. But I think back to the things that we did that worked, it was, like, being very transparent with people about the financials and sharing those openly, right up to what my business partner and I take home every month. That was, that was nice, because as you endeavor for specific projects, or focuses for six months or a year, you know, that lens of, like, where are we at financially is like, super, super helpful to anybody that’s considering if they want to go in that sort of journey with you for the next year or two.

From an accounting perspective, there is a lot of talk about structure. What’s the best structure? How should you price? What should you like? How should you operate? And every single structure, including all of ours that I’ve seen, like, nothing works? Well, for someone for a long time. There are always changes you’re making. So I think that mindset of like, alright, this isn’t working anymore. Why isn’t it working? Okay, for these reasons, what’s the most important thing to change? And that’s where you start having discussions around? I mean, what are the famous ones now? Pods are no pods, middle management layers, or what your first couple of hires should be. These are all scorching topics. I don’t think there’s a correct answer for any of them. It’s just what works for you at the moment.

Roman Villard
Yeah, and the ultimate theme there is just being open to change. Accountants, by nature, are so resistant to change that it’s an inhibitor to growth, particularly as it relates to the evolution of a remote culture. And calling back to, you know, the culture of accountability, the infrastructure that you’ve established, the way that you communicate and promote transparency in the organization—all these things will continue to evolve. Still, they will continue to contribute to a quality remote culture.

Chad Davis
They’re just thinking back to a funnier story. We once had a new grad join us. And, like, their parents were so angry that they decided to work for, you know, a little old, our firm. And you know, they were like a medal winner. Like all that kind of stuff. They wanted to go to the big floor. And I remember the conversations back then were, no, this is an honest company. Yes, I’ll talk to your dad—that kind of stuff. But, like, not now; you don’t have those conversations. So, going back to, it’s nice to be on this side of history where we’re trying this more and being more open to it. You just kind of laugh at some of those situations.

Roman Villard
Yeah, that’s hilarious. Yeah, that doesn’t happen very much. I think Gen Z feels very comfortable building relationships in a virtual environment. And so I think we’ll continue to see these trends of leaning into remote work, and you’ll see these larger firms start to instill more of that infrastructure to support that in a quality manner.

Chad Davis
If you think about full send for the people you mentioned, you’re hiring more, and it’s growing. Where have you spent your time in the last month or two, outside your family, thinking about your blockers and what’s on top of your mind? I’d love to hear where your head’s at and where you put those resources.

Roman Villard
Yeah, so for me, the biggest goal in 2023, you know, bringing on a partner earlier on in the year, bringing on a senior accounting director, all of this has been intentionally driven towards trying to get me out of client work client service, and then next year to get my partner out of client service. The reason for that is not because I don’t want to do it, not because I don’t enjoy it. Still, it’s trying to angle towards how I can serve my highest and best purpose and skill set to contribute to good culture and growth from strategy and then start to ideate. Around how do we evolve? How do we continue to change next year and beyond? Because if I’m, if I’m spending 30 hours a week on client service, we’re not going to be capable of doing that robustly. And so it’s reallocating my time and resources in a way that’s more conducive to supporting and growing the team.

Chad Davis
So that the ever acts like the ever popular question, you’ve got your accounting director piece. What do the next few hires look like?

Roman Villard
For us, it will be a senior accountant or senior analyst; then, we will probably be looking at an operations hire. But again, as we mentioned earlier in this conversation, everybody’s wearing many hats right now. And so there’s just kind of this general understanding of, you know, here are the work streams within our company. And you’ll have to be picking up elements of each of these for some time. But, you know, you talked about career progression; we want to make sure that we’re angling every person in the organization towards the areas that they thrive in and are passionate about, whether it’s an industry vertical, a type of work they’re delivering, maybe it’s more finance, and as accounting, you know, starting to create lanes where people can pursue those journeys.

Chad Davis
I love this. I also love the time we’re in because you’ll be able to go back in five years, and like another year, I’ll rewatch this thing, but look at some of the things you’ve recorded over the years. And like what your focus is where, and there’s almost an 80% chance that something happened, and there’s just something different. And I find myself just thinking back to what we thought was important. It was to a point, right? But I hope I feel like you are more, like, more aware than I am about what you’re building and in yourself to be open to those. But for us, we just went with the flow. And what worked was because we were, you know, charging enough to sort of eat. What’s the story of some of the strategies, something for breakfast or something, strategy for breakfast? I forget.

Roman Villard
It’s a quote. Yeah, so you can look it up, you can Google it. But I think it’s one of those things, you know, I struggle with planning. Personally, you know, when you talk about us and planning in 135 10-year increments, that is very difficult for me because every single plan I’ve had in my life in my career, three years out, five years out, has changed drastically from the moment I set that plan in place to then three years later. And so I struggle with that.

Chad Davis
But here’s how we might end this, like the people around you, friends and co-workers. And as colleagues. They do so because of you, so if you don’t ever compromise on those things that make you you, then you typically will surround yourselves, and people will want to stay with good people. And it’s hard to find in this world anymore. So you keep being you, and people will gravitate towards that. I know I would.

Roman Villard
Well, I appreciate the therapy session. This has been helpful for me. I hope this conversation has been useful for those just learning more about adopting, changing, instilling structure and talking about remote work. So, I’m super thankful for you in our industry, the impact that you’ve had, and this conversation today.

Chad Davis
Same to you, Roman, it is always a pleasure. And I’ll see you at another conference in a couple of weeks.

Roman Villard
Yes, that’s great. I’m so excited about that. If people want to find you, how would they find you? Do you want them to find you?

Chad Davis
Of course, there should be no stalking with the RV in the RV parks. Twitter’s fine. Or do we call it x? Now, let’s say x. There’s a handle: Chad Davis, my full name.

Roman Villard
@ChadDavis. Perfect. Awesome. Thanks so much, and I will see you soon.

Chad Davis
See you Roman

Roman Villard
Later!