Functionally Unemployable w/ Rachel McLauchlin | Ep. 198

David and Gary sit down with Rachel McLauchlin, founder of Embark Benefits, to unpack what it really takes to rebuild something from the ground up—twice. Rachel shares how her own experience navigating the benefits world sparked a mission to create something better: a system that actually works for people, not against them.

This episode digs into the grit behind entrepreneurship, the lessons learned from doing it all over again, and how personal conviction can fuel a business that lasts. Rachel’s story is a reminder that the best companies don’t just fill a gap—they fix something broken.

LINKS:

Rachel's Email

Embark Benefits Website

Embark Benefits Phone Number: (704)- 449-7718

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David Baxter - CEO of Big Pixel

Gary Voigt - Creative Director at Big Pixel

The Podcast

David Baxter has been designing, building, and advising startups and businesses for over ten years. His passion, knowledge, and brutal honesty have helped dozens of companies get their start.

In Biz/Dev, David and award-winning Creative Director Gary Voigt talk about current events and how they affect the world of startups, entrepreneurship, software development, and culture.

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Transcript

[00:00:00] Rachel: David, to your point, people like cringe when you talk about healthcare. They're like I hate healthcare. I'm like, yeah, I do too. Join the team. How do we make it easier because nobody's gonna blow up the current infrastructure.

[00:00:14] David: Hi everyone. Welcome to the Biz Dev Podcast, the podcast about developing your business. I'm David Baxter, your host, and joined by Gary Voight. Per usual. Today is a special day. We are dealing with the AWS cataclysm, so who knows how this is gonna go. Hello, Gary. You ready for this?

[00:00:31] Gary: I am ready. I've been waiting for this. I hope I get cut off right in the middle

[00:00:35] David: Nice. What's funny is you make that joke and you did break up. While you said it, so that was extra spicy. Nice.

[00:00:44] Gary: Is almost like I was planning that. That's

[00:00:47] David: are you behind this? You're it, aren't you? No. You're not smart enough to be behind No, it's my brother. He still uses the Bing search engine, so I'm sure that has something to do with it.

dude? No. There's no way that's taxing anything on the internet because no one uses bing but him anyway. More importantly, we are joined by Rachel McLaughlin, who is not unfortunately related to Sarah McLaughlin. We're not saving any puppies today, but we're very glad you're here. Thank you so much.

[00:01:14] Rachel: Thank you for having me.

[00:01:15] David: You are the founder of Embark Benefits, which is a new venture, which I always enjoy.

Tell me about Embark.

[00:01:22] Rachel: So this is actually my second iteration of a benefits consulting firm. So I started my first one in 2018, and really honestly, it was just, when my passion and my purpose met. I have four kids. My second is a 12-year-old little boy who has had a host of different health issues. And I became passionate about our healthcare industry because I figured if I was smart, if I made good money and I couldn't figure out the healthcare industry, what do other people do?

And had my first one, but sold it shortly after COVID. And after my non-compete nons solicit ran out. This is 2.0.

[00:02:02] David: Nice. Alright, that's very exciting. So are you frustrated all the time if you're dealing with healthcare issues all the time? Because that would, that's like. Dark dungeon stuff. There's so every time, so I help with my stepdad's health stuff and finances and stuff like that. And every time I weighed into that world, I just get angry 

[00:02:22] Gary: Yeah, I don't think anybody comes away with, yay. Health insurance did great.

[00:02:26] Rachel: No, totally not. And it's very weird and ironic, David, that you talk about your stepdad because very recently, within the past three weeks, my stepdad had a massive stroke followed by brain bleeded Surgery was in a medically induced coma. I had to go out to my LinkedIn network to ask people for answers because even being in the business, even knowing all the different quality metrics companies and whatnot, I was still frustrated trying to navigate care. So yes, I am still as frustrated. I'm like neck and neck with, I would say like DMV and cell phone carrier, like in

level of employees of all stripes Yes, Fair. Fair.

for sure.

[00:03:09] David: yeah, I'm right now in the middle of watching the Resident, which makes me a medical expert. Of course, what's funny is all of those shows, I'm gonna get on my little soapbox for no repair reason. All of those shows at some point they, when they start jumping the shark, and I've watched all of them ER grays the whole bit.

At some point they all get on their soapbox and they like preach to you. And they, the two doctors, there's always two doctors speaking to each other as though they're both idiots explaining to each other their jobs for us, the audience. But when you think about two doctors, like you would never speak like that.

But anyway, but they always talk about how broken the system is and stuff like that. So I just, and they're always frustrated and they're these beautiful doctor people. I can just imagine. So tell me practically what that means. I hire Embark.

What does that mean? What are you doing for me? Practically 

[00:04:00] Rachel: you looking for a new broker? Is that what you're saying?

[00:04:03] David: I have used this joke many times.

This podcast is actually a way for me just to get free consulting. That's all I use it for. So that's how we do it here. So now free consulting, let's go.

[00:04:12] Rachel: so I specialize in. Really two different things.

So I am located in Charlotte, North Carolina. I predominantly focus on the Southeast but helping mid-market companies to a, have long-term sustainability of really good benefits. Since I think ever since the Affordable Care Act costs have just gone astronomical and really what we've done as employers is just shifted costs back to employees. So they're really the ones who are feeling the financial burden of it. And so my second thing that I do, which I think is mission critical in a lot of ways, is that I help employees to be better stewards of their healthcare dollars, letting them know they have choices and incentivizing them to make a good choice.

I'll give you an example. So in Charlotte, if you wanna get an MRI, you could go to a free fan, a free standing facility like OrthoCarolina and an MRI would cost probably somewhere in the neighborhood of $500. If you were to go to Atrium Health, get that same exact MRI, it would probably cost somewhere in the neighborhood of 6,000. So if the employee makes a choice for a freestanding facility versus going to Atrium. We'll waive their cost share, so we'll make it zero barrier to entry where we'll waive their cost sharing for it. So we really try and help 'em be educated consumers of their healthcare dollars, which automatically helps the employer to spend less money.

[00:05:36] Gary: How would that employee ever know the difference if it wasn't for

[00:05:41] Rachel: How would 

[00:05:41] Gary: yeah.

[00:05:42] Rachel: they wouldn't.

[00:05:43] Gary: Okay.

[00:05:44] Rachel: So unfortunately, ever since the Affordable Care Act, we have something, especially in small group called the Medical Loss Ratio. Are y'all familiar with this?

[00:05:53] Gary: Never heard of it.

[00:05:55] David: Pretend that I don't.

[00:05:57] Rachel: I can do that. I can easily do that. So basically what it did is it was a way for. It was a way for the government to try and help people by minimizing the amount of profit that a carrier could take from a health plan. And what they did is they said for every dollar that's collected, 85 cents of it has to be spent towards premium costs or towards claims costs, right? And so they can only have 15 cents of every dollar. That's the profit that a health carrier can make. Now, assuming y'all aren't math whizzes, but assuming you're reasonably smart and educated, if you can only make 15 cents of every dollar, how do you make more money? Could my claims go up or should they go down?

[00:06:46] David: they gotta go up. You gotta do more volume, right?

[00:06:48] Rachel: You gotta go up, you gotta do more volume. So unfortunately, Gary, they will never try and help you spend less money. 'cause the way that they make money is very perverse incentive. So I typically tend to focus on companies who are more innovative and looking to control their costs. So I'll focus on alternative funding strategies that are normally like self-funding or level funding. It's a way to get back some of the control from the carriers.

[00:07:16] David: So it essentially is embarked like a broker. You're the person who goes to the company and explains which you gotta choose one of these things. These are your options of your plans and that kind of thing.

[00:07:26] Rachel: We do, but we're much more of a consultant than a traditional broker. Most traditional brokers don't understand how to self fund. They don't understand how to create plan designs, and so we actually do all of that plan design. We'll look at claims costs. We'll figure out where the opportunities are to be saving money. I myself, have done really crazy things like going across the border to Tijuana to see about getting cheaper costs for pharmaceuticals. Just over the border. A lot of times for tier one countries, we will sell our drugs cheaper to them. So Canada, New Zealand, Israel and you can get drugs much cheaper than you could here.

So I look at much more innovative strategies that kind of push the envelope than a traditional broker. Most traditional brokers, they can't really make money on it, nor does it look good for their shareholders. So they won't show you options like that, especially the larger ones.

[00:08:26] David: What is it like building a second time? Is it easier? Is it the same amount of pain? Is it, obviously you're smarter, you've been through this. That's always better. One of the things that we have in the Raleigh area, which is where I am things that we begrudge a lot is we don't have a lot of repeat founders.

That's something that, 'cause whether you failed or you succeeded, you got smarter. And that's something like then in Silicon Valley they've done a very good job of celebrating failure and repeat founders and this, that and the other. And so you bring just so much knowledge 'cause boy, starting your first business versus your second or third.

Way different. Your network is there you understand what you're doing. But is, so were you able to, how does that work when you, you had a non-compete that's now gone. Does that mean you could still go back to everyone before, whether you had relationship with and Hey, wanna work with me again?

Or is that still weird and dicey? Like, how does, I've never done that a second time.

[00:09:24] Rachel: So when I exited the first time the business was doing really well. The business was called Thrive. Benefits and no pun intended. But I had four offers to buy it from national firms, and so I chose the one that I think was most philosophically aligned with my culture just because I tended to do things that were. Sitting on the same side of the table as my clients. Nothing was ever done at the expense of an employee. It was all done with a win-win scenario in mind. And so I really looked for another brokerage that had that same mindset. But I'm sure y'all may know this in being an owner, my dad makes a joke all the time with me that I'm basically like functionally unemployable

because no. Yeah, because now that I've been my own boss, it's really hard to, going back to working for somebody else, you have so much going on in your brain 24 7. You have all these challenges. You're like divergent. You just always wanna push the envelope in some ways. And sometimes other people don't have that same mindset as you who are founders or owners.

And so it makes it difficult at so times. When I sold the first time around, it had just been COVID d. Two of my largest clients were manufacturers and sold. So overnight, by no fault of my own, I lost a little more than a half million dollars in revenue which for us is annual recurring revenue or commission.

And so it was a big hit and I at the time was like, you know what? I'm gonna cash my chips out just right now. I. The universe is giving me a sign. I need to, look at getting rid of this for a little bit and coming back to it. And there are definitely some things that I've learned along the way. I think that in being authentic to myself, which is how I've always been and trusting my own gut, has been probably the biggest blessing. For getting back to the second iteration because anytime something doesn't feel right or if it doesn't feel like me, I just turn on a diamond. I'm super nimble, so it's been good.

This time around, it's a little bit different. The first time around, I had one of my largest clients when I left another brokerage had told me that he wanted to come with me. So I started my first company with $250,000 in revenue on day one or

250,000 in sounds bad.

It

was did not have that when I started. I got a cease and desist.

Yes.

[00:12:01] David: It's a little different.

[00:12:02] Rachel: Yeah. This time around I did not have that because the clients that I had the first time around, I was promised the moon when my agency was bought, and unfortunately, nobody will protect your baby the way that you will. And so there were definitely some bridges that were burned. Some former clients are starting to call me, talk to me, Hey, love to meet up with you. But there are also some that I think were burned, which is really unfortunate and I

feel sad about. when you sold Thrive, you had to go work for that company for a while, I assume,

Correct. So I had

three or contract with 'em

[00:12:41] David: So that three year contract ended and your non-compete started. Is that ish or parted ways after about a year and a half.

Oh, okay. All right. You, that's true founder syndrome right there.

So you're on version two now. So I'm gonna ask my, this is my standard biz dev question. So we have a thing called the Slog, which I explained to all of our guests. A slog is the time of, from a business starting to the time anyone cares, which can be anywhere from weeks to years, in V two, how has the slog been for you? Have it been like you started your comp, your first company, and you came on with a big client and it went beautifully.

You're starting without that this time. So does that mean the slog is wor, obviously it's worse, right? You started from sprinting. That's a lovely thing.

But now you're starting from nothing for the second time, is it? But except for you have a ton of knowledge and experience and stuff now. So how is the slog for you now? Is it painful or you're just like, this is easy.

[00:13:46] Rachel: Painful or not. It's really weird, but I feel as an entrepreneur you definitely have a little bit of I don't know if it's like false or you just have this really crazy maniacal. Belief that like things will work out, right? Like you just, you have this inner feeling of I know that it's gonna work out, so I'm okay. I really, I've already brought on clients, so I have brought on clients,

 and I have four or five right now that if some of them come on board we will be sprinting. But

[00:14:25] David: Okay, wait, I wanna interrupt you there 'cause this is such, my wife gets on me for this. And I wanna know, as a founder to founder, do you do the same thing I do. So I will have, let's say, a short period of time where my sales are on fire, I've got proposals out, I got people all over, they're calling. It's just good times.

And I'm, and I tell my wife, man, if all of these clothes, I'm gonna be rich, like this is gonna be so amazing. And she's, we've been doing this now 12 plus years, almost 13 now. She's that never happens. And I'm like, but what if it did? She's it never happens. And she's right. 'cause let's say there were five leads that were all good, various sides, whatever.

If all five even said yes, which of course they don't, but it would be spread out probably over 6, 8, 9 months. And so you never feel that I'm rich excitement. Is that just me or are you doing the same thing? You're like, I, if they all do, 

[00:15:21] Rachel: David, I hate to tell you it, but it is just you. 'cause in our business

[00:15:26] David: see with that. Do you see what she said?

[00:15:27] Rachel: the grand majority of people do renew around the same time. So like one, one for me is like a smorgasbord of like people who are gonna be. So this is when 70% of people are looking at benefits, so it's not me wondering if they're gonna be renewing.

I know they're renewing, and so I'm coming in at exactly the right time. I also think that I'm almost a polar opposite, where I constantly tell myself why something won't close. Like I am not like optimistic about sales closing. I am optimistic about things working out. I'm super diabolically, un optimistic about people that tell me that a sale is a sale.

And I'm like no. Here's the 15 things that could go wrong with it before the signature's even dried. So I actually am almost never optimistic about everything closing, but I do think that when I get to a certain point in my sales cycle, the amount of effort and work. That an HR manager or A CFO would have to put in an order for me to have to do an RFP. It's so strenuous for them that in order for them to provide me all that level of detail, they have to already be like halfway to yes.

[00:16:49] David: we've ever had that told me I was a bad businessman, Gary. You do it all the time, but I think 

[00:16:55] Gary: They tell me off, after the

[00:16:56] Rachel: I'm just

[00:16:57] David: They call, your after the podcast. than mine. That's what she's, I get it. They usually call him afterwards and say He's ridiculous.

[00:17:04] Gary: No, but you mentioned something like your industry wrong business.

[00:17:07] David: Clearly. That's what I'm learning here.

[00:17:15] AD: BigPixel builds world class custom software and amazing apps. Our team of pros puts passion into every one of our projects. Our design infused development leans heavily on delivering a great experience for our clients and their clients. From startups to enterprises, we can help craft your ideas into real world products that help your business do better business. 

[00:17:43] David: It is such a fascinating. World. Healthcare is such a mess for so many reasons. And there's so many people with good intentions and there's bad intentions and yeah, like we were saying at the beginning, I just don't I think I'd just be angry all the time. I just,

[00:18:01] Gary: Yeah. I don't think when you say insurance to people that they get excited or happy, especially medical insurance. But

[00:18:08] David: but I don't really talk to people about insurance though. I talk to them about how they're gonna get access to care at 

[00:18:14] Gary: yeah, no, it seems like your approach to it is a breath of fresh air for someone who

needs to actually have insurance, but doesn't want to just pick plan A, B, or C and just be overcharged for everything.

[00:18:25] Rachel: Yeah. My son has had epilepsy, autoimmune issues, 55 allergies. He spent his first five birthdays like every year at the hospital. And honestly, I was just really pissed off at our healthcare system and was like, I need to design plans that are built with families in mind and how can you help somebody, especially a low call, a like blue collar worker in North Carolina, we've got tons of manufacturers. I was like, if you have somebody who's making. $13 an hour and didn't go to college, and they have to choose between, paying for cancer medication or making their mortgage payment. That's a really crappy feeling. And like how do we make it easier for them? How do we give them access to care at $0 cost and give them like the white glove service to walk them through the healthcare buying journey.

And that's basically what I've tried to do is. My first company Thrive. Our logo was like a hand with all these different colors, but it was basically like if we could start with one company and build onto it, like communities could thrive if you didn't have this big dark cloud looming over you of healthcare.

'cause I think everybody,

David, to your point, people like cringe when you talk about healthcare. They're like I hate healthcare. I'm like, yeah, I do too. Join the team. How do we make it easier because nobody's gonna blow up the current infrastructure.

The healthcare system is what it is, but like, how do you use the constraints to your favor versus, trying to do an uphill battle.

And so that, that's basically what I've done is like, how do we just design it a little bit better?

[00:20:07] David: So I call this my blue sky question. So five years.

[00:20:13] Rachel: Yeah.

[00:20:14] David: N, everything you want to happen happens. What does Embark look like?

[00:20:20] Rachel: Do you want me to be totally honest?

[00:20:22] David: No, I completely lied. To me, I think that's a much better out show.

[00:20:26] Rachel: I actually think I'd be starting another company.

[00:20:29] David: Oh, okay. So walk me through that. So W within five years, embark, explodes, you sell it and then. What you own a coffee shop? What? 'cause you'd be under non-compete, right? So then you're working for somebody else.

[00:20:43] Rachel: Yeah, so I don't think I'd sell it. I think I'd keep it.

 but I would partner with somebody who could run it. I like, as weird as it sounds, I think that God has given me way too many like positive attributes and qualities to like waste in just one industry for my whole life. And the next company that I would find, and I've always been like a serial entrepreneur.

I owned a frozen baby food company years ago when my oldest, who's 15 was first born. But I would actually start a breast pump company.

[00:21:16] David: That is wildly specific. Okay. I know, but I like these ideas come and I like. Crazy researching them, and I just think there's a ton of opportunity there. So that would be my next five years down the line.

This is for some reason one of our original guests, not original, but early guests, I know where you're talking.

[00:21:39] Gary: and I was gonna say that too.

[00:21:41] David: See if this is the same story. So he comes out and he had built this software

[00:21:48] Rachel: Okay.

[00:21:48] David: and it did everything like right out the gate. And I'm like, how? Did you afford this? Because most people build the smallest amount. Get funding build. He built it all at once. He is and he kinda looks sheep.

She's I sold my last company and made $16 million. Or, no, he made ungodly amounts of money, so he put 16 million in his business and built all of his ideas before pushing go.

[00:22:15] Gary: Yeah, let's just say the 16 million he put into it was just a, nah. Let's see if this works.

[00:22:20] David: Yeah. Let's see. He made, and so I'm just imagining she gets, she builds in bark and she sells it for some, no, she's not selling it, but she's making so much money from it that she's ah, breast pumps 5 million. Let's go. I just see you sitting there. That's funny. I hope I get to interview you in five years with your new company.

That's my goal there. That's very cool. That's the best answer I've got 

from that 

[00:22:42] Rachel: there. 

[00:22:43] David: That's the best, that's, we usually get the, it's gonna be great and I'm gonna be happy and I'm gonna be bigger. That's generally the five year question. I like that. I don't know. I'm gonna run a mond 

[00:22:53] Gary: I've already won. I'm on to plan. Plan B, plan C,

plan D. 

[00:22:57] David: I have those, I think that's part of the entrepreneurial spirit. I think entrepreneurs are born, I don't think they're made, that's just my hot take because I think there's something inside of you. You might not realize it. I didn't realize I wanted to be an entrepreneur until I was in my mid twenties.

Like it wasn't a kid thing, but I didn't become an entrepreneur until I was 34. I didn't do that. The process of it. But I think there's something in you that one makes you hard to hire, which I definitely was two. It makes you, you have too many ideas and it makes you. What's the right word for it?

This is where editing comes into, I'm gonna look a lot smarter in the real one. You're on, you're not satisfied. Maybe that's the right word. You always, you're always you're that optimism, right? You're optimistic that whatever you're doing is gonna work, but then you have another idea that's right behind it.

We're building our first startup inside of Big Pixel for the first time in 13 years, and that comes from that same optimism as, I think I can do this right.

So it's just really interesting. I think that's where I think you're born, not made, but there are leaders and stuff that can be made. But I think entrepreneurship is something deep inside of you.

Clearly you have it. You're not satisfied. All those good things. Alright, Gary, I think we're time for our question. We,

[00:24:11] Gary: to

end the show and to ask you one final question, Rachel, from your experience, what would you give a new entrepreneur or new business as your three top pieces of advice? For the journey.

[00:24:25] Rachel: Three top pieces of advice. Number one, surround yourself around people who truly believe in you. I think that when I first started in thrive, my old. Business. When I had first started he, I had just separated from my ex-husband, like literally a month prior, and my ex-husband's father told me that I was stupid for starting a business when we had just gotten separated and that 

he hoped it 

[00:24:55] David: Just get a haircut. You just, you started a business.

[00:24:58] Rachel: I was like, if I'm gonna bet on a horse, I'm betting on this horse all day long. Yeah, so I like really went off the deep end. When people, I think, so the first thing is surround yourself around good people. I joined Vistage. You don't have to join Vistage, but any type of networking. Whether it be a Facebook group or a Instagram group, whatever it is, being an entrepreneur is a lonely thing, right?

There are many days when you're like, what the hell am I doing? Like, why am I kicking my ass every day? Like, why can't I just be a normal person who's okay collecting a $300,000 salary and not having any responsibility? Like why? Why do I do this? So good community. The second thing is I would say get a really good branding strategy because the quicker you can figure out like how your brand looks and feels, the more people are gonna be able to relate to it. I was a very early adopter videos. Super early, like when they were tiny takes and I would just be able to record like three minutes and I would send it to prospects and whatever I wanted them to hear and they wouldn't answer my call and they wouldn't, respond back to my email. If they put a name to a face, it was a lot easier. So I think getting content out that relates to your brand and your strategy is super important. And third piece of advice I would give you is that. You can't really value social approval. 'cause I think in order to do something that goes against the grain, most people inherently have a crab bucket mentality to try and knock you off of, whatever ladder you're climbing. And so I just think you have to put blinders on to what other people say is possible versus not possible. Because if you listen to other people, it'll give you some self-doubt and like we had talked about earlier, you have to have a serious amount of delusion that like things are gonna work out in your favor always in order to keep moving forward.

[00:26:59] David: I need to rewind back for a second. Did you just say, crap bucket,

[00:27:03] Rachel: Crab,

[00:27:05] David: crab 

[00:27:06] Rachel: you know the crab bucket theory,

[00:27:08] David: No, okay, 

[00:27:09] Gary: I'm just picturing like good

[00:27:12] Rachel: You guys

 have never heard of this.

[00:27:14] David: I We've heard of crabs. Yeah. not. I thought you said crap bucket. First off, I'm from Buffalo, New York originally, so my accent is obviously not southern. It's crab bucket mentality. So crabs, if you put them in a bucket, when one crab climbs out, all of the other crabs will grab it and pull it down because they're fearful of that crab getting out. So even though they can all climb out, the moment one starts climbing, they start pulling it down. It's called the crab bucket mentality.

[00:27:46] Gary: Okay.

[00:27:47] David: a Northeastern thing?

[00:27:49] Rachel: No, this is like a

[00:27:50] David: Now I No. You guys gotta Google it. You guys are making me 

[00:27:54] Rachel: feel funny that you

[00:27:55] David: No, No, Gary loves it. We ask this question every time, right? This, we're at like 140 people we've asked this question to. And Gary secretly ranks everybody, sometimes not. So secretly, and this is definitely the first time we've had a crab bucket, 

[00:28:10] Rachel: Crab bucket mentality is a term describing a mindset where people who perceive others successes a will try to sabotage their progress out of envy or

[00:28:18] David: This is another first, Gary, we just got Chachi PTD on our podcast.

[00:28:24] Gary: Yep.

[00:28:25] Rachel: so in having 11,000 followers,

[00:28:28] David: Oh, there it is. 

[00:28:29] Rachel: things, you'll write things on LinkedIn, let's say for instance, that could just be a positive quote of a day, and you'll have people write to you in your direct messages telling you what an insensitive a hole you are to mental health issues.

[00:28:47] Gary: That's not just LinkedIn. That's everywhere.

[00:28:50] David: I just read a thing of this guy posted. For he, I don't know why, but he posted, he was in a minor car wreck and he puts, she, he puts pictures up on some social media and someone said, this isn't real. You made this up. This is AI goes, what in the world? He's this is the new world we are in. He's what would I possibly gain from putting up AI pictures in my car wreck?

Yeah, just people are funny man.

People are funny.

[00:29:14] Rachel: I'm glad I could enlighten you guys on the

[00:29:17] David: we've learned something. I've learned about healthcare. I've learned about all sorts of good stuff and crab buckets. Can you ask for more? I already know what Christie's name naming this episode. 

[00:29:29] Rachel: the crap bucket. 

[00:29:30] David: is the crab bucket. A hundred percent. She's gonna listen and laugh when she hears this.

I promise you it will be a crab bucket somehow.

[00:29:38] Gary: Well, Rachel, if anybody wants to learn more about you or crab buckets. Or actually just, your business. What's the best place to find you?

[00:29:46] Rachel: they can email me at Rachel, R-A-C-H-E-L at embark E-M-B-A-R-K benefits.com. They can go to my website, embark benefits.com, or they can call us at seven oh four four four nine. 7, 7, 1 8.

[00:30:09] David: I think she's done this We'll put those in the show notes too, so people could just click on those. But how are you not gonna lead 'em to your LinkedIn page? Need more

[00:30:17] Gary: followers. 

[00:30:17] David: You got 11,000 followers. You didn't even mention it. Wow. That's confidence. She knows They're 

[00:30:22] Gary: We'll put the LinkedIn link in there too.

[00:30:25] David: She's optimistic. We already know this.

[00:30:28] Gary: All.

[00:30:29] David: thank you so much, Rachel, for my content gets. So if y'all, if I do it right and I time it some of my content, like the most I've ever gotten impression wise was like 400,000.

if you could get our podcast notification

[00:30:43] Rachel: I'm gonna with half of that, we would be plump, tickled.

[00:30:47] Gary: Did you

say it's only okay.

[00:30:49] Rachel: Back in the day, I used to be really good. I used to do a series called Bra Walking, where I used to be like Jay Leno and I'd ask people on the street like questions about benefits and nobody knew anything and it was hilarious. I gotta get back to doing that one.

[00:31:03] David: I could do that with development and no one would know anything, but I would just Yeah. But That wouldn't be entertaining.

That 

[00:31:08] Rachel: but I would ask like lawyers what's a deductible? And they'd be like I don't really know. Something to do with maybe something I have to pay when I'm at the doctor.

[00:31:19] Gary: But no one understands insurance. Come on. That's

just foreign languages. 

[00:31:23] Rachel: no, 

I would interview like the CHRO of Bank of America and they wouldn't know

[00:31:29] David: It seems like that's their job now. Right. You'd think,

We're going out on a sad note. All right, we are out. Thank you so much for joining us, Rachel. This has been so much fun.

[00:31:41] Rachel: thank you for having me.

[00:31:43] David: And with that, we are out. We'll be back next week. Thank you everybody.

[00:31:46] OUTRO: That wraps up this episode of the Biz Dev Podcast, and this time you get me, Scott Bailey. I'm the lead dev over here at Big Pixel, and I know what you're thinking. I thought David did all the work. Well, not exactly. We have an awesome team of people to back in both. Biz Dev is a production of Big Pixel, the US based provider of UX design strategy, and custom software.

This podcast is edited by Audio Wiz Matt McCracken and Christie Pronto marketing guru for Big Pixel. Want to connect? Shoot us an email at hello@thebigpixel.net. Or you can find out some Instagram, Facebook, YouTube, X and LinkedIn.