Aaron Youngren joins Mike to discuss his career changes from Amazon to Red Balloon.
Aaron talks about his shift from the corporate world to the freedom economy at Red Balloon. He moved from the structured environment of GE Healthcare to starting afresh with Red Balloon where they are working to revolutionize the job market.
Aaron is the Head of Product for Red Balloon.
Aaron Youngren joins Mike to discuss his career changes from Amazon to Red Balloon.
Aaron talks about his shift from the corporate world to the freedom economy at Red Balloon. He moved from the structured environment of GE Healthcare to starting afresh with Red Balloon where they are working to revolutionize the job market.
Aaron is the Head of Product for Red Balloon.
This is the Kestrel Country Podcast, where we discuss the people, places and events all around Kestrel Country. Aaron Youngren, thanks for coming in.
Aaron Youngren:You are welcome. Great to be here.
Mike Church:Yeah, I always like to start off, you know. So our podcast is about the people, places and events around the area, and so I just like to start out by finding out more about who I'm talking to. So can you give us just a brief background of where did you grow up? Where are you from?
Aaron Youngren:Yeah, start there. So grew up just north of Seattle. Okay, I grew up in the neighborhood between Everett and Snohomish. Lived in a small ideal American house, walked to school every day, came home to chocolate chip cookies, ran out to play in the forest in the back, grew up there until I was eight in the Pacific Northwest, and then we moved down to I don't want to call it the armpit of America, but the Coachella Valley, palm Springs area.
Mike Church:Okay, I was thinking Ohio when I heard that, but that's because I'm from Michigan.
Aaron Youngren:Well, when I heard there was a festival, actually like an indie rock festival, down in the Coachella Valley, I just could not believe it because I spent my teenage years there blistering hot, just a housing developments as far as the eye can see kind of a weird place. But then I moved back to Seattle, met my wife in Seattle, started my career there. I worked for Amazoncom for about seven years Okay, wild adventure early years, led a global innovation team there. Then we moved out to Chicago and I actually started a church there and we did that for about 12 years out in Chicago. We're out in Chicago for about 12 years. You know, about nine years in. It was time for that to be done. Went back to the corporate world and worked for GE Healthcare and then, you know, at some point we're living in Chicago. We had a two flat nice two flat and we were living in that.
Mike Church:So you were living in this, like in Chicago, oh yeah.
Aaron Youngren:Chicago proper. Yeah, people say Chicago, yeah, I know I was picturing, yeah, like Wheaton or yeah. I think it's all the way up to Milwaukee.
Mike Church:you can say you live in Chicago, yeah, but you were like, for that whole 12 years you were in Chicago, yeah yeah, chicago proper, wow yeah, and.
Aaron Youngren:But a couple of things. One, my kids were getting older and I was just, you know, kind of doing the math on our two flat property taxes are going up all the time. It started to look like, hey, in three or four years this is just not going to pencil anymore. And also, you know, chicago at that point was becoming the kind of city where you couldn't really imagine people wanting. It's fun to come in and go to museums and all of the big city perks, but when you get into grandkids, you know the grandkids era, it was difficult to see, you know, our kids families coming in to stay in Chicago. So we started looking around. For, you know, it would be the ideal place if we could just pick where we wanted to live and we knew about New St Andrews College, came out here to visit and I, you know my daughter Madeline, did kind of like the visitor's day here in Moscow and New St.
Aaron Youngren:Andrews. I took my other daughter, alaska, and we drove up Highway six, hit St Mary's, drove around Cortilane and came back.
Mike Church:And.
Aaron Youngren:I just, I was just blown away. Like what is this place? Like what if I never heard of this place?
Mike Church:So you'd never been here.
Aaron Youngren:Never.
Mike Church:Even growing up in the Northwest.
Aaron Youngren:No, never been over this no.
Mike Church:Had you ever been like Pullman or just stayed on the I-5 kind of corridor?
Aaron Youngren:Yeah, stayed over there and so, just totally unaware of this, you know truly hidden gem. And then you know we came back and hung around in town and the town is great. So town is great, beauty is great, is very quiet when you get just outside of the city, which you can be outside of the city in seven minutes. You can walk to the outside of the city where you know, if you walk to, probably take a week or so to get outside of the Chicago suburbs.
Mike Church:Yeah, you know that's funny. You mentioned that because that's one of the things that I've that struck me about really the whole Northwest, though honestly Even Seattle, as big a city as it is, growing up in Detroit area in the Midwest, similar to Chicago, where it's like you can just drive and drive and you're still in suburbs Like you just nothing's changed. It's still flat, it's still houses.
Aaron Youngren:Exactly.
Mike Church:And you come out here and even like so my sister and brother-in-law live actually it's Nahomish over there, nice, and you know, even in the city, though they used to live in Bothell it's like you get up on top of a hill and you can see wilderness Right. It's like you can at least be like okay, if I just get a little ways out, like it's contained, and I feel like Moscow is a great example of that, even Skokan, it's like. It's a cool thing about the area is that you go a little ways out and you can be in the mountains or in that beauty yeah.
Mike Church:Yeah.
Aaron Youngren:Yeah, and you can drive Literally came back to our Airbnb and then I scooped both girls up in the car and we did the same exact thing the next day, only we hit Montana that time and to this day we still make those loops and just loved it, absolutely loved it. So I called my wife and said I think we're going to move here. Wow, yeah.
Mike Church:So you said you knew about Newson Anders. That was your main connection to Moscow. And how did you find out about NSV? Well, it was one main connection.
Aaron Youngren:Actually. My father-in-law has family here going pretty far back, oh, wow, and so that's been pretty fun, is we will go to the VFW and see, oh, there's a picture of great Uncle So-and-so, so that is pretty fun as well. So my wife actually had been out kind of around this area. They have family over in Montana but it was just kind of a hidden connection we didn't really even think much about.
Mike Church:Yeah that's interesting. So your father-in-law from Moscow specifically.
Aaron Youngren:No, he's not from here, but his parents yeah.
Mike Church:Are from Moscow, we're from around here yeah, Wow, that's interesting. Yeah, on my side my family is all Michigan from way way back. Like Catherine's side, she is, I believe, fifth generation Moscow. So, yeah, like long-term, and I'm sure some of your wife's ancestors and my wife's probably knew each other, given how small it was at the time.
Aaron Youngren:Yeah.
Mike Church:Yeah, that's kind of a cool connection, yeah, yeah. So how has that transition been from living in a flat in downtown Chicago to small town Moscow, idaho? Was it a fairly major adjustment at first?
Aaron Youngren:I mean, if something being wonderful is an adjustment, then yes, I mean.
Mike Church:Now like for your kids. So they were. How old were they when you moved here?
Aaron Youngren:Yeah, my oldest was 18, I believe.
Mike Church:Okay, so they pretty much grew up most of their known life was in the city of Chicago, mm-hmm. Well, I imagine for them it was a pretty big adjustment.
Aaron Youngren:It was a big change. There are little things that we miss about the city and being in a big city, and there's part of that that's really fun. At the end of the day, it's the place that you live matters, and the place that you're doing the daily grind matters, and some of the luster of living in a big city Well, you also have to deal with it every day. So my kids grew up jumping over puke puddles after the Cubs games and that kind of thing.
Aaron Youngren:There's a reality to city life that is not always pleasant, and so we just have never looked back, Not once it's just been wonderful from day one and, honestly, some of the things that people talk a lot about with living in a city yeah, you have museums and things like that, but you can take a vacation and go to museums, but the food and restaurants and things like that I think that's one of the unique things about Moscow 100% Is it's rare to have a small town that is also offering excellent small business things, restaurants and things like that. I think that's pretty rare. A lot of times you have small towns that are trying, but so it's been great for us.
Mike Church:Yeah, well, the university obviously helps with that, being able to support those restaurants and things, but also just that kind of activity and culture. To have a small town and you still have jazz festival every year. You have all these things that come in because of the universities, which makes it a pretty unique place. Yeah, absolutely so. You worked at Amazon and then GE Health. What were you doing in both of those? You know similar thing in both of those places.
Aaron Youngren:Yeah, so I had a really great experience being at amazoncom when, I was.
Aaron Youngren:It was about five years into the company as well. I started. It was growing at an incredibly rapid pace.
Aaron Youngren:I was in this back office finance ops team and we were selling books, and it was chaotic and disorganized enough that we weren't paying our bills on time, and it kind of bothered me, coming into this new job, and we're not doing our job well, and so I took that home and cobbled together some tools for our team. That turned into a long series of roles in which my job was to form teams to make money for the company by building things, and that's how I got into product, which is what I do right now, and so most of my roles have been building products, building teams, building services that are high yield, let's say so. Finding what the opportunities are within a particular organization, capitalizing on the top opportunities and then helping everyone get their heads around what those opportunities are and why we should jump on them. And that's the role I'm in today with Red Balloon. I'm head of product over there and I spend all day, every day, thinking about that.
Mike Church:So you said when you started Amazon, it was you're selling books and it's chaotic, it's early. So when you say creating products that then are profitable for the company, are there, like what are, some examples of those? Was that branching out from books, or was it creating the right type of platform to make it better, or what?
Aaron Youngren:Yeah. So I was focused on internal products to help make our teams more intelligent and take action quicker. When I first arrived, we were it was early on, but we were doing a lot of business starting to get into businesses with big players like electronics. Right, we went into electronics and we had Sony and all these players coming on looking at us like we were the redheaded stepchild, because we kind of were looking at us like we didn't really know what we were doing, because we kind of didn't, and treating us accordingly. And so in the midst of that, somehow, when you're growing 35, 40% a year, you have to figure out how to keep pace operationally right. And so the products that I and my team ended up building were mostly around business intelligence how do we ensure that the right people are seeing the right information at the right time, making the right decisions?
Aaron Youngren:So, just to give you an example, one of the little products that I and my team created that started as a Saturday take it home. I probably wasn't even supposed to. I'm gonna build this little thing and excel and use these macros and things like that that ended up yielding $6 million for the company over a period of a couple of years, just because we were able to do things a little bit more efficiently. And so at some point my leadership team just kind of said, hey, why don't you do that full time? Hey, why don't you go recruit a SWAT team? It did very well. We got to receive an award from Jeff Bezos himself in front of like 6,000 people. It was really fun, but it was mostly internal there. When I was at GE Healthcare, I was in charge of the digital analytics for about 1,400 marketing sites, including the main flagship site, kind of monitoring who was doing what when they were coming in working with marketing teams to try to optimize their efforts.
Mike Church:So, as you're, would you say, maybe I'm butchering it, but your role would be kind of looking for inefficiencies in the operations of the business and figuring out how can we fix those problems.
Aaron Youngren:That's been part of it. I definitely have done a lot of outward facing work too. The work that I'm doing right now, red Balloon, is mostly outward facing. So in the last year we spun up a professional services team that basically is trying to bridge the gap between job postings, which is what Red Balloon does. We allow employers to post jobs but bridge the gap between job postings and recruiters, which now, given a tight labor market, are charging somewhere between 15 and 40% of first year salary Hefty chunk for a small business. So we've created a professional service product that costs about a fifth of that and we go out and do all kinds of recruiting work, give them business intelligence, and that's been wildly successful. So that's a very externally facing product. Now it's a human product, it's a service, but that's we're very active on that. We'll be releasing an applicant tracking system later on this year and working on that every day.
Mike Church:That's awesome. So how did you? What was the transition from GE Health to Red Balloon and I guess behind that question too, when you first moved here was it a remote work type situation, and a lot of people have. We've seen a lot of growth here because of that, right, right.
Aaron Youngren:Yeah. So my first days in Moscow I was getting up at four o'clock, which I'm a morning person anyway. I love the mornings, but up at four o'clock but then in front of teams at five am because we're in an international business, I'm remote, I'm working with people over in India, so bright and shiny by then, and just kind of having a conversation with a laptop all day long and so working at GE after some time, some of their policies, as we got further and further into COVID here I am locked in my office, not seeing anyone but my family during the week because they are related to the government Was that while you were in Chicago.
Mike Church:No, no, no. While I was here. Yeah, while I was here.
Aaron Youngren:So fully remote. I mean I hadn't seen a person from GE in a year and a half, wow. And then they rolled out a vaccine mandate which I had already decided I was not going to do. And there were some other things.
Aaron Youngren:You know, in the early years, just learning business, I was a great admirer of some of the things that Jack Welch put into place at GE, read a couple of his books when I got to modern GE, the reality of what that and I think that's true of a lot of big organizations now what they've kind of turned into kind of the caricature of a slow moving, bloated organization A lot of great people you know that I worked with, but just very difficult to for a company like that to think clearly. So I started having a conversation with Andrew Krapischetz, our CEO in town, about his this new business, red Balloon, that he was starting. Ge accepted my religious exemption request. So I did continue to work there and did some consulting work for Red Balloon for a while. But then after a while I just we came together and said hey, let's build this thing.
Mike Church:So you I've back up a little bit. They were gonna require the vaccine even though you were 100% remote. And like in your house in Idaho.
Aaron Youngren:People don't understand this. That's the case for untold number of Americans, right, who are working in large multinational corporations. It was a really weird time and I talked to people who had no real political affiliation, hadn't thought about that twice, but when it came down to it, there was a moment where the leaders were gonna gather together again for GE and one of my colleagues was saying just the enormous pressure that was put on her well, you haven't gotten the vaccine yet, you need to go get it. And she's saying this just doesn't feel right. I don't know why, but why are you telling me?
Mike Church:to do this when I'm locked in my house right?
Aaron Youngren:Anyway, so bit of a mess.
Mike Church:Yeah, but that's not unrelated. Than to Red Bull Right.
Aaron Youngren:I mean a lot of what it is not A lot of what Red Bull is doing is the freedom economy.
Mike Church:Yeah, I guess it tells a little about we had Andrew on a while back, but I guess, especially now, what was that like getting into Red Bull and a startup and yeah, how's that been going?
Aaron Youngren:Yeah, so core premise of Red Bull is that there are still businesses that want to value hard work right, that want employees that are gonna think critically and work hard. If you're an employee that is working hard, wants to be rewarded for your work, wants to think critically, and your leaders are not doing that, like every day they're showing you that they're not really thinking critically about things that are happening. That happened a lot in COVID and making a decision not to respect the medical privacy of their employees, increasingly clamping down on particular ideologies, not giving any breathing space at all for people to have other ideas. I mean, I would routinely get emails, company-wide emails, when certain events would go on in the United States police shootings, things like that telling us exactly how to think about those.
Aaron Youngren:Really, oh yeah, oh yeah yeah, yeah, you know the senior leaders of those corporations, and I said this in my. I wrote an open letter to the CEO and about 200 of my colleagues when I left. They have to understand that you're losing credibility by the day. Your business is becoming weaker because that's not happening in a black box. You're doing it in public, and everyone who is supposed to be looking up to you as a reasonable, data-driven leader is seeing behavior that they do not want to follow.
Aaron Youngren:And so, red Balloon, we're trying to make a space that more people can find businesses like that. People can find businesses that reward hard work and that are not going to punish their employees for their political beliefs, and that has really hit a chord with job seekers and employers all over America who want that, and our view is, in the long run, those are the only businesses that are gonna survive. You can't just go forever, and we've had recent examples of businesses making blunders, where you have to assume that the people at the top are just zombies not to see it coming making blunders. You can't be thoughtless forever. You can't just adopt certain talking points forever without having a real philosophy behind them, and so we want to build the kind of America, where hard work is rewarded and people have the right to have their thoughts and beliefs in the workplace.
Mike Church:Yeah, now going back to the GE company. I mean it, was there an attempt to relate those types of things to the business, or was it just kind of like hey?
Aaron Youngren:this is happening here. So it wasn't even as, yeah, it was not business minded it was purely political, no nothing to do with what we were doing, and it was the very definition of virtue signaling, and oftentimes, virtue signaling on issues that were not at all clear right, like some of these police shootings that would happen. What you want people to do is to take a deep breath, step back, wait for the facts right.
Aaron Youngren:And I'm talking about one email was sent by the president of the operation president of operations in the United States, like one of the top 10 leaders at GE describing in detail how this was another example of systemic racism. We all need to be aware that this is happening. All of this, it was 48 hours after the event. No one knew what had happened, and then, of course, the facts come out and, oh guess what? It's not actually as simple as you think it was, and the particular event I'm thinking of the police were acquitted. The facts were actually really clear when they all came out. It wasn't, as it was not a case of racism at all. And the point of that is just it's not to say that there can't be racial incidents. Of course there can.
Mike Church:Yeah, it's not that the take was necessarily right or wrong, but the fact that it's one jumping the gun. Two, how is this relating to our work?
Aaron Youngren:at GE, exactly right. And so when you're relying on a leader to be the most clear headed person in the organization and they are demonstrating to you regularly that they are not, and then not only that, but everyone under them and under them is demonstrating to you regularly that they are not, because they're just smiling and nodding. And yes, I've been thinking a lot about the way that I think about these issues as well, giving that speech all over the place. So I mentioned that. I wrote an open letter to the CEO and a couple hundred of my colleagues. The response I gave my back channel email, my personal email on that, and the response through private channels from people that I would have never guessed in my life were losing faith in those leaders, was really overwhelming. Mm-hmm.
Mike Church:Yeah, and that was after you had already made the decision to go to Redbloom. Yeah, so you're already thinking along those lines. Yeah, my thought was.
Aaron Youngren:I'm out of here anyway. I had talked to enough people who said I don't like what's going on, but I don't know what to do, that I wanted to be loud a little bit, while I couldn't throw a stick of dynamite on Well, and that's one of the things that has come through, at least watching on social media.
Mike Church:What Redbloom's doing that kind of thing is that kind of helping give a voice, or maybe not even give a voice, but give some confidence to two people who maybe feel like am I the only one in this big organization that thinks this way? Exactly, right, like it's everybody you know, and the fact that our media and everything else kind of makes is calculated in a way to make those of us who are conservative feel alone, right, feel like, oh man, I guess maybe nobody actually thinks this way. Yeah, so that's a big part of what Redbloom's doing.
Aaron Youngren:Yeah, and I think that got way worse in the middle of COVID, where now everything that I'm saying and doing is on a company-sponsored channel. That's my only communication with other people in this company. We don't go out for beers after work anymore Interesting. Yeah and yeah. I think there are a lot of people that felt really isolated during that time.
Mike Church:So you jumped into Redbloom. How long have you been there now? Two years, two years, yeah. And how similar. I mean I know you weren't like in the garage with Jeff Bezos early days right no totally not. Would you have characterized your was Amazon? Did it have kind of that startup feel when you were there? Absolutely yeah, and you're getting some of the same feeling here.
Aaron Youngren:Absolutely. And one of the amazing things about Amazoncom Early years are not you know, I'm told because I don't work there anymore but I'm told this really has only faded in the last decade. But the feeling of a highly empowered, merit-based culture in which the best ideas are going to win, the hard work is going to win. You will get rewarded for it. It's highly encouraged. That was a real pleasure. That was a real pleasure and I've been a part of a lot of different initiatives and small organizational startups and things like that in the intervening time. But it really has been special to come back to a do or die. You know we're in this together and we're gonna make it go. Kind of organization and just a wonderful team. You know just incredible people that I'm working with. It's a delight to go to work every day.
Mike Church:I don't think I've ever really heard startup, the startup culture, start up, define quite that way. That's really interesting. Is that? That's your kind of your take on it? Is that, hey, it's merit-based hard work. It's because I, you kind of feel like this is there's that energy to it, there's that like, hey, we're all in this together, we're pulling, we're. You know what we do matters because it's not this huge organization, but that kind of merit-based, the best ideas are gonna win, do or die. That's interesting.
Aaron Youngren:Absolutely. I like to think of it as a MacGyver situation. Right, you know, the clock is ticking. You've got your chocolate bar and your paperclip. What are we gonna do? And obviously, the you know, the delightful thing is we're trying to find value for our neighbors that we can bring to them. We're trying to striking. Gold for us is finding something that's useful to people, and so every day you're focused. You should be focused outwardly. Now, if you're in a startup that is way overfunded, that can afford to, hey, let's get a, you know, penthouse suite for everyone. Let's get the ping pong tables and the arcade machines and nap rooms and all that crap. That's different, you know. That's different because money is not real in that kind of an environment. But when money is real as it was at Amazon, as it is at Red Balloon and you are truly trying to solve the problem of someone else's business process, of someone else's obstacle, you're trying to solve it for them in a way that they will pay you money for it's just a wonderful work environment that's awesome.
Mike Church:So Red Balloon's obviously grown a ton in those two years. Were you one of the first employees?
Aaron Youngren:Yeah, we had. When I came in it was Andrew and his brother and some other folks on contract. And so there were like three of us full time, and then now we have about 35 employees.
Mike Church:Wow, yeah, that's exciting Is that? You mentioned, certainly at Amazon, having a big part of what you're doing was building product, but also building teams. So is that a lot of what you're doing now, too, is helping build that team. And, yeah, is hiring. Hiring's obviously a huge part of what Red Balloon does Right. Is that something that you enjoy and that you've kind of found as something that you're good at?
Aaron Youngren:Yeah, absolutely so. In the high growth years at amazoncom, I did hundreds of interviews. I definitely had the moments where I couldn't wait for any of our recruiting teams and so I had the four inch stack of resumes that I'm trying to go through, and Amazon had a great hiring culture and I have carried that throughout my career. It is a, I believe, and this is kind of our philosophy at Red Balloon there's a part of hiring that's irreducibly human. The industry really wants to go in the direction of algorithms and AI.
Aaron Youngren:Some of those things can augment the tools that we use, but if you are consistently saying no to someone based on what is probably a pretty imprecise algorithm, everyone gets frustrated by this system, and so when you recognize the parts of it that are irreducibly human, you honor those parts. Because if I was to come to you and say here's why I think you should spend 50, 60, $125,000 per year of the money that you have worked so hard to create in this business, here's why I think you should do that and it's going to be a good investment and that's an intensely here's why I think you should take that money and put it into me, that's a pretty intensely human activity. It's pretty vulnerable.
Mike Church:And Well, you were saying earlier for a small business, Right, that's a huge. I mean, that's a huge decision, exactly, and one that I know personally. It's one of the, honestly probably one of the least favorite parts of my job is hiring, the hiring process, and it's one of the biggest stressors in terms of like, am I making the right decision? Because when you don't, it's not only very expensive, it can be difficult and stressful and that kind of thing as well.
Aaron Youngren:Yeah, that's absolutely right, and we hiring has gotten actually a lot worse in recent years because the number of employment lawsuits that has risen dramatically. The number of discrimination lawsuits and hiring has risen dramatically and now it's gotten to the point where when someone's bringing a discrimination lawsuit, they not only will go after the person hiring but any adjacent tools or organizations that they used. So if you're a staffing company and you're looking to hire, someone brings a discrimination suit, the staffing company can get pulled into that as well. And so that's part of why we created this professional services team is we asked what would it look like for us to just take this over for some of these small businesses? Take all of the first steps over, do it in a human way, do it in a legally vetted way, because we can be experts where they probably can't, and just help them. Just help them get that great candidate. They're gonna do the final step.
Aaron Youngren:but yeah, and that's relatively new for Red Bullen yeah, past year, but going well.
Mike Church:It's going really well. That's awesome. Thank you, yeah. So what do you see? What's next Are you? You're running. I have what's your title? I?
Aaron Youngren:had a product and delivery, which means you're doing a lot running ahead of our our software efforts and then running ahead of our managing the professional services team. I know I'm in some of the day today, but then also I have managers working for me.
Mike Church:So continuing to kind of look for what are the things that we can be doing to get ahead of the problems I heard is interesting Heard a quote from a guy I was talking to yesterday. He said but I think it was as an accountant who know how precise it was Essentially, if you want to protect your money, find a problem or in his case it was about investing. He was like buy a problem and fix it Nice, and I think it was kind of related to real estate and I kind of think too, but yeah, that really hit home with me and what you were just saying about like hey, if we can, if I can, spend my time figuring out what are the problems for these end users, what are the problems for them? We can fix them. Then they'll pay us for it and we can have a viable business. And you have to connect what you're doing directly to that, especially when you're in it in that growth phase yeah.
Mike Church:Yeah, that's interesting.
Aaron Youngren:Yeah, good. So on the software side, we're going to release what's called the applicant tracking system and we are going to take the step of making it culture first. So essentially, when you're running a hiring process, if your organization is a little bit larger and you want to do that in a controlled way, you want applicants to come in and kind of be routed through that process. You want the people in that process to understand what they need to talk about in their interview, what they need to check off their list. So an applicant tracking system kind of does all of that automatically and we put together a pretty. I'm really excited with the way that we have sketched this out. We're building it right now, but it's going to be culture first.
Aaron Youngren:Businesses are kind of afraid to talk about their culture anymore. They don't know what words they can use and not use in an age when math is racist and all of these things, and they want to focus on merit. What can I actually say? Well, we know, because we work with employment lawyers, what they can say and not say, and we're going to help them to be able to funnel their candidates through the lens of their culture, the culture that they probably spent 10 or 20 years carefully building. Now we're in this new era. How do I ensure that the people that are coming in share my values? And so we're building software around that, and I'm really excited about it.
Mike Church:That's awesome. Yeah, yeah, well, that's exciting. And red balloon dot work for people. Red balloon dot work.
Aaron Youngren:Find out about it.
Mike Church:Awesome, good Well, thanks Aaron.
Aaron Youngren:Yeah, you bet. Appreciate the time.
Mike Church:Yeah, really fun. Exciting to see what happens next with red balloon.
Aaron Youngren:I'm excited too.