Greg Toroosian 5:58
Yeah. Great, great founders. Well, I’m in a great space. That sounds really interesting. I’ll probably talk about that all day. Side note, just to go back to your built in LA, and built in stuff anyone isn’t aware of built in LA, or built in Chicago, or any of the built-ins that they have now go and look at them go and check them out. great content, great platform for job searching for news and updates. And just to be part of a community, I love the team over there. Hopefully, we do have Maria on as a guest soon as well. So that would be great. She’s awesome. Yeah, she’s great. Cool. Well, thanks for that. That is super, super interesting. Now, obviously, along the way from your investments in all three companies, you have probably seen the gamut of stuff from these early stage investments up to this series B and beyond, because I’m sure once your money’s in, you have to keep tabs on and get keep updated on these companies as they grow as they mature. Maybe they get acquired. So what have you really seen and how do you involve yourself in their team building
Arteen Arabshahi 7:00
Yeah, so good question. I mean, I think to start, you know, at the very, very beginning, probably most importantly, you know, people talk about how important team is, but I don’t think people necessarily internalize it all the time. But like, it really is right at the end of the day, particularly if you’re investing at the seed, or now, you know, the pre seed stages, the earliest stages of a company, really what you’re basing it off of, is an idea and a group of people. Right. And so I think in the very, very early innings, the founder story kind of becomes one of the most important factors you’re investing based off of, and it’s everything from, you know, do they have domain expertise, too? Does this team dynamic work well together? Do they balance each other? You know, in terms of strengths and weaknesses? Are they able to communicate with each other openly? You know, are they talking over each other in meetings? Or are they kind of letting the other one run a little bit like those types of things at the earliest stages? actually really, really critical when it comes to both, you know, raising money but also building a business. And then the further on you go, I think the more it becomes a matter of do those people recruit incredibly well build strong teams and delegate appropriately. I think that’s kind of one of the things that the later This is the stage of the business, the more important is the fact that, you know, founders try to set vision and values in place. But you know, as a company gets bigger, if the lowest person at the company doesn’t know the vision and the values as well as the founder does, there’s going to be a whole disconnect of how this company actually gets built. And so I think the other thing that you kind of really have to look for the later you see businesses so Series B and beyond, is that beyond the founders, you know, are the are the VPS and the executives and kind of the directors and all that sort of stuff are they also bought into the vision and the approach to building this business and Are they able to kind of have a nice synergy that allows them to build this company the same direction without at all falling on just like one or two figureheads in space? So I think a lot about that when I look at later stage businesses, you know, really what you’re investing in is not just the vision of the founder but the ability to push that through their entire team and then get everybody kind of centered around the same mission.
Greg Toroosian 9:23
Yeah, that is super tough, especially if you’re growing quickly. You know, as a company if you’ve gone I you know, there’s a few I definitely won’t be naming, but in LA. I’ve been in the LA tech scene for a while now. So you’ve seen like the hockey stick growth, but super early, right? The company’s been around for like a year and next thing you know, they’ve hired everyone. They’re completely inflated the salaries in LA, they’ve completely like they’re basically hiring anyone and everyone and then the culture is almost non existent and things are very fragmented and turnover is high. So you obviously don’t want to be in that situation. You’re putting yourself
Arteen Arabshahi 10:02
Yeah, and I think a lot of people think of culture. Yeah. Yeah, it depends. I think that a lot of people think of culture as just like, Oh, well, we have free snacks. And we like to cater lunch once a week. And like we do, you know, an employee outing. And and and I actually think that those things are kind of becoming I don’t want to say table stakes, but I think most employees are more motivated by working for a place and a group of people that they feel that they feel inspired by and they feel that they’re aligned with I actually bet I don’t know, any data behind this. But I bet if you were to poll, you know, like hundreds of employees, would they rather have like, you know, a free meal or, you know, something like that, or work for a company that they think is doing good in the world. Like, I really think that the mission of businesses tends to be more important and the fact that, you know, leaders live the values that they preach, I think goes a really really long way. versus, you know, you’ve seen, you’ve seen this, I think we’ve both seen, you know, companies who have these really great mission statements and values and all this other stuff. But then you actually sit down and talk to their entrepreneurs or founders or kind of their executives. And, and none of that is actually the behavior that they exhibit. And so I think that’s the thing that people, you know, really have to be paying attention to, as they’re considering where they want to work.
Greg Toroosian 11:22
I agree. And it’s not only that they should be paying attention to but then that’s what really makes people stay stay through the tough times they through the times when they were a little bit bored, or things are mundane, like, I’ve, like you said, you see these companies like being a company, you know, they have their vision, not their mission statement, or whatever it is on the wall, but it’s fluff at the end of the day. It’s nice to have you tick a box. I mean, don’t get me wrong, I’ve been there. I’ve been there trying to push like, Hey, we need our values and we need our mission. It needs to be clear, and it hasn’t materialized or it’s gone through so many different rounds. And it’s like, we can translate that to the rest of the population and it’s not cool. A little shout out to one of my old employees. Green, they are very much a values based and mission based company, right? That they stand by their values that they have them on the wall everywhere. They’re there. They’re all over, you know, people have T shirts, all of that stuff. But then in meetings, it was so refreshing and pretty powerful for me when I was interviewing them starting. us use it in decision making, you’d use it in general meetings, you’d use it in any sort of context, because it was true to them, you know? And that’s rare, right? That’s rare.
Arteen Arabshahi 12:31
I think that’s one thing that is just fascinating to see right now, too, is that a lot of companies know we have to have a mission, vision and mission statement and, and they kind of force themselves to accomplish something. And normally, when that happens, there’s kind of this groupthink that comes into place where every company ends up having the same kind of values or mission and things like that. And I actually think that, as an entrepreneur, founder, being authentic to the things that you actually value ends up being better like at the other day, not you know, Amazon culture is A lot different than sweet green culture. And it’s a lot different than snap culture. And it’s a lot different than all these different companies. And, and at the end of the day, that’s actually a good thing, right? Because it’s not for everybody, but the people who decide they want to be a part of that are more aligned. And the team is actually more dynamic that way versus kind of trying to fit everybody into the same mission statement. So, you know, every company should have the same mission statement.
Greg Toroosian 13:24
So true. Yeah. Because you end up everyone using the same buzzwords. So the same thing that they want, they think everyone wants to hear. But to your point, yeah, Amazon’s is very different for sweet green. And by every reason it should be because, you know, if your goal as a company is to do X, and you’re going to stand by that and live by that, then everyone that comes on board should be aligned and should have that same vision, right? Because after their three months are up, they’re gonna realize that this isn’t the place I thought I was joining and become disengaged and want to look externally, right.
Arteen Arabshahi 13:58
Yeah, exactly.
Greg Toroosian 14:00
I mean, I’ve done a lot of work in employer branding, as well as part of my internal roles. And it’s so key if you don’t if you don’t have that work done ahead of time, or you’re not clear on right, what your brand is who you’re trying to market to who you want to come on board, then you’ve got a big disconnect with your end result, your end goal of like what type of team you hire, you know?
Unknown Speaker 14:21
Yeah. So we’re
Greg Toroosian 14:24
early stage, the seed investments. I’m very curious, because you’re investing in founders, sometimes one founder, I’m assuming, you know, you can give me more info. But super early stage, sometimes they just got a presentation and they’ve got an idea. There’s like skeleton staff. What sets people apart, like how do you decide this is where we’re going to put our money? And this is someone we’re really going to back and support?
Arteen Arabshahi 14:50
Yeah, it’s a good question. I think every investor will give a different answer to this. I find that there’s typically two two things that are probably most credible and you know, it’s a spectrum of how much people care about either thing. So what I think of there is just like a just team and kind of founder story and like how, you know, blindly backing the entrepreneur just because you think they have an X factor that you want to see them, you know, pursue and and create in the world. And then the other is kind of the actual product or market opportunity, right? And that is kind of just like, oh, wow, I can’t believe that didn’t exist, right, that feeling of like, how is this not already a thing? And I think that there are some folks who invest blindly because of one or the other really heavily. I probably live somewhere in the middle where I typically look for both where it’s like a business and a product opportunity that is clearly a gap in the world in my eyes. And obviously a lot of this is very subjective to everyone. But so for me, it’s like okay, this is like a queer you know, you know, round peg in a round hole type opportunity where like this just needs to be here, and it’s not already. And then also this founder is someone who knows that and also has the right story and skills to kind of act upon it right. And so one of the things that I think about on the founder side is just, I really, I believe a lot of domain expertise, I think that approaching a market that you don’t know from the outside is really, really difficult. And so just having someone who really comes from their category that they’re building within, I think is really, really valuable and really important. It goes a long way, not to say that you can’t be successful without it, but it just, it just helps if you have it already, especially in kind of b2b stuff. As a consumer, it’s a little bit different. But, that’s kind of one thing that I really think is important is just certain domain expertise from the entrepreneur. And then and then, you know, in terms of the market and the product size, I think, I think it is like it’s a question of, you know, depending on the stage, but I think the earlier you go, it’s really validating that they’re creating Something that people want or are willing to pay for. And the earlier you go, the more that looks different, right? If you’re, you know, week one of new business, maybe the answer is, Hey, I read a bunch of articles, and I did do some market research, there’s an opportunity, maybe it’s two months in and you’re like, hey, I’ve run a survey with 100 potential customers. And this is the feedback that I got. And you know, here’s why I’m excited. If you’re six months in, it’s, hey, maybe we’ve built the product, and we have three people trying it and using it every day. And then, you know, maybe you’re two, three years in and it’s like, Hey, we do a couple hundred thousand dollars a year in revenue, and like, we’re a real business. So it’s just hard to say, standard across all the different stages of a business. But really what you’re looking for is, is this an opportunity? Have they validated the opportunity? What degree has it been validated towards and Are these the right people to execute on it?
Greg Toroosian 17:51
What advice do you have for people that are at that stage? Because I mean, from what I’ve seen, you either have or most of the time you have founders that are very, very either product focused, you know, heads down on their product, or they are, and then they bring someone in who might just be revenue focused. So they’re looking at user adoption. They’re looking at marketing, things like that, getting people on their platform to use their product. But it’s very rare that you actually find people that are strong or clear with hiring, right? And you know, you go to a sample, you get this seed money, or you get this series a and a big chunk of that is bringing the right people on, you know, building your team in the right way. Do you ever get involved with that advice? or What advice do you or would you have from everything that you’ve seen for people at that stage? Like, how can they go about being smart with it and putting the dollars in the right place? Yeah, I think I don’t have the expertise. Yeah.
Arteen Arabshahi 18:54
I think there’s a lot there’s a lot of stuff there. I think, you know, maybe One thing that’s just most important to start with is just like, I think that hiring is very much a measure twice, cut once type situation where you really want to, to kind of get to know these people that you’re hiring in a way that is kind of authentic to what you’re looking for. I think that’s the second piece that’s really just important in these small teams is just an honest self awareness. Like I think that the truth is that most, you know, CEOs have one or two superpowers, and then they try to figure out the rest as they go. And I think that, you know, being a self aware CEO means that you identify what your superpowers are, and then you hire really well to plug the gaps. And I think that some CEOs worry that they’re supposed to have all the right answers. And the truth of it is that you’re just supposed to bring together a team that has all the right answers. And so I think that’s the second thing is just be really critical of yourself and understand, okay, I know performance marketing, but I don’t know, product. And so you have to hire a really good product person, or, you know, whatever. So I think that’s the second piece. as being really mindful of what you can do yourself, and what should you delegate to someone who knows more than you. And then the third piece is I do think that like having a really tight process in place for actually running, you know, recruiting and hiring is really critical. And so if folks haven’t done that themselves, they should be partnering or, you know, working with someone who can help them in that way. Because there’s so many steps to this process that, you know, are almost like formulaic if you do it the right way. But it’s not worth spending a bunch of time trying to figure out exactly all the right things when you can just learn that from somebody else pretty quickly. And so I think there’s a lot of things like that even things like Okay, great, what great interview questions to be asking, you know, what are ways to really understand, you know, the strength of a candidate’s references, you know, stuff like that. Best Practices for onboarding, I think, particularly in this kind of newly remote world. onboarding is becoming even more of a conversation. And so stuff like that, I think is really critical. And I think that people should either kind of if They have the experience and they know it. And that’s great. They should leverage it. And if they don’t, they should be comfortable asking, you know, outsiders for support on that. And then I think the last thing for investors in situations like this is really where investors can add the most value is mostly just network effects. Like, I think that at the end of the day, when it comes to hiring, you know, depending on how many companies you work with your real investment, you know, your real value as an investor is your network and opening it up, right? So if you haven’t had a new investment, and they’re looking to hire a head of product, you know, who do you know, that you can connect them to? And potentially, you know, help them find that person. And then the last step is, even if not someone in your network, I’ve spent a lot of time as an investor just having calls with potential candidates and getting them excited about, you know, why are we excited about this company? What is it like working with the CEO? You know, what is the honest assessment of kind of the market landscape and competition and stuff like that? That’s probably the last thing I would say as an investor is important and as an entrepreneur is maybe important to ask yourself Investors is, you know, it’s something that goes a long way to introduce a candidate to your investors because it just shows trust and it shows support from an outside third party. And I think that that’s a really, really easy way for an investor to add value during the recruiting process.
Greg Toroosian 22:16
That’s amazing. That’s amazing. I think that that really hits home, obviously, that that bit of advice, and then going back to what you first said about CEOs, self awareness, and then the delegation was very key, you know, there’s no, there’s no fault or not knowing everything, you know, you know, what, you know, you’re specialist in that and just you don’t want to be, which I’ve seen before I’m sure you have. And it being self aware in this situation is very key, like knowing when you’re potentially being a bottleneck, right? a bottleneck to your company’s progress to your team building progress to sales to whatever it is, whatever that you’re holding up that you want to have your hands on. As a founder, you want to be aware of everything going on, it’s key you need to know but you don’t have to have all The answers and you don’t have to be involved with everything. Especially after you get to a certain stage right? We have been working with a company recently that was like over 100 people and you know, if you still have CEOs doing every single interview, that’s rough. Yeah. And it’s Yeah, coaching and partnering, like you said, finding someone who knows the methods and the process and how to help you create what’s unique for your company and what works for you guys, because it’s not the same everywhere, you know, anyone that’s done a lot of recruiting they know what works in one place has to be slightly tailored to another place. Company wise, right. So that’s great. Anything that you’ve seen that you would definitely advise against, like potential horses, not naming any companies, not naming any names? But any, like big, glaring horror stories that come to mind?
Unknown Speaker 23:54
Um,
Arteen Arabshahi 23:56
good question. I’m trying to think I don’t, I can’t necessarily think of a specific Take example of like one in particular. But I do think just like in general, recruiting processes are really slippery slopes when it comes to candidates being, you know, balancing the line of kind of being confident and sharing their strengths and being, you know, able to kind of describe what they’ve done well in the past, and then also being sometimes a little hyperbolic, or exaggerating, or potentially stretching the truth. And so I’ve definitely had situations where I’ve sat down with potential candidates before, and like, you know, they’ll talk about how they did this great thing at their last company that they worked at. And then unbeknownst to them, I actually know that company pretty well. So then I call the person over there, and they’re like, yeah, that person didn’t do that. And so I think that I think it’s a broader problem in our whole ecosystem is just like, how do you actually accredit, you know, individuals with certain types of work and support that they created and value that they created? But I do think that as a candidate, you know, it’s important to be confident And kind of, you know, share what you’ve done and take credit for what you deserve to take credit for. But I do think that one of the biggest red flags I’ve seen in hiring processes is just, you know, stretching the truth and claiming credit for something that maybe was, you know, a group of eight people working on something and you know, you, you know, you’ve taken the full credit, it’s probably not the fair thing. And, you know, the worst part, there’s two bad parts about that, right. One is, you know, it just means that you’re not much of a team player, if you’re taking full credit for something that was really done by a team. And then the second is, you know, if you get caught, you know, and that’s, you know, that’s stretching the truth. Yeah, stretching the whole thing.
Unknown Speaker 25:37
Yeah, yeah, exactly.
Greg Toroosian 25:39
It’s true, though. No, it’s true. And I would also say that part of that some of that is the fault of the interviewer though, and, and that’s always a hard like, self reflection thing to do. But, you know, we’ve gone through bunches of interview training and it’s like, when someone says what they’ve done, having a few more open questions, and sometimes even very direct questions. Well, how big is the team? What was your specific part of it? Talk me through how you started, how you fit, how you made the decisions, right? Because, you know, you could be in engineering like a hardware engineer, and you just do everything off spec, like what your client spec was, but there’s no like, you didn’t decide this is the way we’re going to do it. Or this is the materials we’re going to use as a strategy, right? You’re just carrying it out. And like you said, You’re a team of eight. But when you’re talking about sounds like I did this, I did that. But if you dig a little bit deeper as an interviewer you can on earth it so that’s a little bit of advice for interviews, but then, like you gave here some gems for candidates as well. Definitely be specific, definitely divulge all the information, but also be aware of these like triangulating references that go on behind the scenes because whether they’re right or wrong, especially somewhere like La La tech scene, all the startups you see a bunch of people bouncing around similar companies. It’s inevitable. You’re going to know people there you don’t want to trip up in your interview and Finding out like you’re saying stuff that’s inaccurate. Right? Yep. I,
Arteen Arabshahi 27:06
I agree with you that a good interviewer can sniff that out. So I guess I would be curious, I’d throw a question back at you is, you know, any, you know, one of my favorite things is to ask people kind of their favorite interview questions or just like personality questions. And so I’m curious, you know, if there’s anything on your end that you’re like, I love these specific questions or this approach to interviewing somebody. Well,
Greg Toroosian 27:29
that’s, that’s great. You know, for me from the recruiting side, it’s pretty unique, like I do a lot of guiding with the hiring managers to figure out what they’re actually looking for, like. Getting it all on paper, building a scorecard, building a candidate profile candidate avatar, if you like, of who’s your ideal candidate. So a lot of my focus is with the manager and creating this profile, put the job description, so aside because then we go back and re edit everything that they’ve written because most of the time it’s like, not To the same. So when I go to interview a candidate, as a recruiter, you’ve got I don’t want to say surface level questions, but your questions are very overarching about their timelines and what they’re looking for and their career staff and their experience and calm and all of this good stuff. It’s not so much the exact question they asked unless there’s a question given by a hiring manager like, hey, I need someone who’s exactly done this, and there’s a knockout or there’s it’s black and white. Mine is more very open. I like to hear how people talk about it. And like to that point, if they saying a lot, you want to dig a little bit more into the team. So every conversation is very specific situational questions, if you like. I like to hear how people answer the things that they don’t say, as well. And when you ask a lot of the questions, a lot of the interviews that I do are very one sided, like I asked minimal questions, I like to let people talk, and then I’ll dig into it a little bit more. So some people can be very concerned. They can be very direct and then give you what you need to know. So you don’t really need to go on much longer. But if they are being either not accurate or not concise or maybe coming across a little bit shady, there’s more to dig into. You just have to know how to read people at the end of the day. That’s a long way of answering that. I don’t have a one killer question. No, I like to throw in an AI. Why is hiring managers and people interviewing in teams to throw in like what makes you special or unique? Which sounds very fluffy, but it’s always in the context of what you’re interviewing for. For example, if you when I’ve crafted out a scorecard, and we’ve done like the whole intake, and we’ve decided this is what we’re interviewing for, or against, this is the type of candidate and you build out the interview team. You might have one person focus more on leadership, one person focus more on core skills, everyone’s looking at culture, blah, blah, blah. everyone’s asking them what makes them unique in that respect. You’re going to get different answers, but also stuff that is not on their resume that’s not on their LinkedIn. And that wouldn’t come up in an interview. Sometimes they won’t be. But it’s a chance for people to sell themself and then bring up some new things that you would have never thought about or thought like, hey, that would be great to have on the team.
Unknown Speaker 30:15
So, yeah, yeah, but outside of that, and not really,
Unknown Speaker 30:20
not really any one killer question.
Arteen Arabshahi 30:24
Yeah, I love it. I think you’re spot on.
Greg Toroosian 30:26
I think what really annoys us the most is you know about what they’re looking for from their next role, if I’m honest with you, because people, either I speak to the most candidates, I speak to a passive, right. But they’ve chosen to take a call with me for whatever reason, maybe my outreach has intrigued them or maybe they’ve been referred to me Whatever it is, and they may be happy but what would they look for from their next role? And then you can really dig into why they aren’t getting in their current position? What would make them make that jump now like, you know, all of that stuff and career path and So much these open questions you won’t believe.
Arteen Arabshahi 31:04
I love that I think you’re spot on. And that is a great question of just what are you know, what are you looking for in your next step? Because you’re right, even if you’re not, even if you’re not looking to leave, you’re always looking to improve and finding out what that is is really valuable.
Greg Toroosian 31:20
Definitely, some people are very direct, they’re like, you know, my commutes are terrible. I just want something to work. I’m like, that’s it. If you could work from home, you’d stay and they’re like, Yeah, probably. Okay, well go and speak to your manager first, and then that’s all they’re saying, I want more money, or have you had that conversation already? Know. All right. So if we get to an offer stage, and they counter offer you, you’re gonna stay. Yeah, probably. I love my team. All right, cool. You’re not the right candidate. But then some people just go into it. And they want to be specific, like, What do you mean? What am I looking for? Like? Is it the industry, the company, the team, the culture, the role, the progression, all of that stuff, where you’ve got hiring managers, like I never wanted to be a hiring manager. I never wanted to lead a team. I want to be an individual contribution. So yeah, I’m going on. But yeah, it brings up so much for you. And I mean, I could talk about candidate qualification all day. Cool. Well, I know we’re coming close to the end, we’re running out of time. And I want to be conscious of your time and the hard stop. So is there any gems or any other input that you want to give while we’re on here, because unlike a lot of the other guests that we’re having on here, you’ve got a very unique perspective from the investment side from that very early stage side. And, you know, some of our listeners are going to be founders themselves and building teams themselves and also looking for Investment Partners. So drop some knowledge. Give them those gems.
Arteen Arabshahi 32:45
I love it. Yeah. I get two things. And you know, one is not not intended to be a bad pun, but I really do you think that some of the best leaders are the ones who elevate the rest of their team and so I think that as a CEO, or a future CEO, it’s really important to think through that, and it shows a lot of trust. And I think it keeps a lot of employees happier longer and builds better businesses, if, you know, you do kind of, you know, act as the delegator in chief in a lot of ways and kind of enabling people, you know, to really rise to the occasion and show you kind of that they can take ownership of certain units and, and run with it. So I think that’s really, really valuable to think through. And then the other piece is just yeah, I mean, as you’re exploring kind of investor relations and conversations like that, I think that there’s this big stigma put on the fact that like, okay, we’re gonna have to pitch an VC and it’s gonna have to be exactly perfect and polished, all that type of stuff. And I think that is the earliest of stages. Most VCs are just inherently curious people like we do this job because we like to learn and grow and support and try to build stuff with other people. And so I think that, you know, approaching a lot of the VC conversations as more of just like a business I’m thinking through what do you think? versus this is, you know, the Holy Grail? I have the best answer already. I think that that shift in framing goes a long way. Just because, you know, if you approach it with the absolute of like, I know that this is right, and this is the only thing we can do. It’s pretty easy to poke holes in that. And then the moment there’s a hole poked, it kind of shatters the whole conversation. But if you approach it with the more, you know, thoughtfulness in how we’re thinking about building it, you know, what do you think? I think that goes a long way in conversations. So I would just approach conversations with investors like that.
Greg Toroosian 34:31
That’s amazing. Yeah, it definitely shows openness and like, you’re looking for a partner, not just Hey, I know what I’m doing. Give me some cash. And I’ll talk to you later. Yeah, and that’s self awareness that we spoke about, you know, I might not know everything that might be a better way to do it. That’s great. random question or not so random, but just before you go, Aqua hires Do you have much experience with that and what your thoughts on it if you do no successes, I
Arteen Arabshahi 34:56
think your question yeah, I would say I’m not I wouldn’t say I’m like an expert in the category. But I’ve worked at a couple companies who’ve gone that route and seen it from afar, I would say just like quickly on it, you know, most acquire-hires are, you know, focused on the idea of getting talent that the acquiring company wants to have. And so I think, you know, just making sure that that talent is comfortable and excited about the new vision, you know, is definitely critical, right? Because I think that, you know, after any sort of merger or acquisition, you know, you have to rebalance kind of culture, all the values and the mission statement is fully different. So I do think that smoothing that process is probably a little bit more difficult in an aqua hire than it is in a more kind of financial acquisition or strategic acquisition. Because what happens is you’re really basing a lot of success on the acquisition on the success of the happiness of the employees that come along. And so I think really thinking through will this team be happy in the new place with a new vision and having that conversation openly from both directions is really important because, you know, they joined a new company and then a few months later, they’re all leaving. That’s a fail back wire. Right. And so I think that’s stuff to think through.
Greg Toroosian 36:12
Yes, somewhere in LA as well as the simplest things as commute can make people say, you know, this isn’t for me. Across America.
Unknown Speaker 36:20
Yeah. Yeah, exactly.
Greg Toroosian 36:23
All right. Cool. Well, look, thank you. Thank you. Thank you for being part of it for your time. I really appreciate it. We’ve been talking to Artie and I’m sure he and he is a VP at one the code our team, where can people find you and connect with you and maybe follow you?
Arteen Arabshahi 36:40
Yeah, absolutely. I’m on Twitter and Instagram at our team in LA.
Greg Toroosian 36:45
So find me that amazing. Alright. Thanks a lot for your time. And we’ll speak hopefully soon in another episode. We’ll see.
Unknown Speaker 36:52
I can’t wait. All right. Thank you so much for having me, buddy. I’ll talk to you about it.
Outro 36:59
Thank you for listening to the Elevate Hire podcast. Be sure to click subscribe to get future episodes. Until next time.
