EOS

“As a firm, the most interesting opportunities that we've seen for the last two and a half years have largely been in the residential sector in senior housing, where Nicole was early, and we were big buyers of that over the last two years.”

“Typically EOS is divided quarterly. We actually at Hampton do ours every six weeks. So we do rock planning every six weeks as opposed to quarterly. I think quarterly is too long for a startup, but so you can kind of like manipulate it to like fit your needs.”

“There's a specific type of person and a specific moment in time when you need a system tool, and that is when you have growth, but you have a growing headache. So the business is growing healthily, but your headache is growing, you know, maybe even more than t…”

“A lot of people hire actual implementers who either run your off-sites, help you with EOS implementation, and they charge a shit ton of money. Like, you know, it could be like 15,000 dollars a day for being at your off-site or with implementation.”

“EOS says to also have people share their expectations for the meeting, but I've generally not found this to be a great use of time because people say pretty similar or generic things.”

“And your goal as a company is to hit at least 80% of your rocks or goals in a given quarter.”

“This is a tweak that I've made to the EOS process because I believe tackling key issues is the best way to inform your next quarter rocks,”

“You look at the way they handle quarterly rocks. You can't have more. You should never have more than three special projects per quarter.”

“This is why a lot of companies that use EOS or the entrepreneurial operating system for running their business will hire a professional implementer and pay them five to 7000 dollars per session so that no one within the company has to be the bad guy to keep th…”

“No amount of money can make someone want a job. They need to want it on their own.”

“Because again, I don't think EOS is great at five people. I think there's too much process, and I don't know exactly the number where it's a perfect fit, but I personally would be concerned.”

“Just leaning back on EOS as a framework, it's okay to have one person in several roles. That's permissible. It's not okay to have two people in the same role. That's a, that's terrible.”

“Our first bet we made was EOS. That was absolutely wrong. There were a lot of valid technical criticisms that we ignored and all of those technical criticisms turned out to be correct.”

“Since 2019, we have used EOS at Morning Brew to scale our business from 15 people and three million dollars in revenue to 300 people and seventy five million dollars in revenue.”

“There's stuff that scaling up, for example, does that is bigger and badder than what's in EOS, but a lot of times when you're, like, under 50 people, like, that stuff doesn't really matter much, so that's why I spend a lot of time talking about EOS.”

“When you apply, you know, you assign a goal to multiple people, then that means nobody's responsible for it. So, like, they will say, like, one person has to take ownership of this particular goal and go for it that way.”

“If you look at what truly pushes businesses forward, it's like three or four things you achieve each year. Maybe five or six at most.”

“Ultimately, like what it does is it creates a very powerful situation as you think about your organization, where there is an accountable person who is responsible for every function of that organization. And everybody knows what it is because there's this map…”

“Most businesses tend to self implement And do the second option, which is read the book and then just start doing the exercises and learning the process very well until they get to about 25, 30 employees. And then at that point, the business is big enough and …”

“EOS, which I'm very close to, really doesn't have anything about figuring out how to build value, right?”

“There are millions of copies of Traction out there, which is super cool, and there are, like I said, there are thousands of coaches, and there literally were, up until recently, about a thousand coaches just selling EOS, and so we're very close to those folks.”

“There's over 12.5000 companies out there, and if you saw the slide earlier, we've got 5200 running on our software right now.”

“Yeah, so we just pay a license fee to EOS to use the terms, so we pay 10% of our revenues to EOS to be able to use their trademark terms in our software.”

“EOS by Gina Wickman, which we use at Morning Brew.”

“Well, EOS might say they're not the right person for the right seat. They shouldn't be a part of your company. I think that's aggressive.”

“We were previously building on, on EOS. So I know the guys, but we're moving over to ontology now.”

“Now, Ethereum, and Algorand, and EOS, and Dfinity, and all of these other protocols are vying to be Web. This decentralized global supercomputer where we process data in a private or cryptographic way to retain our privacy and bring efficiency, and this wonder…”

“I'm not personally as excited about those because that, to me, often defeats the whole purpose Of this entire space, if you just have, like, this, like, concentrated group of people that are validating all the transactions, you're seeing that with platforms li…”