Curtis Anderson On Raising $108 Million To Streamline Nursing Care

In the vast expanse of Idaho, where farm towns flourish, and the spirit of hard work prevails, Curtis Anderson’s journey began. From the idyllic simplicity of a small farming community to the intricate world of entrepreneurship, Curtis shares his transformative experiences and the evolution of Nursa, a groundbreaking healthcare staffing solution.

Join us as we delve into the core lessons, pivotal moments, and future vision that shape Curtis’s remarkable story. His venture, Nursa, has attracted funding from top-tier investors like Pelion Venture Partners, Kickstart, and Drive Capital.

In this episode you will learn:

• An upbringing in a small farming town instilled a commitment to hard work and authenticity, principles that became the foundation of an entrepreneurial journey.
• The transformative service mission in Toronto fueled a passion for mission-driven work, shaping the commitment to creating positive change in the healthcare industry.
• From building computers at age 12 to disrupting healthcare staffing, the journey reflects the power of combining a tech enthusiast’s mindset with a mission to solve real-world problems.
• Nursa’s disruptive business model provides nurses with the currency of flexibility, challenging traditional workforce models and sparking discussions about the future of work in healthcare.
• Navigating financing complexities, the importance of strategic partnerships with investors who have a long-term vision, emphasizing value beyond financial contributions.
• Nursa’s real-time data not only addresses staffing needs but also serves as a valuable resource for healthcare facilities, offering insights that have the potential to revolutionize decision-making processes.
• Nursa could potentially play a pivotal role in optimizing healthcare logistics, improving patient care, and providing unprecedented transparency, promising a future where technology and compassion intersect for the betterment of healthcare delivery.

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About Curtis Anderson:

Curtis Anderson has diverse work experience spanning various roles and industries. In 2009, they began their career as a Producer at ABC News before transitioning to a role as a Senior Producer at The Church of Jesus Christ of Latter-day Saints in the same year.

In 2013, Curtis joined Partner Fusion as a Director of Business Intelligence. In 2015, he founded databot.io, a company focused on managing machines, network infrastructure, data, business metrics, and overall IT strategy.

Curtis then became the Owner of Elite Specialty Staffing in 2018 before founding Nursa™ in 2019, where they currently serve as the Founder and CEO.

Curtis earned a Bachelor of Science (BS) degree in Business Administration, Management, and Operations from Utah State University, attending from 2010 to 2013.

Connect with Curtis Anderson:

• Crunchbase
• RocketReach
• LinkedIn
• TheOrg

Read the Full Transcription of the Interview:

Alejandro Cremades: All righty hello everyone and welcome to the deal maker show. So today. We have an amazing founder. You know we’re gonna be learning all the good stuff and hearing all the good stuff that we like to hear around you know, ah building scaling financing all of that good stuff. You know on the show today. Actually we’re gonna be. Really diving in you know into some of the lessons. You know that our founder that we’re going to be speaking with today. You know that he learned during the journey of raising money. Also you know what were what what has been some of the value that he has experienced from his investors in addition to just the money. As well as what has been the process itself like how you know he did it and with his team and and what it looked like from point a to point c as well as obviously when you raise money it comes with expectations and people are going to want to sit on your board. So how those dynamics you know, really play out as well. So again, very inspiring what we have ahead of us so without farther ado let’s welcome our guest to a Curtis Anderson welcome to the show

Curtis Anderson: Thank you Alejandro great to be with you excited to have a conversation today.

Alejandro Cremades: So burning salary in Idaho you know in a farmer town there. How was life growing up.

Curtis Anderson: Um, it was it was idyllic Alejandro I I loved I loved growing up in a small, a small farming town I certainly um, certainly wasn’t a great fit for it as as career has panned out but I would not have traded. My youth there for anything ah an exceptional community. My parents and grandparents all all worked for themselves and were respectively entrepreneurs I worked with them from a young age and work work is a key part of how you thrive. And a small a small community, especially a small farming community and relationships really matter in in a small volume there and being good for your word following through those kinds of things are are really important and I summarize some of those lessons. With a few with a few highlights I think that I learned how to work and and more than learned how to work I learned to love work. The value of making the world a little bit better or um, creating something is just ah, it’s just an exceptional part of of that time period and then. Um, just making sure that you under promise and over-deliver my dad ran his own business for 30 years and um I remember he bought he bought 1 yellow page at the second year of his operations and the whole process frustrated him because it didn’t it didn’t allow.

Curtis Anderson: Ah, for him to display or to showcase. Um the the quality of the work and so he never purchased a yellow page ad again. Um, ran for the the last twenty eight years before selling all on word of Mouth. And that’s a pretty exceptional story it it still makes me chuckle as I talk to him about it today? Um, but but it it was very material. The the work that he did and the quality of that work. Um carried like a megaphone. It can seem like a simple. Overture on the on the surface. But though those 2 have been really valuable in my life up to this point I mean to to this day I think my brother is probably the only person I worry about outworking me and um I just have have it sustained and created so many. Great working relationships with folks that where I was always committed to and driven by the idea that I needed to deliver more value than than what I committed to upfront. It certainly certainly has carried a great deal of of influence in how how we have. Built and sustained nursa as well as anything else that I’ve done.

Alejandro Cremades: Now The church has say had um, a big a people tall moment with you since the very very beginning. You know in your journey professionally and personally and and one of the things that you did actually was a you went to toronto you know as part of the Involvement. So. So tell us about this experience too.

Curtis Anderson: absolutely absolutely I served a ah 2 year service based mission for my church and the basic idea many people will be familiar with missionaries from from the church of Jesus Christ of latter day saints. But you spend 2 years ah, focused outward so you’re you’re helping other people find find roots and and faith-based enablement for for their life. Um, and and that’s ah, it’s a much different experience than. Then starting college at that same age or going through some of the programs being internally focused and that that outward focus in helping others certainly has helped me identify more fully a number of areas where where I derive value i. Um, I find ah just ah, a rich, a rich sense of of purpose from from helping others solve problems and that’s a theme that certainly has had had other illustrations in my love for technology and our our pursuit of. Putting a a nurse at the bedside of every patient in need in health care. Um I love I love mission and and purpose fulfillment and and that was a key part my time in Toronto was a key part of that. Um it also that time period also helped me appreciate.

Curtis Anderson: Um, the value of diversity of thought. Um you know I had grown up in this small idaho town and you land in Toronto which is one of the most diverse cities in Canada um, and I just got a ah whole ah whole wheelbarrow of of joy. As I started to experience different cultures and and how how different people lived food was a key part of that but but dress and culture and a way of life was was also certainly valuable. Um, it gave me a a great. Ah, great illustration for the rich tapestry of experience that the broader world offered and certainly set my curiosity on fire.

Alejandro Cremades: So you eventually went to Utah for um, the studies and then after that you went into the entertainment space. So how do you make that transition from the entertainment you know space you know where you spend you know about 4 years or such and then you are like. Maybe I want to make a switch here on on career paths.

Curtis Anderson: Yeah, so so the story actually these notes actually start much earlier. My mother was a teacher and growing up. She would always ensure that our Christmas gifts had some kind of an educational focus and. 1 of the best gifts that I received as a kid was a hardcover copy of a book called the way things work by David Mccoy and it’s got these animated scenes of cavemen and woolly mammoths to help you understand how fulcrums and levers and. basic physics physics principles work. It was it was an approachable introduction for me to science. Um, but also generally helped fuel in me a ah recognition of of seeing the world curiously just trying to. To double click and better understand and that that there was no process that was unapproachable or or something that you couldn’t understand and so after I got that book the year afterward I started drawing animations to mimic the process that’s outlined in the book for more complex things and. Um, as an example I I put together this 5 page drawing that outlined the factory process on how to make an oreo I was just I was really astounded that every one of them looks exactly the same and and my mom my mom kept the drawing and I have it now buried in a trunk in my basement. But.

Curtis Anderson: But that was that was one of my earliest evidences that that I was going to be interested in the world around me and how it worked and certainly helped fuel that my dad had ah um, an Hp 8 6 that he used to handle his books and finances. He. Print out his invoices and checks on this old Okie data printer and that was the first place that I got curious about how technology could help a ah process. Um my dad would hit these keys and it would go into the box and then this physical process would happen and translating that was. Ah, was really one of the earliest illustrations where um technology was going to be a key part of of how I could do that in the future and I built my first machine computer at at age 12 and then worked all 4 years through high school in my it. The district I t department. Um, where I started to unpack and understand better. Um, how networks worked and web design some of the key parts of of an animation and and ah a film process worked and and what what role technology was playing in accelerating. Um, storytelling in that respect. Um, it really gave me a solid understanding of what technology as a noun could be and then shortly after after high school and my mission and.

Curtis Anderson: Starting to play around continuing to play around with tech but starting to play around with the internet as a verb that was where I started to realize that the internet had the capacity to to certainly change and alter the world that we lived in and um, there were a lot of different ways that I was interested in doing that i. Remember using on my dad’s HP8Six I would I would use msdos and I I hated that interface and the first time we got a machine that had windows 95 on it was this incredible moment of of just understanding that there were going to be better ways to interact and. And I thought that you know in in film. There would certainly be valuable ways in which you could leverage technology to to tell better stories and so worked um, worked for five five and a half six years in that respect and. On those processes and making storytelling better. Um, and then and then I ran into um data visualization and and the idea of having um, a real story. A business’s story that you could tell through the lens of the information which it created. Was really magnificent for me. Um I was I had grown to love documentary filmmaking and this felt like ah a really great way to have a confluence of all all of these ideas and so I started playing around with fancy pie charts as as I like to call them now.

Curtis Anderson: And building out ah building out fancy pie charts for businesses to better understand where they were and where they could be with small and additional changes. Um that that swung the pendulum way back into the the world of of. Fairly focused tech and I started I started to play around with platforms that that could deliver better information and and started my own shop. Um, it was certainly a ah valuable part of of my process because. Outside of the love of work. 1 of the biggest lessons I had taken from watching my my parents was that um everyone can do more with more but only the scrappiest and most successful people can do more with less and so this idea of of money ball or. Magnifying your use of information to drive better operational output became ah a key part of the way that I I thought about things and I just I was enamored with the idea that every business owner could could be in a better driver’s seat. By leveraging these tools. Um I knew that that tech could continue to help them solve problems and that data-driven tech was a very scary prospect and so so much of of leaving to start my own shop was the desire to find a problem.

Curtis Anderson: That I could help others solve with technology but more fully with data driven technology. Um and I had I had met a guy during my time in Toronto who who was 97 at the time and and every time we would see him he would say Curtis you. Everybody’s good for something even if it’s just a bad example because even at that point you’ve added value and and I loved i. Loved this man’s optimism at 97 years old to have ah a frame of referencer to see the world through through that. That kind of bright eyes that just at ah at a very worst you were just going to be a bad example for somebody else and startup land. You know, running your own thing building your own your own company felt like an incredible batting cage to put that that philosophy to work. You know we’re all.

Alejandro Cremades: A.

Curtis Anderson: We’re all writing our own story and and the note is that if you don’t like where this chapter ends then you just don’t stop writing you just you’ve got to move forward and keep trying something else and so we built solutions at that during that period I helped build solutions for. For retail and for for for corporate banking for private banking Also built some fancy pie Chart solutions for for health care for a segment of Health care and I knew I knew that Healthcare was behind and I learned a lot. Through these problems in retail and banking and these other aspects of Health care and so I knew there was additional opportunity to help make Health care better and and so when I I got shown the um, the nurse staffing agency that I ended up purchasing I was incredibly curious and. And wanted to to double click and learn more.

Alejandro Cremades: So How do you?? How do you?? Then you know, walk us through this decision of buying this nurse staffing agency and then you being able to see like some of the issues you know in the space and then thinking hey I’m going to you know, kind of like cover some of these holes in. And really implement technology ah to make it efficient and that as a result of that like what was that incuation process for you to really bring nosa to life walk us through those sequences of events.

Curtis Anderson: Yeah, absolutely the the agency that I looked at there were really two two things that drove my curiosity initially. Um I knew that healthcare needed more help from a digital tools front and the agency that um. Landed on my desk that I had found um, had grown for seven years year over year on 100% revenue increase every year and so it felt like a really safe place to try to put some of these concepts to work and. I was curious I I drove up and went to the the headquarters and they had this whiteboard with sticky notes on either side green and orange and on the one side was nurses names names of nurses who wanted to go to work and on the other side was facilities. Ah, facility names of those who needed nursing help. Um the guy running the place at the time had been a medical sales rep earlier in his career and and he walks up to the whiteboard and says Curtis making money in in this business is as easy as taking a sticky note from this side. And putting it together with a sticky note on this other side in the middle of the whiteboard and and as he’s going through this process and unpacking for me that that is literally how they were making operational decisions. Um I I had the thought if I if I’m half of what my mother thinks I am.

Curtis Anderson: I can I can automate something here. there is there is something that that we can do to help and so I I knew there would be an opportunity to add a immense impact and and so then then came the process of you know I got to understand the business and I’ve got to pull the financing together. Ah, the the first company that I had started was really ah you know bootstrapped it was my my savings that had driven that that consulting shop and um so this was different. You’re you’re going to put together some kind of financing or some portion of it is going to be financed and so. Working with banks from the front side rather than helping them on on the backend but working through that process you start to understand what’s important to them and um the the summary there is you want to make it as risk averse of a decision as you possibly can you want to de-risk. Every aspect of this for them to to find a great partner to be able to facilitate and support. You. There were incredible options available at the time through some some sba programs that we looked at and and thought through and ah. Ended up using an sba 7 a note to to fund a portion of this and then put put an ample amount of the purchase price down. Um I I saved about 35% of my available cash to be able to hire an operator.

Curtis Anderson: And and then facilitate the business as it grew so there was certainly some strategy in that respect and then I I set about researching every piece of tech in the space. So what? what was helping agencies. What was working against the agencies. Why were the agencies both a solution and a problem and spent seven and a half eight months working through that while while I started to to build a philosophy or ah, a position that I could hold confidently about. Where I thought technology could drive the space moving forward.

Alejandro Cremades: So then I guess for the people that they that are listening to really get it. What ended up being the business model of Nursa How are you guys making money.

Curtis Anderson: Yeah, so this is great. The agency ah which will help historically the agency is part of a broader system of people between the nurse who wants to work and the agency who are sorry the it’s a. Let me go back and and try that again. Alejandro Historically it helps to understand how agencies worked to see the benefit of narsa agencies are part of a broader subset of of ah of layers. Separate the nurse who wants to work from the manager who needs help in in the facility and that that layer those layers become an adult game of telephone. There’s six seven sometimes as much as 8 people. Who fill those those layers the agency is one of those and so what became clear early on while we were while we were working the agency was this idea that we weren’t directly connecting the two parties. And that transparency of information of what the facility manager needed and how the nurse wanted to go to work were getting convoluted in in the middle and there was an ample margin. Ah a considerable percentage that gets taken out by each of those parties.

Curtis Anderson: And so one of the first takeaways was the idea that if we could directly connect these 2 people. It would be much easier for them to work together and the internet offers us a solution in order to do that and so. The the first idea of nursa was just what happens if we disintermediate all of all of these parties and put these 2 people together. The second piece was that because an agency is manually driven. It’s fueled by. Um. Ah, human team what you end up with is you you want to incentivize those sales reps or any of your agency team members to create the the largest amount of guaranteed revenue possible. The way that that usually translates out is that the agency is looking to solve as many nurse nancy is leaving on maternity leave problems as they can. This is a longer term you know 10 to 16 weeks is what they want in a guaranteed revenue. It makes it hard to incentivize to solve problems that are smaller. So nurse nancy is sick and I need to fill 12 hours of her time tomorrow. Um solving for 12 hours is very difficult when you’re incentivizing for twelve weeks and so

Curtis Anderson: We would see at the agency we would see all of these 12 hour needs come in that were just literally not worth anyone’s time because there’s been a ah nursing shortage of sorts some variant of that problem for several decades now and so. There was constantly a stream of longer term engagements and what what that helped me realize was that technology might be the only solution that could efficiently and effectively solve for the shorter term needs. It was also substantially. A substantially harder problem to solve and so for me on the idea of under promise and over deliver and just generally the love of work. Those lessons came back into play because. If we couldn’t solve the 12 hour problem there really was no value in chasing upstream needs or or going to solve that and so we built out layers of the technology in succession that allowed us to test how quickly we could put those parties together. Fortunately for us we were running those tests all the way through 2019 and we spun nursa out as its own company at that point because the tests were showing showing great success and then started.

Curtis Anderson: Started operating as a separate entity in 2020. So the fact that that nursea finishes its first full year in 2019 and then begins with a public facing front in 2020 of its own. Um, the timing just couldn’t have been better. We were certainly the benefactors of providence in that respect.

Alejandro Cremades: And as you guys say thinking about 2 financing the operation. Um, you know how do you guys? go up about that. How how much I guess you know before anything how much capital have you guys raised to date for norsa.

Curtis Anderson: Yeah, so working backwards on that alejandro total to date. We’ve raised 108000000 through 3 rounds a seed a series a and a series b um, and. We also operated net income profitably in 2021 and in 2022 and so part of solving the problem in a material way in a real way part of that is demonstrating that the business could could make sense on its own financially. That it. It could carry itself and so because we had started the problem pre covid pandemic we knew that there were longer term issues and and have have aimed to have a strategic focus on the future since the start. Um I think that’s a really valuable lesson. that that I have gleaned from this time is that you you should aim to solve a problem that has material impact There are lots of of ways to to make a quick buck but but finding problems that have long-term impact. Gives you the greatest potential to actually solve the problem. You know as funding environments are volatile and certainly different business models come and go um, finding finding a problem that has sustainability over over a longer term.

Curtis Anderson: Has certainly proven valuable in the opportunity that we have to solve that problem conclusively.

Alejandro Cremades: So then so then when it comes to raising money to what have you learned about running an effective process because I mean you guys have done. You know a few rounds here. So as you were alluding to so running an effective process. What have you learned about that.

Curtis Anderson: The process can be brutal one of the first one of the first pitches that I stepped into having never had experience with with venture. Um the individual who I was pitching fell asleep in in the second slide. Um, of the presentation and I’m certain that they are ah a good person and just needed a nap. But but as as I stood there I thought you know what do you What do you do with this opportunity. Um, and so I needed the practice I finished the pitch. And and went through that um, finding finding people that that experience caused me to rethink who who we should be talking to and how we should be talking to them and and really built a ah foundational rule for me. Um, the the people who fund. Should always have a clear intersection with the space in which you are solving problems and if you can find people who have either operational or previous financial experience solving problems in the space that you are in. It makes a material difference. Um, second thing for us I knew that covid was becoming a wave at at the the front end of 20 we didn’t know how much of a tsunami. It would be and and so there was a question about as we’re raising money.

Curtis Anderson: We knew the problem existed before I knew the problem would exist after covid was gone in some degree or another but but we we wanted to temper for financial partners who had longevity who were interested and could demonstrate. In as many cases as we could possibly scrounge up that they had made investments that were longer term not 3 to 5 years 5 to 7 to 10 years and the ask that I would have of financial partners was to help me understand how many deals they had done in which. They had been involved with the deal for at least a decade that became ah a foundational piece of how we would run a process as well. Um, and then and then the third was there needed to be some aspect of their involvement that was money. Plus. There are lots of ways to get money in the world and so you need to find partners that you can work with on ah on a personal level but also on a strategic level that they could add some additional value beyond beyond the check that they would write. Um. We’ve been incredibly grateful for the partnerships that we created and in all 3 rounds those 3 staples became pillars on which on which we built the deals.

Alejandro Cremades: And then what about obviously when when they give you the money they want to sit on your board and they provide value. So what have you seen around board dynamics and then also being able to extract that value in an impactful way for norsa.

Curtis Anderson: Yeah, absolutely the the board value probably for me has has rolled up to 2 2 particular takeaways number number 1 macro understanding. So when you’re building a business. You’re. Ah, you’re flying the plane as you build it. You’ve got in our case, there was a ah period of aggressive growth where we were doing north of 75% month over month and that um, that compounded for more than more than a year and a half um during the midst of the pandemic and has has had a real impact on how we operated but because we were so focused on solving the next problem or putting out the brightest burning fire on the building. We we couldn’t always get our eyes up to see what else was happening in the in this our space and in the space around us um a board a well orchestrated board has the capacity to give you better perspective and vision than you have to. You are able to get on your own having bootstrapped something built a debt deal to to buy a business and now experienced venture what it’s like to work with venture capital um, it’s a major win for venture this this aspect of it.

Curtis Anderson: Helping you have vision of what else is happening. There’s just no better way to get that than than through the right venture partner who has experience with with your space the second the second takeaway for me in the value of a board is providing you. With the right kind of pushback. Um, you can find pundits and people who are excited to tell you why you will fail everywhere but you can’t find partners who are willing to work with you in discussion. About what happens next and challenge the ways in which you see the future knowing that they are are yoked with you at the hip and so that degree of partnership has certainly been valuable in how we’ve constructed the board today and and truth be told we. We have a long ways to go on on how that board shapes out by by most accounts we were ah at most ah an awkward teenager moving through ah an operational period of of go to marketet at this point and so there there is a. Ton of that value that we’ll continue to extract and and help create in how the board shapes up at narsa in the future.

Alejandro Cremades: So as you’re thinking about people here know because we’re talking about the board. We’re talking about investors. You know, whatever that is you know employees when it comes to people. There is 1 thing that really makes them excited and aligned. They do ultimately the future that you guys are living you know into with Nua. So if you were to go to sleep tonight Curtis and you wake up in a world where the vision of nusi is fully realized what what does that world look like.

Curtis Anderson: Absolutely, what’s exciting about the future of health care is that there’s an incredible amount of potential left nurses sits at at what I believe um can be the crux of of a better model of care in the future. Um. Not only. Not only do we have the opportunity to continue to create better delivery of of healthcare logistics. So operationally. But I think the data that we are seeing can help drive. Ah, better understanding for healthcare facilities everywhere in in how they work and operate in the future. Um, for for the last fifty years there have been multiple parties between the nurse and the manager who has the need and. For the first time since ah in the last at least 50 years we we have one one company that can see both sides of that we can see a labor market moving in real time inside a software shell. That that can become a ubiquitous foundation on which everyone else can build and so having the vision realized would would mean that and we do work today and in a real-time capacity. Someone gets better care tomorrow because because we existed to help.

Curtis Anderson: Ah, be the digital switch switchboard that drives those connections. Um, what? what? that could do for for health care in a country that you know 19% of our gdp is spent on Healthcare care. Um, and our you know our lifespan hasn’t grown. In a decade on average certainly can help impact patient care in those ways for for a for a nurse What we provide is flexibility as a currency they have opportunity to engage with work at a cadence. And in a pattern that works best for them. This is something that hasn’t been available before and will certainly continue to drive ample amount of discussions. Not only about how they you know how they operate as a workforce. But. How how we think about work as an industry in the future and and then for ah, a scheduling resource a manager who has these needs in the building. We We have an opportunity to provide them transparently information that they have never had. To make decisions that they have consistently been held accountable for um, financially and operationally over the last several decades we can make those decisions better looking forward. Um I think in that respect we truly truly are just scratching the surface of what.

Curtis Anderson: Of what a digital toolset can provide um the space and for each of us as as we think about the the future of our care.

Alejandro Cremades: Now as we’re thinking about here the the future I want to talk about the past but doing so with a lens of reflection. So let’s say you know I was to put you into a time machine and I brought you back in time you know maybe to that moment where you are now transitioning into the. World of tech out of doing your entertainment stint and you had the opportunity of having a chat with your younger self that younger Curtis I’m being able to give that younger Curtis one piece of advice for launching a business. What would that be and why you know what? you know now.

Curtis Anderson: It’s a great. It’s a great question Alejandro I think I think there are probably several things give me just 1 minute Alejandro

Curtis Anderson: Um, thank you I don’t sound like I’m sick now. Let me let me go back to the top I think as far as giving my former self advice. Um. There wouldn’t necessarily be 1 thing but there would be a short list of things that I would probably share some of them would be corrective and most of them would be enabling and just to help fuel confidence of the decision making that that I went through um. When when you can’t when you can’t do what you’ve always done then you only do what matters um part of running a startup is about having a painfully acute sense of focus on the brightest burning fire and and what happens is. Time is your most valuable resource and it is a currency of which you don’t get to spend it twice despite the nature of the question and so you want to be acute in in focusing on what matters and you want to be litigious in the way in which you hold yourself accountable. And discuss what what should be on that list and the next thing I would say is in contrast to that you can always recover from being wrong. You can’t always recover from being slow um markets move fast.

Curtis Anderson: Technology moves incredibly fast and I think the the valuable piece of this for me is that you the worst thing that’s going to happen if you make ah a bad decision is you’re a bad example. Um you you don’t always get the chance to do things twice and so don’t sit still. Um, and when you have simply enough data to act. Don’t don’t double think it um act and Move. Um as you grow a team through a massive ah ramp and scale I would say um hire for now not for later. Um, you always want to be building a team that can add impact and value right now and you always want to manage performance in such a way that you are garnering people who will push you to be a better version of yourself that that can.

Curtis Anderson: Can trip a bunch of vulnerability triggers for for founders and for for those who build businesses. But um I Love I Love the idea of having a team that is just hungry to Pursue Pursue the future and maybe the last note here is that? um. Getting rid of any part of the process that you can that doesn’t help is a material way to continue to increase value and do more with less um oftentimes if you find yourself having not deleted too much. Ah, you probably haven’t gone far enough and so when you go to make changes or perfect a process um cut away more fat than you than you think you’re going to need and if you have to put things back or have to add things back to the process. Then you certainly know you’ve cut away enough.

Alejandro Cremades: So for the people that are listening Curtis that they are inspired and that will love to reach out and say hi. What is the best way for them to do so.

Curtis Anderson: Absolutely so 2 2 ways Linkedin is a great tool today and I am as active as I can be on on Linkedin today and then as well I’m on Twitter or what is now x formerly Twitter. Under the handle at Curtis Norsa and both both would be great.

Alejandro Cremades: Amazing, amazing! Well hey Curtis thank you so much for being on the deal maker show late. It has been an on earth to have you with us.

Curtis Anderson: Alejandro the pleasure’s mind do what you can to stay out of trouble and thank you.

*****

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