Company: Fixel
Owners: Vin Thomas
Year Started: 2010
Employees: 1 – 10
In this episode of An Agency Story, we dive into the journey of Vin, founder of Fixel, a digital design and development agency specializing in growth-focused B2B tech, particularly cybersecurity. From his unexpected entry into design after landing a job he wasn’t qualified for, to growing Fixel into an agency with a stellar reputation, Vin shares an authentic and insightful look into the realities of agency life.
Key Takeaways from This Episode:
- From Accidental Designer to Agency Founder – How Vin’s early creative passions (including dreams of being a magician!) led him into the world of digital design and branding.
- Escaping Big Agency Bureaucracy – Why the red tape and slow pace of large agencies inspired Vin to create Fixel, an intentionally nimble and relationship-driven business.
- The Power of Specialization – How narrowing Fixel’s focus to cybersecurity startups and scale-ups created deeper expertise, better client relationships, and long-term growth.
- Building a Reputation-Driven Business – Why Vin relies almost entirely on word-of-mouth and referrals instead of paid advertising or aggressive marketing.
- Lessons in Leadership & Team Culture – How hiring slow and firing fast ensures a high-performing, tight-knit team.
- The Importance of Client Relationships – The Fixel approach to long-term partnerships, clear onboarding, and structured client roles that make collaboration seamless.
Vin’s story is packed with real lessons, humor, and a candid look at the challenges of running an agency—including the shocking moment when he first learned about quarterly estimated taxes and how that nearly wiped out his savings!
Listen now to hear Vin’s journey, his agency-building wisdom, and why he believes relationships, not just great work, are the real foundation of agency success.
You can listen to this episode of An Agency Story on your favorite podcast app:
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Show Transcript
Welcome to An Agency Story podcast where we share real stories of marketing agency owners from around the world. From the excitement of starting up the first big sale, passion, doubt, fear, freedom, and the emotional rollercoaster of growth, hear it all on An Agency Story podcast. An Agency Story podcast is hosted by Russel Dubree, successful agency owner with an eight figure exit turned business coach. Enjoy the next agency story.
Russel:
Welcome to An Agency Story podcast. I’m your host Russel. In this episode, we’re joined by Ben Thomas, the visionary founder of Fixel based in Salem, Oregon. Vin shares his journey from aspiring magician to agency owner, carving on a niche in the cybersecurity space, focusing on digital design and development. Here, how Vin’s early career and mix them unqualified beginnings and pivotal mentorship set the stage for as agencies, intentional focus on relationships and creativity. Vin’s story’s a testament to a quality first approach and the importance of teaching clients, how to work with you. Enjoy the story. Welcome to the show today everyone, I have Vin Thomas with Fixel with us here today. Thank you so much for being on the show today Vin.
Vin:
Happy to be here. Russel. Appreciate it.
Russel:
I appreciate you as well. Let’s get right to it. Tell us what Fixel does and who do you do it for?
Vin:
Fixel, we are a digital design and development agency. We focus on creative strategy for, uh, growth focused B2B tech. We’re primarily working in the cybersecurity agency industry. We work with a lot of cyber cybersecurity, um, software companies. We really focus our work on startups and scale ups who are looking to launch strong. We help them through web design, uh, development, brand identity, um, and ongoing support. Our focus, um, really is on helping them establish a strong brand presence and then of course, support them as they scale.
Russel:
Beautiful. It sounds like you’ve gotten that locked down and have been doing that for a while. Want to definitely learn more about all things Fixel but before we get to that point, I also want to hear about young Vin. What did he want to be when he grew up? Was it president? Firefighter? You tell us and we’ll get to how you actually started the agency.
Vin:
I think if there was a single job that I would love to have had as a child, would have been probably working on the Candid Camera show. Number two, uh would be a magician. I love magic tricks. As a kid I would go down to the market and do magic tricks and have my top hat out for, for change. That was fun. I’ve always been, uh, creative, always been, um, excited about arts and music and, uh, design. It really probably is not a surprise that I ended up in a creative industry. Probably B2B tech would have been a bit of a surprise to young Vin, but yeah, something creative for sure.
Russel:
Young Vin’s like, why are you not performing in Vegas right now? Magic shows. You’ve let me down now. I think young Vin would be proud. Obviously you said very creative path and things like that that you went down, but you didn’t immediately go into the creative arts, if I recall correctly.
Vin:
I actually, um, as a young man does had, had a bunch of different, uh, jobs as I was trying to figure out what I wanted to do with my life. Pursued a couple, um, different directions that were enjoyable but didn’t quite feel right for me. It was in 2004 that, uh, I landed a job that I was totally unqualified for, uh, working for a local athletic club. They were looking for someone to help with design. I had been messing around with Photoshop and WordPress a little bit at the time. I applied and, uh, somehow got the job. That was, 2004 really cut my teeth, um, on design and development during those years that I worked there. I was really, um, you know, privileged to have a, uh, mentor who was my direct boss who, uh, A, was able to teach me a little bit, but also gave me a lot of creative freedom. If I needed to take a course or, um, spend a little extra time, um, you know, figuring something out, he really gave me that opportunity. I spent four years there. By the time I left, I felt like I had really good understanding of design principles, um, uh, design development. This is back in the Photoshop days and we were still designing websites in Photoshop. But it was a great experience for me. I feel like I, I learned a lot there. After that, um, is when I went full time freelance, and I kind of took the jump. I wanted to go do my own thing, and that was great, um, for a couple years. It was actually on a good trajectory. Nothing, you know, uh, too crazy happening at that time, but I got approached by an agency, um, in Portland, uh, which is a larger, very global PR agency. A couple of my friends were working there and they had recommended they reach out. I spent two years working there as a lead experienced designer at Wagner Edstrom, which is now, uh, we.com. That was a great time for me to go from, you know, more solo or small business to working at a larger agency, bigger clients. We were working with Microsoft, T-Mobile, HTC, uh, Bill and Melinda Gates Foundation. Larger organizations and really kind of seeing how, um, design worked at that level. That was a really, really great experience for me. It was from there that I started Fixel in 2011.
Russel:
What was that spark or that, what made you ultimately decide to say, you know what, I’ve got all this experience now, I’m going to go make the most of it?
Vin:
I think there’s a couple of things. One, I think I’ve always had that innate desire to lead and I had that vision to, to build something. But also, um, I think there was a bit of it that was maybe reactionary to that large agency ethos. A lot of bureaucracy, you know, projects that were extended over incredibly long periods of time. I felt my more natural tendencies to be nimble and resilient, move fast. I actually started Fixel on the side as I was still working at that agency and very quickly, I was able to see just how much more, um, invigorated and driven I was, um, by that part of the, the business rather than the agency work. That was, the cue for me to go all in and, uh, did that in 2011. We’re still, uh, still going strong and, and really enjoying it.
Russel:
I hope there’s some big agencies out there that listen to this because, you know, the, the number is growing quite high of people that said exactly what you said, the bureaucracy, the, you know, not feeling connected to the work, doing meaningful work there, that company even cared. It’s just bill, bill, bill, bill, all, all those sorts of things that I think come outta some of those big agencies. Hope they’re listening and hope maybe they can stick this as inspiration to change their ways. Glad to hear you’re, that was enough for you to be doing what you’re doing. All right, so you start an agency and like most folks I have to imagine, there’s just a lot of excitement, adrenaline, you know, this is new, this is autonomous, all, all these things that we hoped a business would be. What was the first point when you were ah, this isn’t as exciting as I dreamed or something along those lines?
Vin:
That was when I first figured out what quarterly estimated taxes are. I remember, you know, we were saving up to, to buy a new SUV, young kids at the time. I’d been working hard. Saving up and, um, the end of the year comes and we had enough money. We were going to go, you know, it was back in the, we were doing the Dave Ramsey plan, we’re going to go pay cash for a car. We had a good year and I’d been, um, setting aside money to, for taxes as well. But, um, I just didn’t know about quarterly estimated taxes. My accountant at the end of the year says, you know, man, it looks like you had a great year. I hope you’ve been saving. She gave me the bill and it was exactly what we had been, uh, you know, saved for, for this SUV.
Russel:
Ouch.
Vin:
We’re like, all right. We’ll, uh, push that off, uh, to a later date. Luckily, that didn’t put us in too bad of a spot, but, you know, it makes you realize there’s a lot more that falls on your shoulders as a business owner. Health insurance, retirement, uh, savings, taxes. There’s pros and cons. At a larger agency, you might feel like you’re a cog in a machine, but when you’re doing it yourself, there’s a lot of, uh, responsibility that falls on your shoulders.
Russel:
So true. That’s just such a kick when you’re sharing that story in that moment. But I mean, yeah, it could have been worse. You could have not been saving at all and still been hit with that bill, which would have been a double damn. There’s a few things. I’m just kind of curious about your evolution of an agency. Let’s start with team because I know you’ve, you’ve been very intentional about, you know, your growth and, and having a great team and things along those lines. Did it start that way or, or did you have to learn some hard lessons to, you know, end up with that kind of focus?
Vin:
When I started Fixel, it was actually not quite, I wouldn’t even really call it an agency. It was almost more like a creative collective, which I’m sure a lot of these agencies start that way. We were a bunch of freelancers, um, who were 1099ing. We were working together to take on bigger projects, more impactful projects. That worked for a while. But, uh, over the years, you know, we did decide to take a different direction with the business. We’ve grown to, a, a still intentionally small team. There’s nine of us on the team, uh, right now. Designers, developers, project manager, uh, an engineer. We’re a smaller team. We’ve tried to not grow for the sake of growth. We want to make sure that as we grow, we’re doing that in smart and scalable ways.
Russel:
Was that because you surrounded yourself with other creators and freelancers? I think of my own journey and I think of our first kind of approach and foray into hiring and building a team. It was a shit show, for lack of a better term. We didn’t know what the heck we were doing. We eventually did learn the lessons like, oh, you’ve got to do all these really smart things to find great people and then you’ve got to do good things to create an environment they thrive. Maybe you’re more intentional than we were in and surrounded yourself early on with great people so that was a standard or did you go through some of those trials?
Vin:
I’ll say I’ve been really fortunate to work with some amazing, creative, uh, talented people, um, from the very, very early days until now. That’s not to say that we haven’t, um, worked with a handful of people that didn’t work out. I am slow to hire, but once we do hire, uh, we’re really looking for A players. I’m probably faster to fire than I am to hire and that’s just because I really do want to protect, uh, the culture of the team. That’s not to say, you know, we don’t take steps, for professional development or anything like that, but I think there’s those signs that you know, we’re probably not working with an A player here. We like to move on sooner than later. But again, we’ve been really fortunate um to work with just an amazing, amazing group of people, uh, people who are committed to the team, committed to our clients, committed to the work and it’s, it’s a great culture that we have here.
Russel:
Awesome. Love to hear that. I’m glad it wasn’t as difficult as a road for you as it was for us. I want to really drive home that, that what you said there. I can’t count how many agencies that I talk to, especially, you know, when I think they’re in that kind of 10 plus range where there are one or two team members that are on their team that if they left on their own will tomorrow that they wouldn’t be too upset about. But that really is a wake up call that, um, you need to take control of that situation. And I get it, the feelings of, you know, what that, you know, taking away someone’s job. That is not a light thing to do. But other folks I’ve talked to, and I don’t know if this is your own experience. I’ve also seen people take that as a wake up call and go be very successful. In some ways you might be hurting them more than helping them by keeping them in a place where they’re not being successful. It’s always a great lesson to hear. It sounds like that’s, uh, been a similar approach in your business. Switch gears for a second too. I think this is a natural thing that happens with an agency is what you’re doing for a service and who you’re doing it for evolves over time. Talk to us a little bit just about what that journey has been for you.
Vin:
When we started out, like most, uh, creatives, uh, you know, we, we were working for anyone who would pay. We were doing, uh, design development, uh, print. We were doing, um, pitch decks, um, business cards, really anything that, uh, anyone would pay us to do, and this would be from a variety of, of industries. Real estate, nonprofit, education. There’s a mixture of luck and intentionality when it comes to building a business, but we, we got lucky by working with a, uh, a handful of tech startups early on, um, in, in the business. That snowball started to roll. In particular, we worked with, um, a, uh, a great cybersecurity company called Distill Networks, which ended up being acquired. We helped them with brand design with, uh, many iterations of their web design over a few years as they grew rapidly. They were acquired. We had made such an impression on the team that, as this entire team was acquired and then kind of scattered to these other cyber security industries, um, they brought us with them. We like to say that we’re a reputation driven agency and, you know, we don’t do paid advertising. We don’t even do a great job at SEO. I do my best on LinkedIn, but, um, I’m, I’m sure as we’ve been connected there for a little while. I’m not, not, uh, as consistent as some, some are there, but we really were fortunate enough to make some great connections in B2B tech, but even more specifically in the cyber security industry. We’ve really focused our efforts there. We have a strong track record, um, working in that cyber security space. Years now of experience in dozens and dozens of cyber security sites. I like to, to pride myself on the fact that most of our, um, work is coming by a either past client or it’s coming from a warm referral from an existing client or someone who’s worked with us along the way?
Russel:
That’s awesome. Somewhat natural path. I always just love to hear that story because it, you know, some folks are still kind of in that stage where they’re maybe doing more than they should for more people than they should be doing it for. But, um, to hear that on the other side of that, which I don’t know if back in your case, it can be a scary leap to just say, you know, more in the lines of not to say you don’t have to, but this is who we work with and this is who we don’t. Was that a tough leap for you or did it just come more naturally?
Vin:
I would say that it was scary. It definitely was scary. I’ve led a mastermind group for the last nine years. There’s, uh, eight of us in this group. We’re all in similar businesses and, and one of our members, um, would always rant about the importance of picking a niche. She works in, in SEO, watching her success in a very specific niche. We decided about five years ago to, to kind of follow suit. We doubled down on the B2B tech uh, um, space. Even over the last few years, um, we’ve leaned even more heavily into the cyber security space. It is scary, right? You don’t want to, um, isolate yourself from, from other opportunities. But if anything, it, you know, it’s helped us develop our playbooks, become even more valuable and become a more obvious choice for a very specific type of customer. It’s been great for us.
Russel:
We could just mic drop the interview right now and, and be done because I love how you kind of just said that, uh, you know, in the end I think that really encapsulates the, the essence of why it’s valuable and important. Thank you for sharing that in such an eloquent way. Listen to Vin, folks. He’s been there and done that. Another aspect, again, that I think stood out in terms of your business and I think we’re in just, the fact is we’re in a very relationship driven business. And I know that’s important to what you’ve done. Why is that important to you specifically, and why is that relevant in your own journey? How have you really weaved that into your business, which I have to imagine it goes beyond just you?
Vin:
As I mentioned, you know, we’re, we’re a reputation driven agency. I think that that comes in large part due to the work that we do and the end result, but it’s also a lot to do with who we are as a team. As a team, we value connection. One of our core values as a team is better together and making sure that we’re taking care of each other as a team. I think that that makes us better, makes our work better, and it makes us more and more valuable to our clients. A typical client of ours will come to us, their early stage, maybe seed round Series A. We’ll work with them on a brand refinement, full website, redesign, full rebuild. But oftentimes most of our clients work with us ongoing for many years as they scale. We end up forming really close relationships with the people that we’ve worked with. It makes that makes coming to work each day a lot easier, but also more successful. A lot of the testimonials that we receive from our clients, um, again, are not necessarily speaking to the quality of work, although I am really, really proud of the work that we do, but it’s talking about the quality of the team and the relationship. We really place a lot of effort there. I’ve been reading a book, um, recently that was recommended to me by one of our lead developers, um, called Unreasonable Hospitality. It’s actually written about the restaurant industry, but so many of these principles I’m going, wow, like this is, this is how we run the agency and this is how I want to even get better at providing just that outstanding level of support for our clients. Relationships are everything. That’s how I built the business, how I’ve grown the business. That’s how I intend on growing the business.
Russel:
Again, mic drop, um, I think in terms of a statement about an agency business. It sounds like you’re really invested in their success or especially, you know, getting a startup, right? The more successful they are, and if you’re tied to that and you have strong relationship, it makes sense that they’re going to be around for a good long time. Love to hear how that worked out for you. It almost begs the notion and this is not to say this needs to be the goal of the business, but we had a similar approach of, hey, let’s create a great experience. In fact, at the end of the day, if we create a great experience and we maybe screw up on the website, they’re still going to be with us. They’re still going to, they’re going to give us that grace and, and we have, we’re going to get an opportunity to do better and make it up. Versus the other way, if it’s a crappy experience, there isn’t that relationship and we’d build the most amazing website. They’re probably going to leave, and, and not stay with us. If there’s more nuggets of insight and wisdom from Vin on that front, I’m all ears.
Vin:
I totally agree with you. If at the end of the day, it’s, it’s, you’re just, um, again, a factory of producing, you know, assets that has a certain value. But when you really try to put yourself, you know, we like to call ourselves like your outsourced in-house design team, right? We like to work with our clients. We have weekly meetings with, with our clients. Currently, we have 26, uh, retainer clients that we’re working with ongoing basis. Many of them have been with us for several years, um, and so you get to know these people. You talk about the trip to Disneyland you just took. You talk about the exciting, uh, conference that you’re attending. The trade show, the, the new, new series, uh, the new product launch. You really get to invest in these people as individuals, not just as a means to an end.
Russel:
Talk about too, I’m curious just to your inner approach, depending on the size of the company and who you’re dealing with, that it’s more than just a relationship, right? A lot of times we get kind of a point person or something like that. That could be a person at different levels depending on the size of the company, but how do you weave that in, in, in terms of when there’s multiple relationships that are important into the agency?
Vin:
Like you mentioned, we usually do try to identify a point person. We use, uh, if you’re familiar with the DACI model, uh, driver, approver, contributor, and informed. We like to assign a driver for every project that we work on. That’s most often going to be a CMO. Typically, we’re working with a CMO or marketing director, um, depending on the size of the company. Sometimes that’s the CEO, uh, if, they’re in that really, really early phase. But most often it’s going to be a CMO. We, uh, focus on building that relationship, but we also have clients who, you know, our primary contact is going to be the CMO, and they have a whole team of implementers and creative strategists below them. We partner, uh, with, with their team. For the most part, I would say we, we try to be pretty strategic about limiting the amount of cooks in the kitchen. When we’re working on a project, um, and at least if, if we are assigning that driver at the beginning of the project, it’s not that they need to be the only person with input, but they’re usually the person consolidating feedback and coming back with that one unified, um, direction. For example, if we were to present a new, um, brand concept, um, it’s easy to, you know, bring four or five people on a call and you get, you know, differing perspectives, differing I hate to say it, but just personal opinions and preferences. When I think about creative work and creative design, it’s oftentimes the result of a singular vision. Of course we want to take in those perspectives, due diligence and discovery. But oftentimes, you know, having that consolidated feedback makes the process a lot, a lot easier to work with.
Russel:
I love, you know, kind of just thinking, not just, not taking roles for what they are at face value in terms of title or something like that, but really assigning the roles within the project and how that’s important with the client as well. I’m just curious, as you were sharing that, how, how transparent are you with them just about, you know, educating them, whether, whether you’re telling them that you’re using the DACI model or not, but just educating them on, on who’s doing what and, in terms of them as well?
Vin:
Before, I would say we were not very Intentional about it. We used to really kind of wing our calls, you know, casual friendly zoom calls. I think that really played well to our, you know, relationship, uh, focused agency, but over the last three years, we have tried to make an effort to get really good at onboarding. Part of what that looks like is having a clear, uh, project onboarding process where we set clear expectations up front. During this time, we’re going to be reviewing project scope. We’re going to be doing team intros for, uh, anyone who’s going to be working on the project from our side. Identifying key stakeholders. We do actually identify the DACI model and say, who is your driver? Who are the approvers who needs to be informed and who is going to be contributing? We talk about how to submit feedback. We talk about critical dates and timelines. We go through all of this during the, the kickoff call because A, it saves time, uh, it builds trust, um, and really sets us, um, as, as the, the leader of, of this creative project that we’re working on and, and sets it on the right course. It’s been really, really great for us to, to refine our onboarding process.
Russel:
We have to train our clients how to be successful and it starts at the get go. Always love to hear that in action. All right. I got one more thing. I’m very curious, you know, in how you’ve done this in your business. One of the things that came across in, in kind of our pre-conversation was that you really acknowledging who you are in your zone of genius and greatness, if you will, and being a visionary and obviously very creative, and know that there is, there’s a counterpoint to that, that you need to offset some of that. Just talk to us a little bit about that process and how you’ve been able to do that in your business.
Vin:
I think we all have some innate qualities, character traits, uh, things that, um, we have a natural proclivity to be good at. I think for me, that’s going to be as a visionary, as a driver, um, as, uh, as an influencer. And I don’t say that in like the social media influencer type of way, but really, you know, influencing the direction that we take as a team. Whereas, probably my strongest skill set is not going to be, you know, sitting in a spreadsheet all day. We’ve really tried to, uh, be intentional about building the team, uh, with that in mind. Over the last several years, I’ve brought on a project manager who’s been absolutely incredible. He is, uh, a data analyst. He’s very excited about sitting in spreadsheets all day, and that’s helped, um, really, um, fill a gap for me so I can focus on the things that I’m particularly good at and that I bring some unique value to the team. Our designers can focus on what they focus on. Our developers can focus on what they’re best at. As I mentioned, one of our core values, that better together, is really kind of rounding off those, um, those edges where, where, um, maybe we need that extra support.
Russel:
It just really speaks to the power of diversity and skill, diversity and all kinds of fronts that I think really do matter in an agency space. We have to round out those hard edges that we all have in one way or another and embrace each other. I wish I could go back and that’d be one of the top five things I know I’d tell young Russel the agency owner is, is embrace more of that aspect. Wonderful conversation so far. You’ve broached on this maybe a little bit, but just tell us a little bit about what’s the future look like for Fixel and where are you headed with this thing?
Vin:
That’s an interesting question. One, we just on boarded a new lead developers. Really excited about that. We are working on developing some internal tools as an agency. Tools and frameworks to help us be more effective in providing value to our clients. We work in a couple systems primarily. One is WordPress, which most people will be familiar with. The other is Statamic, which is another CMS platforms built on Laravel that we really love and been leaning more and more heavily into that over the last couple of years. Building some tools and frameworks around that to, again, make us more efficient, valuable for our clients. Then really just kind of getting better at the things that we already do, refining those processes. That’s been a key part of our growth over the last couple of years and I think it’s going to be, um, even key, rather than introducing maybe new services or new, uh, you know, expanding our, our offerings. Just getting, um, even better and better and refining those skills that we already, um, are doing well.
Russel:
I was just going to sum that up as get better, be better. All right. I’m sure there’s a million more paths that we could go down, but we do have to end this someday. One last big question for you, Vin, are entrepreneurs born or are they made?
Vin:
I heard you ask that to someone else on, uh, the, the podcast. I would say, um, for myself, as I mentioned earlier, there’s some early signs. Doing magic down at the market or shoveling, uh, snow from the sidewalks of my neighbors, uh, for a few bucks. But, uh, there, there are some character traits that I think an entrepreneur is going to have that could be, uh, drive, vision, um, resilience is a huge one. For me, creativity, I think, was important. But also, uh, I had a few early relationships, whether those are friendships or, or mentors, um, that helped really nurture and develop those qualities in me. My mom, uh, was a, was a business leader. She started as a receptionist, retired as a VP, uh, of a, uh, insurance agency, um, that, uh, grew quite a lot during the time that I was, uh, growing up. She continues to be a great source of wisdom and inspiration for me. There were some innate qualities, but definitely that were nurtured along the way. I would say entrepreneurs are born, uh, with those innate qualities, but ultimately are going to be made through experience.
Russel:
Always my favorite answer. Not to say there’s right or wrong in any way, but I think that one encapsulates the, the idea and the concept of the most. Thank you for sharing that. And when in doubt, it’s always great to have mom to lean on. Especially when she’s got some business experience. If people want to know more about Fixel, where can they go?
Vin:
You could visit our website. We are Fixel.com. You can, uh, find Fixel on LinkedIn or, or myself. I probably post, uh, personally more than we do, um, on our, our Fixel site. I share about business, design, uh, leadership. Of course, I, I share about our work at Fixel. Would love to connect on LinkedIn as well.
Russel:
Perfect. There you have it, folks. Go listen to all of Vin’s wonderful thoughts in addition to what he shared today. But speaking of which, thank you for taking the time. Love so many nuggets you shared just the power of relationships and how to get those into your business and the assigning roles and accountability and all those important pieces. Thank you again so much for sharing that with everyone today.
Vin:
Thank you, Russel. Appreciate it.
We hope you’ve enjoyed this episode of An Agency Story podcast where we share real stories of marketing agency owners from around the world. Are you interested in being a guest on the show? Send an email to podcast@performancefaction.com. An Agency Story is brought to you by Performance Faction. Performance Faction offers services to help agency owners grow their business to 5 million dollars and more in revenue. To learn more, visit performancefaction.com.
Vin:
As I mentioned, we’re a remote team. Half of our team is here in the United States. Half of our team is overseas. It was, uh, the first year that we had hired a overseas developer and he’s fantastic. He’s still working with us now. Daylight savings had happened. We were, uh, on our weekly team sync call and we were preparing for it as a leadership team an hour ahead of time. All of a sudden he pops on the call and we say, oh, uh, the call’s not, not for another hour. He goes, no, it’s now. We said, no, no, no, it’s, it’s not for another hour. He goes, no, no, it’s, it’s, it’s this time. Oh, I said, you know what it is, is, is we have this thing called daylight savings time. Where we actually shift the, the, the time by an hour. He was like, oh, whatever. We said, no, no, no, I swear. We shift the whole clocks just an hour. He goes, yeah, yeah. Galen, who’s our, our, uh, development director says, you know, Galen mentioned to me that you’re quite the prankster. I was like, I, I swear, I’m not pranking you right now. We had to convince him that, you know, we actually do this thing and like send him articles of, of like, hey, we actually observed this thing in the United States where we, we shift the, the clocks back an hour or so. That was a pretty funny moment. We all had a laugh.
Russel:
If there’s not a better use case out there, just to say the craziness of daylight savings time, that’s, that you literally could not convince, that someone was thinking you’re pranking them or it’s a conspiracy theory or something along those lines. This concept that we just shift our clocks randomly. It’s time to go. All right, here we go. You heard it here on An Agency Story podcast. Let’s get rid of it.
Vin:
Seriously.
