When is it smart to expand and grow your company vs keeping it small and lean? ---Transcript--- Hey, everyone. This is Russell, again, and welcome to “Marketing in Your Car”. All right, guys and gals, and everybody else who’s listening in, I’m heading to the office today, and this is what’s been on my mind, because we’re about to do a really, really cool thing. As you guys know, I’ve been talking and bragging and being super-excited about Click Funnels. Last weekend, as you know, we did our Mastermind, and we did our live event. Some of my buddies were at the event, Garrett and Scott – they run a couple of sites. They run TrustGuard.com, ShopperApproved.com, KartRocket.com, and they’ve been really, really successful in the software space. In fact, I can’t tell their numbers, but last month they did insanely well for themselves. What was cool is while they were sharing their pricing model and how they upgrade people and stuff like that, it opened a huge light bulb in my head, because the way our old pricing was structured, we really had some virtual limits on what we could do and how much money we could make. Anyway, that’s where things were at, and after they showed us their pricing model, it opened up the door to a whole new world, and I’m really, really excited. And then they showed us where they had this mini call center that ascends people who get a free trial, and sends them in to a yearly contract which goes from $0 up to, for a year, $3,000 or $4,000 for that contract. I really think that that’s the route that we need to go with our company. We completely changed our pricing structure because of it, and with that, we started looking at, “Hey, if we’re going to do this model – what they’re doing, we’ve got to have our own mini call center that’s [? 49:24] ascending trial people, and doing demos, and upgrading them, and this whole thing,” If we’re going to do that, and we’re going to do it right, we’ve got to build a team to be able to do that [laughs]. We’re about a month away from rolling out Click Funnels, and we want to have people in place so that when customers are coming in, we’ve got to obviously have a support team, which is going to be big, but also a team to upgrade and to do demos and everything else. We were mapping it out yesterday. To do that, we’re going to need a small team of people, initially, of, who knows? Four or five people, maybe, which now brings me to my own personal fears. I don’t know about you guys, but I’ve got fears in business. Earlier in my career, I went and got excited, and we ended up building a company with over a hundred employees, and it was scary, but it was exciting. But it went down, and so now I’m in a spot where we’ve got something that I think is going to grow, and it’s going to grow really, really rapidly, and we want to make sure that the infrastructure and everything’s in place. So what do you do? Do you not build those things out, and try to keep it small and lean, and support suffers a little bit? Or do you put the extra costs in and try to go big? There’re so many variables, and so the question on my mind today is to grow, or not to grow? What do you do? I’m just kind of walking you guys through my mindset, because part of me wants to have this whole infrastructure in place from Day One so that we can scale, and part of me is nervous about that, and I’m sure that a lot of you guys are kind of in that same spot. A lot of people are always asking me, “Russell, we’re building our company. Who should we be hiring first? When should we be hiring people?”, and all of that kind of thing. Some of the best advice I got was from the book, “REWORK”. He talks about in there that you only hire when it hurts, and so anyway, I have these three or four different internal dialogs happening inside my mind, and I’m not sure of the answer yet, so I’m excited to say I’m going to meet with the team and be going over that, and figure it out. Obviously if we do decide to take this span, we’re go