The Pomp Podcast - #1037 Mike Shebat On Building The Future Of Work

Episode Date: July 8, 2022

Mike Shebat is the Co-Founder & CEO of Traba. In this conversation, we discuss Traba's mission to change the future of work, how they connect workers with open shifts, the work ethic of the employees at Traba, and why they are focused on in-office work instead of remote. ======================= BCB Group is the leading payment services partner for the digital assets industry. BCB Group provides payment services in 30+ currencies, FX, cryptocurrency liquidity, digital asset custody and BLINC, which is BCB’s free, instant settlements network for the BCB client ecosystem. Find out more by visiting bcbgroup.com/pomp ======================= Exodus is leading the world out of the traditional financial system by building beautiful and user-friendly blockchain products. With its focus on design and user experience, Exodus has become one of the most popular and loved cryptocurrency apps. It’s supported on both desktop and mobile, allowing you to sync your wallet across multiple devices so you can have access to your funds anywhere. You can instantly exchange around 100 different cryptocurrencies straight from your wallet. Interactive charts let you view an asset’s price history and your portfolio’s performance over time. And maybe the best part, Exodus is integrated with the Trezor hardware wallet - making advanced security easy for everyone.  Visit exodus.com/pomp for your free download or search Exodus on the App Store or Playstore. =======================  The Pod Pro Cover by Eight Sleep is the most advanced solution on the market for thermoregulation. It pairs dynamic cooling and heating with biometric tracking. Go to https://www.eightsleep.com/Pomp to redeem exclusive Fourth of July savings and start sleeping cool this summer through July 10th. Eight Sleep currently ships within the USA, Canada, the UK, select countries in the EU, and Australia. =======================

What's up, everyone? This is Anthony Pompliano. Most of you know me as Pomp. You're listening to the Pomp Podcast, simply the best podcast out there. Now, let's kick this thing off. Mike Shabbat is the CEO and co-founder of Trava. It's the future of work. In this conversation, Mike and I talk about how he and his team have an Olympian's work ethic, how they actually run the business on a day-to-day basis, why they work so hard, why they are focused on in-office over remote, and where he sees the impact from taking what appears to be a contrarian view to work in the current age. I really enjoyed this conversation with Mike, and I'm a big believer in him and his company, so much so that I even invested. I hope that you enjoy this

conversation as well. Before we get into this episode, though, I first want to talk about our sponsors. This episode is brought to you by BCB Group. With a dedicated focus on institutional payment services, BCB Group provides business banking, cryptocurrency, and foreign exchange market liquidity for many of the world's largest crypto-engaged financial institutions. BCB business accounts allow businesses to load fiat currency and cryptocurrencies for payments, operations, and trading purposes. BCB's clients can trade FX and cryptocurrencies quickly and at scale with market-leading value. BCB's Blink Network is the European crypto industry's first instant settlements network and one of the first real-time payment networks of its kind to allow

free real-time transactions across fiat and digital currencies. BCB's vision is to empower the global financial revolution through sustainable and innovative banking. You can find out more by visiting bcbgroup.com slash pomp today. Again, if you want to learn more, go to bcbgroup.com slash pomp today. Today's episode is brought to you by Exodus, the world's leading desktop, mobile, and hardware crypto wallet. They offer beautiful user-friendly blockchain products that sync across all of your devices, making it easier to send, receive, and exchange over 150 or more crypto assets in one place and with world-class customer service available to you 24 7 exodus always has your back but the fun doesn't stop with staking and trading they recently launched

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It pairs dynamic cooling and heating with biometric tracking. You can go to 8sleep.com to check out the Pod Pro cover, and you save $150 at checkout. They currently ship within the United States, Canada, and the UK. Now, I told you, it changed my life. It helps me sleep deeper, helps me sleep longer. I feel much more refreshed, and I have better energy. You want to know how I have relentless energy every single day? It's because I sleep on an 8sleep.

Seriously, go check it out, 8sleep.com slash Pomp today. Anthony Pompliano runs Pomp Investments. All views of him and the guests on his podcast are solely their opinions and do not reflect the opinions of Pomp Investments. You should not treat any opinion expressed by Pomp or his guests as a specific inducement to make a particular investment or follow a particular strategy, but only as an expression of his personal opinion. This podcast is for informational purposes only. All right, guys, bang, bang. I've got Mike here with me. I'm very excited about this. I think that you're building an incredible company, but the way you're doing it is super interesting. So explain to everyone what Trava is before

we get kind of more into how you actually run the business. You say it's the future of work, right? Which is this big, bold claim. How exactly are you doing it? Yeah, so we're a labor marketplace and we specialize in connecting workers with open shifts at distribution centers and event venues. And these categories specifically we chose because both of them have variable needs for labor. So I actually used to work in a distribution center. We sold engineering parts. I was part of a management rotation program there.

I initially went into finance and then got that job, and I just wanted to learn how to manage people. And one of our main clients was SpaceX. So if you think about it, SpaceX is like, okay, we're going to build a rocket. We need to buy a bunch of product from this supplier. So then what happens with the supplier is you have your full-time workforce.

you have all this new product that you're about to ship. So the warehouse gets crazy busy for about two to three months until the purchase order's over. So what they do is they, what I did is I would go over to my computer and I would email all these staffing offices. So there's a $520 billion industry called the staffing market. It's 2% of America's workforce. And that is like temp labor.

But the experience is totally broken. So I would have to wait weeks in advance until people were able to show up. If I were to order, say, I'm like, okay, I'm going to ask for 100 people, less than half would show up, and this is consistent across the staffing industry. And then once they arrived, I couldn't give any credit to the good people or say, oh, I actually don't want to work with this worker again. They didn't really do that well of a job. So there's so much opportunity to revolutionize this through tech,

and we're leaning into that. So when you think about the distribution centers and the event venues, essentially you have a software platform where an individual can go on and say, hey, I want to drive for Uber today, I want to do food delivery, or I want to go work with Trava. And you're really competing for kind of this gig worker in the beginning, at least. And what they're able to do, from my understanding, is go to either the distribution center or to the event venue. But you all do a lot of work to make sure that it's not just some random person off the street, it meets some quality bar, it has some skill set in terms of the service you're

able to deliver. Talk a little bit about, again, being upfront with the folks who are on the platform and making sure that they meet that quality bar like how do you filter who is good for the platform versus maybe hey this person isn't going to actually uh make us look good to our customers yeah so we actually have uh we have a very high bar for quality so just like how traba hires the top 0.001 percent of engineers operators designers same with we we want to provide that to our business customers and there are a lot of workers out there that want to work they're working hard. We specialize in light industrial. So example shifts are setting up a stage for a large concert, putting boxes onto trucks, things that anyone can do. They just have to show up on

time and have a good work ethic. So because of that, we do hold the workers to a high standard. There's background checks. We get to know the workers. There's an onboarding process through our app. And then with good behavior, businesses will favor the best workers. And then those workers get first dibs on next shifts on future shifts um and and what's interesting is actually it's a lot bigger of a pie than just the gig worker marketplace so we provide transparency upfront pricing like they know exactly how much they're going to get our minimum wage on the platform is 13 an hour which is well beyond a lot of like most states minimum wage um and business customers are happy to pay it because of the of the uh the best workers and being able to get them

flexibly so you started in miami you're now starting to go kind of city by city which for most people they'd be like why do you do that uh you have a specific experience uh in your background of having worked at uber uh and kind of seeing how that business went city by city and launched talk a little bit about uh kind of the strategy of starting in one city really focusing and kind of perfecting the model and then choosing to go ahead and start scaling it city by city yeah so uh thanks for mentioning that i joined uber right when uber eats was first launching got the opportunity to build out certain operational processes it was very much hustle at that moment we were delivering ipads to restaurants calling restaurants to tell them

that they had an order on their ipad if they weren't weren't getting it um setting up their menus on the back end just very manual stuff but then with the growth of the business it unlocked an awesome opportunity for me to essentially get this like entrepreneurship mba like global mba where uber was like okay we're going to launch mexico city we're going to launch sao paulo we're going to go south korea like there's not that many people here but you've been here you've been doing it so you get this awesome opportunity to expand the product um and we're we have that opportunity now at traba so we've built something that the customers love we're growing extremely fast in miami so we're going to be having like a lot of more presence across the country and globally and

anyone that wants to work at traba can essentially get that opportunity if they join and are in the right place how do you pick what city to go to next is there like a process that you go through that you're like, okay, this is the framework for evaluation? Yeah, so a couple things. One, it's interesting because workers that aren't in Miami and aren't in Florida are actually downloading our app,

wanting to sign up to work at Trava. So that's one contributor. We're like, okay, wow, in Texas we have a lot of workers that are already on the platform. There's not even any shifts yet. And then another is our business customers. So we've actually had most of our, there's a proportion of our business customers in Miami

that are like, hey, as soon as you open up in Houston, we want to use Trava. Trava's been able to service us really well here. So one is being pulled by our customers, and the other is just broader market. So in terms of the light industrial landscape, it's a $40 billion staffing industry. Florida is a $2 billion industry.

Texas is $6.4 billion. So we do want to go after large markets and really dominate there. So we talked a little bit about making sure that you have the highest quality users on the platform, which is part of the service that you offer to your customer. You've also mentioned hiring kind of the top 0.001% of various skill sets for the employees of the business.

How does running a business with kind of A-plus players differ from maybe running a company that has, you know, A-minus or B-plus or even C-grade players? Like what changes or how is it different from you as a CEO actually running the business? Yeah, so it's something that you notice when it happens, but like when you're growing and you're like, oh, I just need to hire somebody,

you're overlooking the opportunity cost there. So someone is taking responsibility amongst themselves. And if they're an A-plus top 1%, one of the smartest people, they're just going to be optimizing and innovating in ways that the other person would have not done. So there actually is tangible example of that. So actually yesterday we had our all hands

and somebody on my team was presenting this really cool product that they built that essentially slots in workers based on prioritization. So initially we only started the company 11 months ago, so we were doing a lot of things that don't scale. We would call our customers, we would manually go into Google Sheets and say, okay, these workers should go to these shifts. And he built this entire backend that essentially just automates

requests based on certain behaviors that they've had initially. And if we had just been like, oh, you know what, we're just going to have someone that has call center experience to own this project, we've seen firsthand how that makes a difference. And then secondarily to that, people will pull in their friends. So if you hire A-plus players, Vinod Khosla has said the team you build is the company you build, and I've seen it firsthand.

As you get bigger and bigger as a CEO, you're having to delegate almost a lot more than being in the trenches looking at everything. And knowing that an A-plus player is thinking through it is really awesome. When you run the all-hands, talk to other founders about what do you do at your all-hands meetings that you're like, this is really, really helpful

and helps our business move forward. Yeah, so the purpose of an all-hands is to make sure that everyone at the company is aligned as to where the ship is heading. We've been very intentional with our priorities right now, our growth, healthy unit economics, and a 10x customer experience. Everyone at the company is aligned on those priorities

and working towards them. In all hands, what we'll do is, initially when we first started the company, we were all just in a conference room. Every morning we had in all hands and we would just talk about what we're doing. Now it's more intentional, so people will write in projects that they're working on

that they think that the rest of the company would benefit from learning about. And then people will upvote different projects that we want to be shared. And then we do look at our KPIs. We're very rigorous at looking at our metrics every week because if you're not paying attention to them, they're just not going to get better.

So we set very ambitious targets and we just try to keep that momentum and velocity and nothing's off the table. It's like, we're going to get there and it's going to be, actually this has happened multiple times where we're like, we need to ship this business product by November 1st.

It was last year we were like, and the engineers were like, oh my gosh, it's like insane timeframe. but then we're like, we can do it. Let's just think of ways we can prioritize this and get it right. We hustled and we made it happen and our investors saw it.

All these little data points convinced our investors that Trava, when they say they're going to do something, they're going to win and they're going to do it well. Yeah, when you think of these really ambitious goals and you're so obsessive about the metrics themselves, talk me through how often do you guys review the metrics and then how do you communicate those metrics or progress towards these goals with the rest of the team?

Is this like a weekly email that goes out? Do you have weekly meetings? What is the operational tempo around metrics and goals inside the company? Yeah, great question. Basically, as you scale, every sub-team needs to have metrics, like sub-KPIs that lead up to the main KPIs of the company.

We mentioned growth, so gross bookings, so how much revenue is coming into the business is an important metric that we track just as a company. But there's a lot of inputs that go into that. How many new businesses join the platform? How many shifts per business are happening? you can essentially just break it down into a formula that every sub-team can get really focused on.

So on the workers, for example, how many perfect shifts? We do track fill rate. So what I mentioned in the staffing industry, they can only fill half of what you ask for, less than half. Trava fills 100%. So that 100% fill rate is like a 10x customer experience. It's like, oh my gosh, I asked for 15, I actually over-asked because I was expecting you only to deliver 10.

Now I have 15 people here. so that's kind of what we do so in the all hands we go over the overarching KPIs or we also zoom in on any KPIs that need fixing and then every sub team is tracking a KPI so they can really innovate and just be like look as long as my number's moving up I can use my imagination on this

you talked about in the beginning of the business you guys were all in the same conference room you also are somewhat unique in that there's no remote work there's no hey maybe you want to go take the afternoon off and go hang out by the pool or anything like that. It's in person, in an office, for a very long period of time every single day. Why do you emphasize so much the in-person versus remote work?

Yeah, so we hire for people that we really believe that they're going to be on the New York Stock Exchange, like ringing the bell with us. Everyone that joins now, we have a growth mindset, which is one of our values. Everyone that joins now has the opportunity to grow into a leadership, like a very high up leadership position at the company.

if someone is doing well at their job no one's ever going to say you know what you can't take that on there's many examples of a lot of startups that have done this and then they become like there's this woman at uber named austin austin guy she joined as an intern and then she led the autonomous vehicle project and she was at the new york stock exchange like ringing the bell there's lots of examples of people that join early are with the team in person get to know the culture of the company uh so with that growth mindset one thing i wanted to mention is there's like this component to having a company that's a little bit more than just a transactional, I'm doing my project. It's like this camaraderie and really stark belief in the mission of the

company, in the trajectory of the company. And you really only get that in person. And remote companies know this, which is why they do offsites. If they really believed that you could build an awesome company with a lot of loyalty, a lot of the employees really understanding each other and liking each other, they would not do offsites if they knew that it could be all done on a remote. And then the second is communication. So you're really slowing down your company if you're like, okay, let's hop on this Zoom call. And then you're like, okay, 30 minutes is the Zoom call, so here we are talking. At Trava, we're all sitting next to each other. So I'm the CEO, I sit next to, I have the CTO, there's all the engineers, all the operators, everyone's in the

same room. So they'll just kind of pick up just by osmosis what's going on, which actually allows them to innovate better. Because maybe it wouldn't have been worth either of our time to hop on a 30 minute zoom meeting but when i get back from an investor meeting i'm like guys this is what i learned this is how it went this is how we're thinking about things what do you guys think and all these conversations just happen sporadically so i feel like or i've seen with my own eyes just like the intangibles of working together in person it's just been really good you mentioned growth mindset what are the other values that you guys really kind of instill as hey this is what we stand for yeah so the first is dream big it goes back to what i mentioned about being intentional

we don't shy away from saying that look we're going to do this we're going to do it right we're going to aim to be a trillion dollar business like our investors they only invest in the best companies in the world they've seen with their own eyes the the facts of what we what we've been able to deliver they see the market size uh so if we're so dream big is the first uh trillion dollar business not off the table and then olympians work ethic it takes some hustle to do that growth growth mindset so i've never been a ceo of a 22 person company it's growing and growing so i need to have a growth mindset to be reflective of how can i get better i want everyone on the team to also feel that way because their career is also going to skyrocket. And then the last one

is customer obsession. So we're building for a customer that has been overlooked. A lot of people in Silicon Valley haven't met the working class of our country. So these people get up early, they get on the bus, they go to the warehouse, they work their butts off all day. They actually ask us to do a second job. They're hustlers, so we're hustling for them. We're really obsessed about making their lives better. Talk to me about the investors that you work with on a day-to-day basis. You've got some of the best investors in the world that have invested in the business, and you said previously to me that it's kind of like getting

this entrepreneurship MBA, because you're getting to learn directly from them. What is that experience like? Yeah, it's been an absolute, like, it's just been an amazing experience. So our investors are Founders Fund, Keith Raboy, who's here with us in Miami. He throws workout classes for the team.

He introduced us to Brian Chesky. Brian Chesky was like, look, this guy is really the best in the world, because at that time I was about to raise our Series A, and He gave really good advice. He's always checking in. He's coming by the office, asking people what they're working on, giving people his opinion.

The other investor is Catherine Boyle, who invested from General Catalyst. She's now at Andreessen Horowitz. She's also here in Miami. Being in person has also, us being one of the few tech companies that are fully in person all in Miami, has really opened up a lot more access than if we were remote or if we were just in San Francisco where we're a dime a dozen. It's just been a really cool game changer.

Yeah. And when you think about, you know, these investors, how much of it is in a conversation like, hey, let me tell you exactly what I think you should do. And it's prescriptive versus it's, let me introduce you to four or five people who have been in the same situation and go learn almost through osmosis or learn from kind of the history of what they've gone through. Like, how do you interact with them in terms of actually getting advice? And then which do you find more valuable? We actually get both. So for the second point, one thing we're trying to tackle right now is how do we really build our business side of the marketplace with extreme scale? Because now that we've actually got quite a variety of customers, we're trying to build out more of a sales team. So if you're an A-plus sales person, definitely apply to Trava. There's lots of opportunity to get in early.

But Keith was like, look, I'm going to introduce you to one of the first people at FAIR, first people at DoorDash. and I got to learn as, okay, DoorDash, just like Trava and just like Uber Eats, at the early days you were calling into restaurants trying to hack things together and then they also were like, okay, how do we change this from founder-led sales to now more of a structured sales process? So our investors will connect us to other people

but then they're also very much in the trenches with us and it's just more conversational. So if it's something that's just like, hey, I just want to get your thoughts on this, This is how we're thinking about it. We've gotten a lot of great advice. One of the things that you mentioned is Keith throws workout parties. I've seen the team multiple times.

You guys go to Barry's and have this kind of fitness culture. Where does that come from? Is that something that just is you and you're interested in fitness and the rest of the team kind of jumps in as well? Or is there something intentional there from a company building standpoint?

It's actually interesting. It wasn't actually that intentional. It was more of, but I do think it comes from the Olympians work ethic. So a lot of athletes, they have to put in the work. like the results speak for themselves they know that practice makes perfect so us being intentional about that value just brought a lot of athletes we have some like duke tennis tennis players on the team we've gotten an nfl player that wanted to to work at traba he actually went to uva with me

um and then uh keith is very interested and since keith is very much involved in our process and our our company he'll he'll throw berries classes and we'll just all work out together and then secondarily to that we're all trying to have a healthy mind healthy body like it all kind of compounds we're not sitting there like hunched over at our desks just working on things and not like thinking being intentional about it's the long term so uh we have like protein at the office we we buy like breakfast lunch and dinner for everybody they can put in their orders we have this catering company that does it is actually like if you like working in person and you want to be kind of like that entrepreneurship MBA situation where you're working with these people

that have literally been early at some of the best companies in the world, um, and build really cool stuff. Like we're the company to do it at. So, yeah. Uh, you mentioned the meals. Um, this is more like meal plans. This is not like, like, Hey, randomly let's order from McDonald's. Talk a little bit about what the meal situation is. So that also came organic. So we initially, we worked out of the founder's fund office initially, which was really cool. Like right when we started the company. It was last summer, so everyone had already been vaccinated.

Everyone was starting to work in person. We were like, you know what? And Founders Fund was, look, we have this office in Brickell. We have space if you guys want to start working in the office with us. So immediately unlocked, we got an office manager, snacks,

and initially they were paying for DoorDash every day. So we were like, okay, this is great. Then we moved to our own office. We started with DoorDash. But by that point, most people at the company, just to walk you through how it works, is people will show up to work, will grind together around 6 p.m like of course people are like starting to like okay like i'm

gonna go hit the gym so actually almost everyone at the company and if people rather do yoga or like some people go take a nap because people live close to the office they go do their own thing for like an hour and a half hour or so then get back to work and then they're just like refreshed and ready to grind again so that's actually like started to become a thing so when we were thinking about meal plans or how we were going to do our meals people were starting to be To be honest, I get kind of groggy when I have these Arepas every single day and all this door-to-door stuff. So we were like, let's look into Catered Fit. So we actually use this one meal plan service called Catered Fit.

People can say, okay, I'm paleo, I'm vegan, I'm keto, and it's really cool. They just design a meal plan. We have these refrigerators in the office, and they deliver the food every morning. So it's really cool. So if you're trying to optimize for like being on the top, top of your game for health and like learning, it's, it's an awesome place. Talk to me about, you have this very specific culture and you're looking for A plus players that want to work hard, go after a large problem.

And if you are successful, it will be this massive opportunity. Obviously the people who are early to it will financially benefit, but also you'll have this, you know, amazing impact for millions and millions of people in the United States and globally. What are some of the mistakes you've made from like a hiring standpoint? What are some of the lessons that you've learned as you've gotten this entrepreneurship MBA where you're like, man, I wish that I knew that

in the beginning, but better to learn now than when we're 1,000 employees or 5,000 employees? Yeah, so actually we did initially hire for the role that is currently there. So we were like, okay, we need to build relationships with workers, let's just hire anyone that can build that relationship. It just didn't work out because what you need to do

is hire for six months a year out. So you hire top-caliber people. Initially, they may end up doing the small stuff, like the hustle, and that's actually going to make them better at their jobs when we scale and they understand, like, oh, I did that myself. So even at Uber Eats, I myself loaded a ton of iPads in my car and was driving around hot Texas talking to restaurant owners. But what that did is it gave me insights for when we were building

a restaurant onboarding process at scale. I was like, oh, actually, this is the nuances of how it works. so that's that's one lesson we did learn about about that and then the second is like being extremely upfront about what it takes and it's it's fine if it's not for you so like a lot of companies they'll like try to wine and dine candidates kind of mislead them into thinking that like working is going to be a certain way uh but then when someone joins they're like wait a minute like this is not what i expected and that never works out you just want to be like look we the company is operating this way uh eventually at scale we'll have such a moat

will be such a big business that we'll probably have a little bit more work-life balance. But if you want to join a series A or seed company, and you actually want that company to be successful and win, like there's just going to be a lot going on in your profession that maybe you're going to have to make some sacrifices in your personal life. When you think about the culture that you all have cultivated, when you have A plus players, I always equate no bullshit with A plus players, right? They're here to do the job. There's not, I joke with friends, like there's not a lot of chit chat. It's just like, Hey, we're here to work. Um, and obviously if everyone has that same mindset because of the filtering that goes on before they're actually coming to the

company, uh, they feel like I am surrounded by great people. Um, and it's very similar to like, maybe like the Navy SEALs or, or some of these high performance teams, uh, you know, that aren't in business where people almost feel like imposter syndrome to a degree, because like, I can't believe I get to work with these people every day and I have to bring 100% of my best effort, or I will be exposed that I'm not as good as everybody else. And so naturally that also leads to honesty. So the no bullshit, no chit-chat, but it also leads to this like honesty component

where feedback, nobody takes it personally or it's a much less personal kind of offense taken when somebody says, hey, you're not doing what we need you to do, step it up. And so what do you see there in terms of like the conversations that employees have with each other and kind of the culture that naturally comes from being able to be honest with each other

because the mission is so important. Yeah, so that's a really good point. It does actually have to be everybody being bought in on this, so even trying to get feedback. When you're growing so fast and you want to throw things out and just be like, okay, let's try this,

the company is bound to make some mistakes. I mean, it's never a straight path to the top. You're always going to hit roadblocks, so actually thinking about your job that way is something that is important. So actually, Travis Kalanick, the CEO of Uber, or the founder of Uber, he said something that resonated with me

I'm kind of like a math professor math professors would not be happy if there weren't any problems I'm going to go through my day and solve problems so because inherently startups are hard work we're up front that it's hard work people can make mistakes and that's fine as long as we retroactively look at what did we learn as a company

let's not make that mistake again don't take things personal and since everyone is trying to get better it all comes into the growth mindset it. Yeah. What's been the biggest surprise to you in the year or so that you've been running the business? Obviously it's had, you know, meteoric growth. You're surrounded by some of the best investors in the world. It's obviously a huge problem. What's been the surprises? The biggest surprise is actually when we started the company, the great resignation was happening.

There was a huge, like everyone was returning from the pandemic. Everyone said, oh, workers don't want to work. No one can hire. So we actually thought that we would have a huge, like a very big problem on the supply of workers on the platform and the demand would come easy. But what actually happened is workers, and a data point to that is there was 75% more job openings in warehousing than before the pandemic because everyone started shopping online. Distribution centers were closer to where people lived, and there was just all this pent-up demand. So we were like, wow, the market is exploding. We're going to have a hard time finding workers. But what we found is now we actually have so many workers on our platform.

We're like, we've got to get them more shifts because workers, they want to work. They want to return, just like how a lot of people who worked in tech are like, oh, I got a flavor of remote, I might want remote. People that work in hourly labor, they have essentially been handed schedules. They're like, hey, you have to work these schedules, you have to cover for this person. So if you have childcare or anything else you're doing, this is what you got to do, you got to get paid. Also, you usually start with a certain shift and you have to earn your way over a decade to get a shift that you want. But then workers during the pandemic also got that flavor. they're like, wait a minute, I am able to have more flexible work.

So they're actually returning to the workforce in droves, wanting more transparency. No one knows what's happening in a warehouse or what the conditions of an event are going to be before you join. Whereas if you start to add a tech layer to it, it actually unlocks a lot for them. For example, we're always thinking about innovative ways to help them. A lot of them are living paycheck to paycheck. They get paid every two weeks. Someone might be like, wait, why do businesses have to pay every two weeks? well, we learned that there's a certain penalty to businesses

if they're W-2 workers, that the business has to pay for every single paycheck if there's anything that went wrong. So since we have our legal structure in a certain way, we do instant pay. So as a worker is walking off to the bus stop, they get the money in their bank, they're good to go, they can take the bus home. So we're always thinking about unlocks,

but the biggest surprise was the fact that workers want to work, they want to be upskilled, we're working on completely revolutionizing the way that people work in this industry? I think a lot about this pendulum swing that's happening. It's the last thing I want to spend some time talking about. So during good times, there's the meme or kind of saying of good times create weak men, weak men create the bad times. And you kind of have this cycle that plays over and over and over again.

But what I do think that we saw over the last couple of years during the good times was much more receptivity across America, really, to a socialist type ideas or a disability of like, you know, maybe the government will actually pay me through UBI or, um, the popular popularization of, Oh, wait a minute. The pandemic is happening. Like let's all turn to the government and they'll send the stimulus checks. They'll bail out certain industries, all this stuff. Now that we're heading more towards tougher economic times and nobody knows how bad it'll be or how long it'll last. Uh, it does feel like the pendulum swings back to hard work no one's coming to save you like these ideals that uh feel like it's what america was

built on talk a little bit about how you think about operating when you start the business and frankly good times and now maybe not going towards such great times like what changes there or what do you see in the mindset difference between the workers that you guys started working with and maybe the workers today yeah for sure so um i'll talk about the customer first and then i'll talk about us as a business so the workers they essentially workers actually do want to achieve the american dream they want to work hard they want to move up in their career i think a lot of the resentment or like these socialist like attitudes kind of sprung up from the fact that a lot of a lot of uh industry has not really like unlocked that to some hourly labor so if you're

working in a warehouse you really can't become the supervisor unless the supervisor leaves there's not a lot of measurement of like how productive you are whereas our tech like we're thinking big we're going to be building all sorts of productivity tools like uh reaching the Our mission is to unlock the potential and productivity of workers and businesses. Workers on our platform, it is a meritocracy. They get more opportunity for hard work. We start them out, the conditions are great, they work at a company, they work hard, and then with hard work, they get more opportunity.

We do upskilling. We're paying for them to get their forklift license. We've had people at event venues that become supervisors on the platform to help other, to monitor other workers and essentially make sure that everyone understands how to use the technology. So I think that this socialist mentality also comes from people in the big cities

that are projecting onto the working class, saying like, this is what the working class wants. But the working class, like the working men and women of this country work extremely hard. They have discipline. They wake up early. They're really pushing.

And then the second, for us, of how we've structured the business. So like, fortunately for us, and one of the reasons why we were able to raise such a great round even in this economic climate and why we're leaning into growth. We're hiring aggressively. We're almost going to be tripling our team

over the next 12 months. When we started the company, we were very intentional about we are building something that really benefits businesses and workers, so our unit economics are very healthy. We weren't growing at all costs, throwing money, pretending that our product was good. We were very intentional about making sure that we were charging a healthy markup rate to the business.

workers work for free on our platform but we were making sure that we had like a healthy pay rate for the workers that they were happy with um so so being intentional about that actually sets us up for a lot of success going into a possible recession because what happens on the business side is when times are good you're like okay i know exactly what's going to happen spacex is going to put in this order uh like this company like paramount pictures is going to buy a bunch of stuff they do it every year so i'm going to have 80 full-time staff 20 part-time like temp labor, now that no one really knows what the economic climate's going to be, there's going to be cost-cutting measures at businesses.

Cut the full-time workforce, and then as they get that, oh my gosh, I got an order in, I got to staff up, they're going to leverage the staffing industry even more. We've actually seen that in customer behavior, where our type of business actually thrives in economic downturns, and we've really seen that in what's happening. When you think out 10, 20 years, and somebody comes back and listens to this, what do you hope to have achieved in that 10 to 20 year period?

I hope that we have made a significant amount of impact to the way that people work around the world. We plan on being a global company. There's two different verticals of how we essentially become like the AWS for labor. On the worker side, we are paying, the money comes from the business to us,

we pay the worker. There is so much opportunity for financial upside and essentially being able to help them financially that we're already looking into. We did the instant pay. We're looking into providing a Trapa debit card. We can really uplift the workers in a lot of different ways there. And then on the business side, we're leaning into automation as well.

Our mission to increase the productivity and potential of workers and businesses unlocks, if you go into a warehouse today, people are still using walkie-talkies. They have these big scanning guns that are slapping amongst their leg. It's huge. It was developed decades ago. There's so many cool innovations that we can build that really unlock America's workforce and the world's workforce that just don't exist today.

No one's really working on them right now. To close up, what's your pitch to people who are listening to this and like, man, that sounds like an awesome company. I wonder if they have any open roles or I wonder whether it's a job that I could go and work and enjoy. What's your pitch to potential candidates as to why they should come work at Trava? I would say if you're at the point of your life

where you want to lean into professional growth and trying to be the best that you can be, this is the place for you. We have an immense amount of mentorship from some of the best investors in the world. We are growing significantly fast, which just unlocks a lot of opportunity to work on really cool, innovative projects.

We're working on dynamic pricing, marketplace tools, all this really cool stuff. we're expanding globally so there's going to be opportunities to really be your own entrepreneur in a different market and grow that out um the world is your oyster if you want to work hard and you want to be like look just like going to law school like anyone that wants to go to law school they're like okay i know it's going to be hard but i'm going to leave having learned a lot and meeting the the friends of my lifetime and that's what we're doing here like we're in the trenches we're building together so you're going to have relationships that last forever kind of

like the Trava Mafia, kind of like the PayPal Mafia. That's the goal. And then while doing that, you're going to have a very positive impact that you can see in our customers' eyes while you do it. Where can people come find you on the internet or find out more about Trava? Yeah, they can just go to www.trava.work,

like W-O-R-K, and we have a careers page there and you can just apply there. And mention you listen to the Palm Podcast and I'll keep an eye out for you. If somebody gets a job because they mentioned that, then you'll have to let me know. Mike, listen, thank you so much for doing this. I'm obviously a huge fan of what you guys are doing

and it's a huge, huge, huge problem. And I just like the approach of, hey, we're going to find the best people in the world. We're going to work our asses off. And if everything goes right, we can build a trillion plus dollar company and actually have a positive impact on these businesses and workers.

And I think it's a mission worth going after. So anyone who hasn't yet taken a look, go to Trava.work and we'll definitely do this again in the future. Cool, thank you. Thanks so much for listening to today's episode. I really hope you guys enjoyed this one. Make sure you're subscribed on Apple, Spotify,

or your favorite podcast player. And if you're looking to try to transition to get a new job in the Bitcoin or crypto industry, we've got you covered. Head over to palmscryptocourse.com. We've developed a curriculum with the top teams across the industry. It's a three-week intensive training program

with over 50 events packed into that three-week time period. Go to palmscryptocourse.com to learn more and I'll meet you guys for the next episode. Thank you.