Concentrix’s Post

Transcript

Mbak. My name is Brett, live in Manhattan, NY from New York originally. While caveat and say being a chief operating officer of a startup is a bit like a seed stage series, a stage is a very different version of chief operating officer. It is chief get stuff done officer. And quite frankly, thinking about what I do on a day-to-day basis was not what I imagined it would be getting into this role. But I really do touch everything. So one of the biggest responsibilities is of course customer support. Making sure that we're doing everything right there by the customer and every cent counts. So we need to make sure trades are going through properly. KYC, which is know your customer is happening effectively into regulatory standards. I also run finance, so modeling, accounting, paying bills, making sure everything gets kind of, we, we vendor relationships. So you know, it's a lot of work just day-to-day making sure that's all running smoothly. Because there's a million personalities and vendors and relationships we're trying to manage and make sure we're getting paid on time or they're paying us on time or vice versa. So then I'm also running like analytics and like business operations. So making sure that like we're monitoring growth, we're monitoring spend, we're monitoring marketing efficiencies and whatnot. So I run HR so anytime it comes to recruiting, onboarding, pay, any type of benefits or any of that. Thing, that type of things I have to handle that does overlap with it. So make sure people's computers have the latest antivirus on it, making sure new employees have computers. I'm going on and on here and I'll shorten this up, but yeah, a lot of things, great. Dub is a really kind of innovative app where you can come on similar to Robin Hood. You create a brokerage account and the difference that we have versus like a Robin Hood or a typical training app is you're not just trading stocks. What you're doing is you're looking through the portfolios of other people and you're making a decision to copy those portfolios with strategies. Quite honestly, like at a seed stage company, there's you, you kind of have to think through product and strategy and growth like in a bifurcated way is like, what does, what do we as a company want to do? And where do we see the vision of this thing going? And then there's what are the users need? What do they want? What do they actively pursuing? Ring a Ding Ding.