Ryan is the Co-Founder of Tru Earth

Purpose driven direct to  consumer brand builder.

Ryan has:

✅ Helped Grow Tru Earth to more than 160,000 active subscribing customers
✅ Together with Tru Earth's Changemakers, eliminated more than 165,000,000 plastic-containers from landfills..
✅ Donated more than 33,887,227 loads of laundry detergent to those in need.
✅ Grown multiple premium subscription boxes to multi-million dollar businesses.
✅ Written content has been read by more than 100,000,000 readers.

Connect: 
Facebook https://m.facebook.com/theryemckenzie/
Twitter: @RyeMcKenzie

About Tru Earth
Tru Earth® based in Vancouver, Canada is a leading eco-friendly household product company committed to eliminating plastic from landfills and oceans. At its core, you’ll discover that Tru Earth, is actually a movement (#TruEarthMovement™). The Tru Earth team joins more than a quarter million equally committed people in more than 50 countries to combat the 645 billion plastic household product containers dumped in landfills and oceans globally each year. 

Our customers are #TruChangeMakers™, disrupting the multi-billion-dollar household product industry, reducing carbon emissions by up to 94% and caring for the health of the planet and their families. 

Tru Earth’s suite of products and planned launches come with our pledge to provide #TruChangeMakers with laundry, bathroom and kitchen products they need to make a substantial impact on the health of our world. To do ourpart, we promise to match all first-time subscriptions by donating to families in need across the globe. Because at Tru Earth, we know many small hinges can swing very, very big doors.

Ryan Mckenzie

Every founder on this app is losing their minds over AI tools right now. ClaudeBot this. Moltbook that.

Half of it is slop. The other half you’ll never really use.

But every new drop makes you feel like you’re falling behind. The pace of AI right now is a shiny object machine. And it’s pulling operators away from the stuff that’s been working all along.

I run an eight-figure business. This is my entire AI stack: 

>Open ChatGPT in dictate mode
>Talk through 50 half-baked ideas
>Tell it to organize my brain
>Grab competitor copy, dump it in
>Ask what persona they’re targeting
>Hop on a call
>Let Granola take notes
>Pull action items 

That’s it. 

Free plan. No autonomous agents. No tools I don’t trust accessing all my stuff. 

Don’t let the timeline make you feel behind.

Everyone wants the sophisticated play. 

The sophisticated play is getting good at boring.

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Co-Founder Tru Earth | Saving the planet, one strip at a time.

Before Tru Earth I was running this outdoor adventure brand, and with it came a revenue glass ceiling I didn’t even realize was there.

I thought anything over a million dollars a year was incredible. Like, why would you need more than that?

Then I met Matthew Bertulli at a mastermind. Told him my goals. That it was gonna be a slide of the desk business. Just a nice little thing.

All he said: “Think bigger.”

Two words. And something clicked.

Most of what holds you back is your own self limiting beliefs about what’s reasonable. And you don’t even want to shed those beliefs sometimes.

Because your life is comfortable and you’re afraid that if you change those beliefs, something you really like about your life might change too.

Seven years later and I still think about that conversation.

CEO @ Lomi & Pela Case - Follow me as I talk about building my brands.

Everyone's calling Ads in Chat GPT the next Facebook Ads.

It's not.

The people using ChatGPT today are the same people who used to search on Google. Same audience. Different platform. 

The pie didn't get bigger. The searches migrated.

So if your Google Ads performance has been declining for 2 years and you can't figure out why: your audience is still out there, they just moved. And now there’s a way to follow them.

The data angle is real. Facebook had behavioral tracking. Google had intent. ChatGPT has both. 

People literally tell it their problems in plain English. Every conversation is a targeting signal.

If OpenAI builds their ad product even halfway well, the targeting should be strong. Early conversion data already looks solid.

Everyone is talking about this like a gold rush, but it’s a recovery play.

Most of what you’re seeing is demand that already left Google. Now there’s a channel to go get it back. 

If you're spending on paid search and watching returns erode, pay attention. This doesn’t “change everything.” But it does explain what already changed.

6 behaviors I see in founders who stay healthy while scaling:

1. They focus on fewer things 
Running 30 initiatives = zero progress 
Focus is doing less, better

2. They chase asymmetric opportunities 
One big swing beats 20 small tweaks
Incremental wins rarely change a business

3. They optimize for signal, not activity 
Busy feels productive 
Outcomes are what matter

4. They update their thinking at each stage 
What works at $1M breaks at $10M 
Every revenue stage needs new mental models

5. They hold contradictory ideas at once 
Scaling is complex 
Black-and-white thinking doesn’t survive it

6. They build teams that make decisions 
Approval loops kill momentum 
Great teams have agency

The pattern: healthy founders remove complexity

My ADHD brain has 40 tabs open at all times.

Here’s what I do to manage:

- One task at a time. Not “mostly one.” Literally one.
- Physical Pomodoro timer on the desk. Something I can see counting down.
- Dedicated workspace. If you work where you relax, your brain fights you all day.
- Clear the desk every morning. A cluttered desk is a chaotic brain.
- Every notification off. Shopify, Stripe, email, Slack. All of it.
- Phone on permanent sleep mode. Five people can reach me. Everyone else goes to voicemail.
- No email or Slack during a focused block. They can wait.
- No open tabs. I used to have dozens running at all times. MinBrowser fixed that.
- Facebook ads? Go straight to Ads Manager URL. Never through the feed. I've lost hundreds of hours to that scroll.
- Freedom app to block sites during Pomodoro sessions. Even when you get tempted, you can't access them.
- Physical notebook for random ideas. Write them down, close the loop, come back later. Otherwise your brain opens a hundred tabs internally and none of them close.
- Take breaks. Parkinson’s Law is real: work fills the time you give it. If you sit at your desk for 8 hours straight, the last 4 are garbage.

Your brain isn’t broken. 

It just needs a system that works with it instead of against it.

This is first world advice.

If you can’t pay your bills, “build a machine that produces value” won’t help you eat.

You need revenue. Fast.

Maslow’s hierarchy applies to business too.

At the bottom: survive. Solve a problem someone will pay for right now.

Once you’re stable: yes. Build the machine. Think in systems.

Applying $10M thinking to a $10K problem gets you neither.

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Building a durable company means stacking real pillars underneath it: DTC, third-party marketplaces, retail, international. 

Four years is enough time to get somewhere. Rarely enough time to build something.

When you’re growing that fast, you’re holding on by the skin of your teeth. The train goes wherever it wants. You’re just hoping not to fly off the caboose.

Every region needs localized packaging, localized payment gateways, localized language.

You can build fast. Just know the difference between building something fast and building something that lasts.

Two things changed the trajectory of my career.

1. Hitting rock bottom.

- Built a ringtone subscription business. It collapsed.
- Had just bought a house, a condo, and signed an expensive lease.
- Owed the government a pile in taxes.
- Put the tax money into a “regulated” forex opportunity.
- Forex collapsed too.
- Bailiff showed up to seize my SUV.
- I was driving around screaming from stress.

2. Choosing commitment.

- Standing in the shower one morning. Full messaging framework for Tru Earth just clicked.
- The product seemed too cheap to scale. But at that moment, the entire positioning downloaded.
- Voice-noted the whole thing before I dried off.
- That messaging carried Tru Earth for years.

If you can, choose #2.

But if you’ve already hit #1, the clarity that comes from survival mode is real.

The bottleneck isn’t taste, intelligence or creative systems.

Most people online are so vanilla. They don’t expose their interests or say anything controversial. 

They just share business stuff.

Look at Hormozi. Grows his hair, grows his beard, always wears a tank top, works out like a motherf*cker. Says a lot of controversial stuff. I bet you half of it he doesn’t even mean. But people align with it.

Because when everything starts looking the same, nobody’s attracted to you because they don’t feel like they have anything in common with you outside of “I'm this hard working, grinding” guy.

My kids already say everything’s AI this, AI that.

We're heading back to a place where people follow and listen to people who are clearly real. You’ll get verified by being authentic.

Founders sand off every edge that would make someone actually give a sh*t about them.

You've got maybe 1000 days before AI levels this whole playing field.

A friend of mine runs a supplement brand doing solid numbers in the US.

About six months ago he started noticing something unusual in his analytics. Consistent traffic from Canada. Not paid. Organic. People were finding him through social media and word of mouth across the border.

He was excited for about ten minutes.

Then reality set in. His US-based 3PL wouldn't ship north without brutal surcharges. The few orders he managed to fulfill took two to three weeks and arrived with surprise customs fees that destroyed the customer experience on delivery.

So he watched the traffic. Every week. Canadian visitors showing up, bouncing at checkout, leaving.

He described it as watching revenue walk out the door through a window he couldn't open.
We connected him with Breakthrough Fulfillment. 

They had him fully operational in Canada within two weeks. Freight forwarding to local warehouses, next-day delivery to Toronto, Vancouver, and other major cities. No surprise duty at the customer's door.

Within 90 days he had added a revenue stream he had been accidentally ignoring for over a year.

The part that stands out is how common this pattern is. Brands generating organic Canadian demand without realizing it, then losing those customers to a logistics problem they assume is too complicated to solve.

If you are doing real volume in the US, check your geographic analytics. If Canadian traffic is showing up and not converting, the demand already exists. The infrastructure is the only thing missing.

https://lnkd.in/eGUqzqCe+M+LinkedIn&utm_campaign=3pl+feb+wk2

If this sounds familiar, comment below or send me a DM. I will connect you with the team.

www.breakthrough.studio

Breakthrough Studio - Premier 3PL Services | Streamlined Logistics Solutions

Every upgrade feels like a flex for about two weeks.

The office, the car, the lease on a bigger warehouse.

Then it just becomes another bill. Another thing you have to feed every month whether the business is up or down.

The best thing I ever did was start asking "does this make my life easier or does this just make me look like I'm winning?"

Most of the time it was the second one.

Social proof is NOT dead. Stop listening to your timeline.

That’s just bad advice from brands who don’t understand the difference between a 1.5 and a 4x ROAS.

I spend $50K+/month on static ads. And it comes down to one thing: 

Matching the right trust signal to the right stage of awareness.

This changes everything about how you allocate ad spend. 

The same testimonial converts at 4x in one ad and barely breaks even in another. Because nobody asked: does this buyer even need convincing yet?

I broke down exactly which signals belong where here:

Social Proof Isnt Dead Youre Just Using It Wrong 

Landing pages are basically first dates.

You can say all the right things, look great, check every box.

Then you make one claim that's slightly too big and the whole thing falls apart.

Believability is more important than impressiveness. Always has been.

Entrepreneurs don’t like to admit this:

The janitor probably has a better life than you do.

For a few months after I stepped away from the day to day at Tru Earth, I'd be at the gym in the morning and my brain would start screaming at me:

You gotta get to your desk. You gotta get to your desk. You gotta get to your desk.

And I'd be standing there mid-set going... What desk? I don't have a desk to get to anymore.

That voice wasn't rational. 
It was just years of training. 
Years of being always on. 
Years of every morning being about the next fire, the next hire problem, the next thing that needed me specifically to figure it out.

You don't realize how much that costs you psychologically until you stop paying it.

When you're in the middle of it, you think everybody operates like this. You think this is just what it takes. 

- Managing people who won't be in the same room anymore because they don't like each other.
- Solving problems with no clean answer.
- Carrying decisions home every single night and pretending you're present with your family when your head is still at the office.

And then there's the janitor.

The janitor:
- Shows up
- Checks every box on the list
- Walks out at 5 o'clock
- Doesn't think about it again until tomorrow

No mental load. 
No 2am problem solving. 
No Slack notifications at dinner.

A lot of entrepreneurs look down on that. 

I think that's wrong.

Not everybody should be an entrepreneur. Not everybody values the same things. And the person who doesn't take work home with them? They're arguably wealthier in the one thing every founder eventually realizes matters most...

Time. 

And the ability to actually be present inside of it.

If you’re building something right now and you feel this weight every single day, I’m not telling you to quit. I’m telling you to notice this.

Because the cost is real.

My kids are only young once. It's been really nice to just be there. Not thinking about tomorrow's fire. Just hanging out with them and soaking it in.

This is what life is all about.

Nobody tells you the weird part about stepping back from the business you built.

You go from "I'm the CMO of [brand]" to "I'm... working on some stuff."

Your identity was the company. Now you have to figure out who you are without it.

It's a better problem to have than most. But it's still a problem.

I’ve built businesses that did $100K months and ones that did $0 months.

The operator who walks out of the $0 month is someone you couldn’t have built on purpose. 

That only comes from surviving it.

Most operators are optimizing against themselves.

Your open rate went from 18% to 23%. You called it a win.

But 23% against brands your size, in your category, on your platform could be bottom quartile.

You don’t know. And that’s the real problem.

Omnisend’s Benchmark Calculator pulls real data from 150,000+ ecommerce brands and shows you where your email and SMS actually stands, not just whether the numbers are trending in the right direction.

Open rates. Click rates. Revenue per email. Benchmarked against brands running similar send volume and similar categories.

This is the difference between “our emails are improving” and “our emails are beating the top 20% of brands in our space.”

Q1 just ended. Before you commit to a Q2 plan, you should know where you actually stand.

If your benchmarks are coming up short, sending more isn’t usually the fix. Getting on a platform with the flows, segmentation, and automation infrastructure to actually convert is.

Omnisend’s US merchants average $79 in revenue for every $1 spent. The Benchmark Calculator is free.

If your current ESP can’t even show you how you stack up, that’s already your answer.

Run your numbers here: https://lnkd.in/dddMBgx8

Use code RYAN30 for 30% off your first 3 months.

Already on a paid plan elsewhere? Omnisend handles the migration for free. Automations, templates and flows. All done in 5 days.

And yes, I’m a proud Omnisend partner.

Open article: Recommended by Ryan McKenzie by omnisend.com

A friend of mine owns this little café I like to visit from time to time. 

And man, this guy’s got it figured out...

A couple real estate investments. His future is set. He runs the café because he wants to, not because he needs it to work perfectly.

And something clicked for me sitting there.

That’s the actual goal.

Not the flashy milestones. Not scaling to 9 figures for the sake of saying it. Not even the massive paydays.

The goal is having enough resources working for you that you can take risks and fail without everything coming apart.

I think most founders get into this game thinking about success. But they forget that things change.

Products lose steam. Business models stop working. Algorithms evolve.

It’s easy to feel untouchable when things are good. But what happens when it all stops?

That’s when you need to be okay starting over.

The café owner had it right. He built enough outside the business that he could operate without any desperation. No panic. No survival mode.

And it made me realize: I need enough resources outside of my main thing to keep going on my terms. Because everything ends eventually.

But if you’re prepared for that?

That’s freedom.

Isaac Saul Kassab

A 22-year-old Olympic champion just broke down why your mindset isn't fixed and how she rewires her brain daily to perform at the highest level.

A reporter asked Eileen Gu if she thinks before she speaks. Instead of brushing it off, she gave one of the sharpest breakdowns of neuroplasticity I've ever heard from anyone.

Her core point is that you can control how you think - which means you can control who you become. 

She doesn't treat this as some abstract idea. She journals, breaks down her own thought patterns analytically, and constantly asks herself how she can modify her thinking to be better tomorrow than she was today. 

She calls it being a "tinkering scientist" with her own brain.

This hit me because as founders, we're constantly optimizing everything around us - systems, teams, products - but the biggest lever is how we think through problems. The way we process information, weigh tradeoffs, and decide what matters most shapes every outcome downstream.

What Gu is describing isn't just mindset talk. It's deliberate cognitive iteration. The same way you'd run experiments on a product or a GTM strategy, she's running experiments on how she handles pressure and makes decisions.

Leaders I've seen scale the fastest do something similar, even if they don't call it neuroplasticity. They treat their own judgment as something they can actively sharpen. 

The ones who plateau tend to just push harder with the same thinking that got them stuck.

Your brain isn't static. You have to treat your own thinking with the same rigor you'd apply to any other part of your company.

What's one thinking pattern you've had to deliberately rewire? Curious what that shift looked like for you.

Co-Founder @ Pearl Talent + Building Communities | Helping Healthcare and US based businesses scale with stellar global talent

Snap Inc. CEO Evan Spiegel recently said that marketing is about to matter more than engineering - and the data's proving him right.

His argument is that vibe coding is fundamentally reshaping how companies allocate their budgets. 

Before most of the spend went to engineering and product resources because shipping fast was the bottleneck. Now that building is getting dramatically cheaper and faster, that money is moving toward marketing and distribution -- because the harder problem is no longer building the thing, it's getting people to use it.

And this isn't just Spiegel. OpenAI's Greg Brockman says taste is a core skill now, and Cloudflare's CTO also said taste is now the engineering differentiator. 

Here's what that means for marketing though:

When everyone can build, every category gets flooded. And when every category gets flooded, traditional marketing - paid ads, SEO playbooks, generic content - stops working because everyone's running the same plays. 

You can already see it happening: tech companies keep producing ads and landing pages that all look and sound identical. 

And yet engineering budgets still usually dwarf marketing spend.

The move now isn't just to throw more money at marketing. It's to rethink what marketing actually means at your company. What's working now is founder-led storytelling, strong brand point of view, and community - things that require judgment and can't be templated.

Building is getting easier every day. Standing out isn't. That's the gap most founders aren't paying enough attention to yet.

This CSM we placed from Venezuela just proved a Y Combinator founder wrong - dropping churn by 35% in 30 days.

Last week, a close founder friend from Y Combinator reached out. He was scaling their customer acquisition but their customers were quietly bleeding in the first 60 days - all because nobody was owning the gap between signup and product adoption.

So we placed him a killer CSM from Venezuela.

In her first month, she found a churn pattern the team had missed for months, built a fix on her own, and dropped 60-day churn by 35%. The founder didn't even think that number was possible.

Thing is, being Venezuelan myself, I know her background wouldn't make it past the cut for most recruiters.

They would have seen a Venezuelan address and unconsciously written her off before reading a single line, all because of where she's from. They see a non-Western address at the top of the CV and assume the candidate’s second-rate - as if the standard for great work was invented in NYC/SF.

Talent from LatAm and the Philippines don't wait for systems to protect them. They were raised to spot what's broken before it costs them. That instinct can't be coached. It comes from having no margin for error.

That’s exactly why Monty and I started Pearl Talent. The bias against global talent is everywhere and it's costing founders killer talent every single day. 

We look past the address and dig for what actually predicts performance: how someone thinks, how they measure their own impact, and whether they proactively look for problems to solve.

This killer CSM didn't need a prestigious background to prove who she was - and now her parents don't have to sell food on a street corner anymore.

Co-Founder @ Pearl Talent | Scaling US healthcare companies with AI-trained global talent

If you grew up as an immigrant, reading people fast isn't a skill you develop - it's a survival instinct.

Growing up in Venezuela, this was one of the early lessons my grandfather taught me. He moved through life with a quiet certainty about who was worth his trust - and he was ruthless about it.

If someone hadn't earned it, he was polite but distant - acknowledged and wished them well, and kept moving.

But the people he believed in? He'd appear at the hardest moments without being asked. And over decades, that selective approach built him a circle so tight and loyal that when life got difficult for our family, there was never a question of who would show up.

I carried that with me when I moved to the US. Being in a new environment, I knew I had to be picky about who I could count on because I was an immigrant building from zero. I couldn't afford to spend energy on people who were only present when things were going well.

This mindset helped me form a solid group of people - those who both get fired up when things go right and have your back in times when building felt impossible.

That same standard runs through everything we do at Pearl Talent.

I don't take on clients I can't go deep with. I'm not interested in one-off wins - but in relationships that compound.

And the people on my team know this - every candidate we put forward is a direct reflection of that standard. I don't ask them to be perfect. I ask them to be uncompromising.

Be warm. Be generous. But never waver on who you stake your name on.

Because at Pearl, we're not in the business of just filling seats. We want to place people that founders will call us back for over and over again.

Trust is the one thing you can't fake your way into - you either have it with someone, or you don't.

Some of my clearest thinking happens around mile 3 of a run. 

My body stops fighting me and my brain starts working through all the things I didn't have space for throughout the day - a conversation I need to approach differently, a scaling problem that's more layered than it looked at first, a decision that needs more than a 5 minute call.

If you're building something I’m sure you know the feeling. 

Your calendar is stacked, you're jumping between contexts every 30 minutes, and by end of day you've put out a hundred small fires but haven't thought deeply about any of them. 

The best calls I've made on people, on tough talks, on knowing when to push and when to back off all came from sitting with something before reacting to it.

Running forces that out of me - it's the only part of my day where nothing is competing for my attention and my brain finally gets to do the real work.

That clarity has made me a better operator than any framework or productivity hack ever has. 

All founders deal with some level of burnout or anxiety but don't really talk about it enough. That compounding stress is what quietly kills judgment over time -- and judgment is the one thing you can't afford to lose. 

Running has been my reset, not because it's some magic fix but because it gives you a window to process what's building up instead of burying it under more work.

Everyone is chasing speed right now - but the founders who win long term are the ones who make space to think.

Most founders learn how systems work in business school. I learned it by watching the women around me growing up.

Growing up as a first-gen Venezuelan American, the women in my life didn’t assume the system would work in their favor. They questioned decisions that didn’t sit right, pushed back when the room expected to stay quiet, and made every uncomfortable call that most people avoided. 

The lesson wasn’t about being difficult. It was about understanding that access and opportunity don’t flow evenly - and that you have to push for both.

Fast forward to the workplace and the data says the same thing.

McKinsey & Company's 2025 Women in the Workplace report shows that entry-level women still get fewer promotions, less sponsorship, and less access to high-visibility work that accelerates their careers.

UNESCO flags a similar pattern in tech. Women are significantly less likely to get early access to AI tools -- and in a market moving this fast, missing that window means playing catch-up for years.

This is why Monty and I pay close attention to how opportunities actually move inside Pearl Talent.

Much of our team is made up of women who shape strategy, call out blind spots I’d miss, and raise the bar for how we build and operate.

That gap between potential and opportunity isn't abstract to us. It's part of why we built Pearl the way we did -- everyone on the team gets mentorship, projects, and access to the tools they need to level up. We’ve seen what unlocks when that’s the baseline.

Happy International Women’s Month - to the women who shaped how I think and the ones in the trenches with us daily.

OpenAI's Sam Altman said AI's environmental concerns are "completely fake" - and compared building AI to raising a child to prove it.

That comparison makes for a good soundbite but sidesteps what's actually happening. The '17 gallons of water per ChatGPT query' headline is misleading - but using bad stats to close the conversation is a different move entirely.

The nuance matters. AI at global scale has consequences that compound fast - and the people building it carry a real responsibility to engage with that honestly.

Data centers are on pace to consume as much power as all of Japan by 2030 - growing 15% a year faster than any other sector. Local grids are straining and communities are already voting down new builds.

Correcting exaggerated stats is fair but that's not where the issue is. The harder question is whether the companies shaping this infrastructure are being straight with the world about what it actually costs at scale.

I’m bullish on AI. Monty Ngan and I are scaling Pearl Talent around the belief that AI-native operators would outpace everyone else - and that’s exactly what’s happening. 

The teams we see winning aren’t cutting headcount and hiding behind automation. They’re training sharp people to move faster with AI inside real systems.

You can be bullish on the upside of AI and still demand discipline on the scale. If AI is going to power the next decade, it can’t be allergic to scrutiny.

Anthropic's latest report hints at a possible Great Recession for white-collar workers - and most execs are already cutting headcount. 

They recently published a report showing that AI is capable of handling 94% of tasks in tech and knowledge work roles. Within these AI-exposed jobs, younger talents have already dropped by 14-16% since ChatGPT launched.

Company leaders are already mirroring this in their own orgs - tightening their own pipelines and quietly pulling back on hiring. 

As a founder who builds AI-trained teams for a living, I think leaders are missing the point entirely. The report isn't a signal to cut headcount - it’s to build AI capability into every person on your team. 

I get why it’s being read that way - the data gives a general sense that AI is already doing enough that you don't need to keep building the bottom of the org.

But it also points out that AI adoption is barely at 33% of what it's capable of, which means there's still a massive 67% window for workers to adopt AI and pull ahead.

And that gap is exactly why investing in AI capability across your team is the right move. Training your team is now non-negotiable - the same person, equipped with the right AI tools, can now do the work of two or even three.

I’ve watched this happen across every vertical we hire into at Pearl Talent. We place an ops hire, invest in their AI training, and three months later their founder is telling us they rebuilt entire workflows, cut hours of manual work out of the week, and are already being considered for a senior role. 

Same person, same role, but better tools and a completely different ceiling.

Stop treating Anthropic’s report as a reason to hire less. Treat it as a blueprint for hiring smarter because that’s how you can pull ahead.

A founder chose another agency over us a year ago. This week he came back after firing both their hires in less than 6 months.

When we first connected, he ended up with a cheaper option. A lot of founders do - and I get it. On paper, saving 20-30% per hire sounds like the smart play.

But the real cost of a bad hire is never just the pay. It's the months of lost momentum, the projects that stalled, the team that had to carry the weight, and the time you spent managing someone out instead of building. 

By the time you factor all that in, the "cheaper" option ends up being the most expensive decision you made that year.

The offshore hiring market is full of agencies competing on speed and price. But neither of those matter if the quality isn’t there.

That's what Pearl Talent was built around. 

We're not the cheapest and we're not trying to be. We charge more because we invest more - in vetting, in matching talent to your workflow, in making sure the person we place is someone you'll want on your team long term.

If you need operators who can hit the ground running, ping me and we'll take it from there

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