Our Conscious Commitment

Our Conscious Commitment

As a young company, we’re constantly quizzed about what we produce, how we make money, who we’re working with, where we intend to go — the standard battery of questions potential customers, partners, advisors, and investors ask to size us up.

We’re equally good at both the 15-second elevator pitch and the multi-hour due diligence discussion. We have oodles of experience in educational program, training content, and technology development. We have user data to demonstrate engagement with our programs. We have revenue, albeit modest, and money in the bank. And, we have solid recommendations from those who’ve worked with us.

We’re solving very real communication, customer service, and basic skills challenges that almost every retail, quick service restaurant, home health care, and hospitality business faces in training frontline workers. Our video and game-based training programs delivered on smartphones and tablets enable businesses to more effectively train their teams, increase sales and consumer ratings, reduce turnover, and increase promotability of low-skilled workers. At the same time, we empower individuals to realize their potential and develop skills they’ve been unable to acquire through more traditional education and training programs.

Despite our commitment to building a company that is both profitable and socially responsible, it’s sometimes been a lonely slog, if only because we are not a unicorn. We’re a team that’s building a business one relationship, one customer, and one program at a time. Our business model is emerging as sure as we carefully manage revenue and investment. It takes time.

Two recent articles have bolstered our spirits, supporting our perspective and strategy with solid counterpoints to the arguments we’ve heard in many meetings over the past three years. We share them with you here because they have proven important in our own training as entrepreneurs.

“I’m done pretending that Silicon Valley tech is visionary” by Marco Marandiz appeared at Recode last month and helped us check the box that our vision and mission — the problems that we’re trying to solve and the solutions we offer — are, in fact, very real and worthy of the significant time and energy we’ve invested over the past few years. Marandiz gave us permission to be proud and vigilant even though we aren’t a unicorn.

The second article, Silicon Valley Has an Empathy Vacuum, by Om Malik, appeared just this week in The New Yorker. Rather than developing technologies to take people’s jobs away, we’re using it as the foundation of training programs to help people do their jobs better and to improve their lives. Malik reminded us that the skills we help people develop not only enable our business customers to succeed but strengthen the lives of those who work, dine, shop, and depend on those businesses to support their families and communities.

We have made a conscious commitment to building a new kind of technology business the old-fashioned way — by focusing on people.