From Crisis to Category Leader:
How Josh Transformed a Failing Job Board into a Global Powerhouse

Introduction:

What does it take to revive a job board that never turned a profit—and grow it into a global leader during a global pandemic? In this exclusive interview, Josh Young shares the gritty, real story behind Energy Jobline’s rise and his latest venture: DataPro, a job board for the data center revolution.

Watch the full interview below and dive into 5 actionable takeaways for your own job board journey.

Watch the Full Interview:

5 Actionable Takeaways for Job Board Founders:

Buy Smart, Then Strip Back

When acquiring an existing job board, ruthlessly audit for what drives revenue—and cut everything else. Josh trimmed staff and unnecessary tools to reset the business for survival.

Focus on CV Database Growth

Scaling a database from 400K to 2.5M was key. Clients pay for access to niche, qualified talent—especially in sectors with skills shortages.

Move Fast, Stay Flexible

During COVID, rigid pricing and contracts didn’t fly. Energy Jobline survived by offering monthly access and adapting to client needs.

Build Retention into Your Model

Josh implemented annual subscription plans, automated job posting via APIs, and maintained strong account management to ensure high client renewal rates.

Show Your Face, Share Your Journey

Josh’s biggest reflection? Start sharing early. Transparency and personal branding build trust and visibility—especially on LinkedIn and even TikTok.

Full Transcript:

Martyn Redstone (00:01.528)

Josh, thank you very much for joining me today.

Josh (00:04.06)

Thank you Martin for having me on. Pleased to have you here.

Martyn Redstone (00:05.676)

Pleasure absolute pleasure. Good to see you. so josh, jumping straight into it. Why don't you tell us a little bit about your kind of professional background and What led you to start up energy job line?

Josh (00:20.572)

Yeah, of course. So my background, I I fell like probably many people into recruitment. So I started working in engineering recruitment when I was quite young, quite money hungry. And then from there, I then joined a couple of companies. One of the main ones was Hill McGlin, who are a big engineering construction company, recruitment business. So I joined them, I was working in London for a few years and then went back, on based on it.

Winchester Southampton way. So joined a bunch down here and Hilmer Glen got taken over by Randestad and then at the time me and three others thought why don't we go and start our own recruitment business. So the four of us we sat on the journey, we had a startup, new recruitment company, we started just us four in a basement of one of the guys houses, the whole backstory of starting with nothing and trying to get somewhere. We grew that company to I think probably about 40 people and I was a owner director of that business for 10 years.

I some good times and it was good, but I got to the point where I love recruitment. I love what recruitment is. People say I love getting people jobs. I love the money and stuff. just, like, I don't know, the connection side, bringing stuff together, making it happen. That was always my kind of, my buzz and what got me out of bed. So I really enjoyed that. But then after 10 years of this company, I just felt I needed something different. So in probably like October 2019, November 19, I was thinking about what can I do?

Martyn Redstone (01:33.687)

Yeah.

Josh (01:46.3)

I then had this vision and image of a job board and then how I could kind of leverage off that in the way of recruitment, but also just do something completely different that's kind of linked to recruitment. So yeah, in first of January, 2020, I bought Energy JobLine, which was an existing job board. It had been going for nine, 10 years at the time. It never made a profit. So I bought that in January, 2020 with my business partner.

And what I will say is we bought it three months before COVID. So it was quite a, yeah, I think my journey from there is really when it's been quite up and down, you buy a business, you put everything into it. I sold my part in the recruitment business, got some money, thought I've got this plan, got this vision. I know what I'm doing. You buy a company and then a couple of months later, COVID hit and you bought a company that's never made revenue. Then you're like, well, right, here we go. So we lost.

65, 70 % of revenue in that year. And it was a real challenge. It was really tough, but we got through it. actually, probably one of my proudest things, we actually posted a profit that year in COVID. So it shows how much we've got a business, completely turned it around. then, yeah, we've from there, it's been five years now that I've had Energy JobLine. We've, you know, we're the largest with the leading energy job board, focusing on oil and gas, renewables, nuclear.

power generation, electric vehicle and battery storage. So that's probably brings me up to now. And then more recently, I've made a switch from energy job line, which I still own, but I'm now moving to a new job board called Datapro, which is a job board exclusively for the data center industry. So digital infrastructure, it's a new hot topic, everyone's talking about it. So that's now my focus.

Martyn Redstone (03:28.981)

No.

Fantastic, fantastic. Definitely a huge kind of opportunity in data center recruitment. it's the new currency ultimately for the AI world.

Josh (03:42.396)

Yeah, it came about because I went to, I go to oil and gas conferences every year or energy conferences with any job line about two years ago, know, I was at this conference and all my energy clients were going data centers, data centers. like, what the hell is a data center? Like, what is that? So then I looked it up and one of my best friends works in data center industry. they were talking about it and I was just like, this is something, this is, and there's also, you can spot a gap. There's no.

Exclusive job boards of the data center industry. It is a growing industry that's gonna have a workforce talent shortage. there's lots of recruiters coming out into the data center market now, which is great because they're seeing there's a lot of positions. There's a lot of need, but there's no job board. There's no niche focused job board. And that's where I was like me and my business partner, we sat down and said, can do this. And we've also built a social networking platform as well, exclusive from the data center industry. So yeah, exciting times.

Martyn Redstone (04:37.378)

Fascinating. Yeah, really exciting. Well, let's want to get back to that later because it's really really interesting to hear your thoughts on some of Some of the ideas around that but I want to go back a little bit to to the story you were telling us about energy job line and How you know you you acquired the the business? three months before cobit hit and you lost 65 of your revenue in that year But then turned it around to to make a profit we're really interested to go back to that

and just understand how you turned it around. What did you do? How did you accomplish that? It'd be interesting to hear what you learned about not only acquiring a business, but then acquiring a business in a challenging time like that and turning it around to something that A, is profitable and B, has grown into where it is today.

Josh (05:30.428)

Yeah, I suppose it's the first time I bought a business that had been long standing, was an existing business. So it had been run by someone else. You know, before I started my recruitment company from scratch. And I sometimes think that can be easy because you're doing it, you're starting the way you want to start it. You get this supplier on board, you're working with this client. So we inherited a lot of clients and at the start it looked great because they had a great client list. The difference was, you know, they're based in London. They had eight, nine people working for them. They had a lot of...

the previous management, had a lot of services, supplies, they've had a lot of money for different marketing tools and things like that. And I always saw that I could turn it into a profit before I knew about COVID coming in, because nobody predicted that. But you when I sat there in January, I was like, well, I've got a lot of people here. They're all great employees. But when you look at the business, you have to kind of look at it and go, what is essential? What is needed that is going to generate revenue or generate the business to succeed? And there was a lot of

people, unfortunately, and I hate saying this, but I couldn't see going forward with them. So I had to do this bullish attack on going, well, I have to make redundancies. I have to let people go. And that's probably the worst thing I've had to do because I've done that in the first of March. So there was probably six people that I was like, I can't afford to keep you on. This is pre-COVID. I don't see, I see it worth for you as an individual and what you do, but I can't afford to keep you in because we need to make a profit. So you'll have to turn into this bit of an asshole in some way to sit down with these people and go, I'm letting you go.

Martyn Redstone (06:56.942)

Mm.

Josh (06:59.152)

and they go, why? And that was really tough. And we did bring them all back onto furlough because we were like, you know, we want to help them out. But, and they'd done work for us and they were brilliant. They were really good about it. I think they understood because the business never made a profit, but there was a lot of supplies, a lot of things they're paying for to help with marketing, to help with advertising the jobs in different platforms, to help with some of the processes. And they weren't that great. And there were a lot of money. So.

you kind of go in and you look at what is there at the moment, what do we need, what don't we need? And I think we've done that really well. Prior to COVID, we sat there and we had a plan and we said, if we cut this, this and this, we then make the business a lot more, it wasn't about the profit. We were trying to make it to be level, know, level kill that we get to end of year. If we paid ourselves a little bit, but the business is going and growing, then we'd be happy. So we, that's what we've done really well. We're very stringent, I think on some things. We're very tight and going weak.

phone people go, can't afford this. They then say, well, we want to keep you on board and, you know, let's, let's negotiate. Yes, we'll keep it or not. So I think that was probably the main thing when COVID hit, that's probably where it got real desperation in what we've done. We had to kind of get rid of a lot of things and go back to manual use. You know, you look at a job board, what we're doing, it's marketing. I would say job board is mainly marketing promotion. is job board relishes on traffic and job board relishes on applications for

clients, you're getting that return client. And one thing Energy Jobline had, it's got a great client base. we had a lot of retained clients every year, they renew their subscription. that was brilliant. We had to keep the standards with the clients. We had to keep the relationships, keep the standards that they're getting better, all the same at worst, service. But we had to try and get more people to come to our site.

we just looked at different ways. At the time AI was something but not much of a thing. AI has been mainly last couple of years. Back then we looked at some new kind of softwares that helping us drive traffic or get our jobs out to places that they weren't getting out before. So I think we've done that really well. But we did go back to when COVID hit a bit more of a manual task. I was working seven in the morning till two in the morning. It was kind of...

Josh (09:13.436)

It was survival time because we lost 65 % of revenue and we let loads of people go. And then you kind of shit, like how are we going to keep like this business up? You know, how are we going to keep it going? Especially when clients say we can't use it anymore. We don't have any money. We're not doing any recruitment. So we've done a lot on email campaigns around branding, around marketing, just trying to keep the company's names out there. So that was our way of survival in many ways. was just really, it was a lot of hard work. was, was tough times, know, there was

Martyn Redstone (09:15.086)

and

Josh (09:42.876)

There was probably four or five times I sat here and just went, this is done. We're not gonna survive this. But then something will happen. We'll come up with an idea. Someone will generate some revenue. Something would generate some better interaction with Climber. They wanna push their brand out and we would survive by that.

Martyn Redstone (09:50.616)

Yeah.

Martyn Redstone (10:00.566)

Nice nice and I suppose when you're in that situation where you have to You have to strip it out, you know You have to take it back to basics and and create ultimately efficiency in the business You almost go back into even though the business has been there for several years. You almost go back into startup mode ultimately So so I think that's kind of the interesting Follow-up question that i've got which is you know, somebody's thinking about

Josh (10:20.38)

100%.

Martyn Redstone (10:28.94)

the basics of starting and building a job or business. What did you find with the essentials that you actually needed?

Josh (10:39.74)

So I think the essentials for me were, if I go back to the time, I'd say the people around me, and that's probably quite difficult. So if you're talking about a startup and somebody trying to do it themselves, then my advice is gonna be, it is gonna be a hell of a lot of hard work. You're gonna be working day and night because you're gonna be doing everything you can to try and make what you're seen as amazing to your clients so they come back and give you more. To build on something, you've gotta create something great for them to build on.

I think I was lucky that I've got a great business partner who's come from a job board background. So my recruitment background, his job board, he was a sales director for a big job board company. So we kind of complimented each other. We're very different. He's Northern, I'm Southern. He's Thai, you know, we've got these differences about us and you know, that kind of helped us at the time because there's things I probably would have done back then that would have perhaps led to mistakes of us getting to where we are now and might not have got us through.

And it's probably the same on his side. So I always say have great people around you. Now, if you're on a startup that is difficult, I'll always say you're gonna work hard. Just have the right, the vision and the kind of supplies and services you use, you know, the job board platform. Are you making it yourself? Are you gonna use a third party? Make sure you get the right third party that's gonna be able to help you push your jobs out, help you build your CV database that looks, on last five years, I understand how important marketing, presentation,

I think it's a key thing in everything now. You look at everyone on social media, your own marketing person now, you go out there, put your face on a video, you're selling your personal brand, but also people click on you and go, what the is Energy Job Line? What the hell is Datapro? So I see that as really important. My biggest advice to anyone who's going to start up is put yourself in uncomfortable situations, get yourself out there. I've always said, go into a niche. I think the niche job boards are coming back in some way. I think they've faded a little bit.

because you had CV library, indeed. I think people are realizing now that the niche job boards and having people that focus on that sector, their audience, their brand is in that sector. I think that's key at the moment. think that's where the shift has been the last 12, 18 months. So anybody going into starting, but I've got a job board idea, make sure you're kind of delivering what your vision is. It is tough and you'll work for six months and not get a lot back.

Josh (13:04.06)

but then something will happen. You start getting the audience, you start getting the visitors, and then you build on that.

Martyn Redstone (13:09.582)

Excellent. Excellent. I think that's great. Um Yeah, I totally agree. I think I think having people around you is is is one of the best pieces of advice you can give especially to anybody that's starting up and I know that um, like you said, it's difficult if you're kind of a solo founder and you don't have somebody with you, but there are so many different communities out there and networking groups and what have you that you can also join and just bounce ideas off of people that are going through the same, you know challenges that you are

Josh (13:34.14)

You'll be very surprised, know, I've used a lot of friends, I've used people like, I believe in collaboration and partnership. I don't see anyone as a competitor. You know, there's some people that like, you know, this is my sector, you're not coming in and I don't want to be threatened. I've never believed in that. I always believe in collaboration. And you'll be surprised if I was in a startup now, if I started a business tomorrow and it was just me in this little office.

and I had to go out there, I would reach out to people on my LinkedIn networks, all my friends and say, look, I wanna do this, I've got this marketing idea, could you just help me implement it? You will be surprised how many people support you when you're a startup and want you to get up there and want you to achieve. So I always say, believe in collaboration, believe in partnerships, get out there, make some noise, you will be shocked by the amount of people that go, look, I'd love to help you, don't worry about paying me. They will see something probably in the backend in a year's time, two years' time, because if you start needing.

marketing services and you've used someone they've given you a bit of advice for free, they're going to be the first person you go look I've got a couple of hours work it's 50 quid now 100 quid now whatever it is would you love to come and do it you know so I do believe in karma believe in like you know you're giving yeah it's yeah so that's how I do approach it if I sign up.

Martyn Redstone (14:33.292)

Absolutely.

Martyn Redstone (14:46.35)

Yeah, nice. Yeah, I totally agree on that. Totally agree. Um, I want go back to a comment that you made about retain business and repeat business and what have you. Cause I think that this is something that a lot of job boards potentially do struggle with in the early stages is the first one is how do you find clients? The second one is how do you monetize those clients? And the third one is how do you get repeat business now?

You for you, I know you kind of bought a business that already had you know a lot of clients and what have you so we can kind of skip that bit because we've covered that a lot on this show, but What I'd like to talk about is monetization and retention for repeat business because you mentioned something earlier about annual subscriptions and that kind of flagged a note in my head because Excuse me

because a lot of job board businesses, as you know, they charge on time-based, ultimately. So you post a job, last for 30 days, cost you a couple of hundred quid. Now, you mentioned subscriptions. So I wanted to dive a little bit more into your monetization strategy and understand a little bit more about how you monetize energy job line. And then kind of go on to how you...

ensure that that's a success for your clients and then you're delivering on that value, but also how you end up, you know, repeating business and retaining clients year after year. So if we could, if we could just kind of talk a little bit more about monetization and your kind of commercial strategy, that'd be fantastic.

Josh (16:26.268)

Yeah, so when I took over the business, we had a CV database of 400,000 candidates. The job postings was probably the biggest part of it. So when I got in and looked at what the salespeople were doing, they're pushing out five job postings for the price of four, a couple hundred quid each, instead of a thousand pound pay, 800 pound or dollars, whatever. So we still have that, we still have job postings. But I think what's happened with Energy JobLine is we've gone from having 400,000 in January 2020

We now have a CB database of 2.5 million today. So we've got 150,000 jobs posted. A client can come to our site, they can post a job for 200 quid or 300 quid. So depending on whether it's a premium job or a feature job. So they can buy job postings, that's something. We find a lot of the energy clients, they're quite a talent shortage. And it's the same with data centers, the new market I'm going into.

There's a workforce shortage and a lot of clients want people from similar industries. Now, what I would always say about energy job lines set up very well with niche in the energy sector. Our biggest competition is solely focused on the oil and gas sector. Where we kind of grew our database quite quickly is because we're within the energy sector that covers oil and gas, that covers renewables, covers nuclear, electric vehicle, battery storage, power generation. We have a lot of clients that want access to the CB database because they want to go and

know, oil and gas clients, there's not many people coming through the colleges, university going, I want to be an oil and gas drilling engineer. I want to go and be a reservoir engineer. companies, oil and gas companies are looking at renewables people, energy people, sorry, engineering people to bring over. So we've taken a of a shift that our CB database has become our kind of, our jewel. That's what a lot of people want access to. You know, 2.5 million people globally, all focused within the energy sector. The subscription model is usually based around that.

And with the job postings on the side, we say to clients, you if you're a corporate client, you can have access to the CV database. We know you want that. You're trying to produce recruitment agency spend, you're trying to, you know, you're seeing people on LinkedIn, but you want their contact details. So we have that CV database. That's probably the value that they get. And then we say to them, well, you can advertise your jobs as well. So we can, we've got things like API for, we can scrape all jobs from a client's website. We can have it automatically going to the ACS and everything else. So the whole process of.

Josh (18:50.48)

you can have this database to go and find your own people and we'll promote your brand and jobs. That's probably where, when I mentioned like annual subscription, that's where the bigger companies, mid-sized companies, don't do it. Smaller companies, yeah, they might have three jobs and they say, can we post these three jobs? We can do a pay as you go type thing. And it's the same with the CV database. It's not just you have to have 12 months subscription. That's it. We are flexible. had to, the business shift for us was that when I took over, was quite,

12 month contracts, was job postings for 30 days and it was, if you wanted database access, it was minimum like nine months. When COVID hit, you then had a, once COVID started to like, you know, we came out of lockdown and people started leaving the house. You had a few clients phone us out, we've got two jobs or, you know, we don't want to access the database for a year, we don't want to count on COVID, we want it for a month. So we then became more flexible and go, well, look, what do you need? And we can give that. We're not.

here to, you I don't have a friary and a drive. We've always made money, reinvested it into the tech behind it. We've always made sure that the business is delivering a service. You know, the value is in the asset itself, but we have to deliver to the businesses. So we're quite flexible in our payments and subscriptions, everything else. And that really changed after COVID.

Martyn Redstone (20:08.302)

Nice, nice. like that. I think you're right. think, you know, the world of work has become a lot more flexible and so, and, you know, does that, you know, so, I think we have to kind of match that. So I do agree. I do agree on that. That's really cool. And so going on to the, you know, the retention, the retainment, you know, how much effort or even resource have you invested in client relationships ultimately?

Josh (20:31.728)

Yeah, again, I think it comes down to the people you're working with. We've got our sales team, they're great people, but they're not just getting a client on and then I say, clients, they like to be seen, they like to be heard and like to be talked to. And I think account management's key. think giving things like updates and what we're doing as a business and the tech behind it. think meeting your clients, I've always been a face-to-face kind of person that likes to meet. And unfortunately in this world now,

We've got a lot of clients that are overseas and I'd always try and meet them if I can, if I'm in that country. But, you know, just having a team's meeting, always being there. I think our brand is always, you know, we've kind of fallen into a lot of people know we're there, a lot of people know of us. And it's just, people come to us now because they know where this job line, they know that we're there, what we do. It's when you're a startup, you really have to be out there making noise and kind of, and we still do that, but.

I suppose my shift in focus coming away from energy job line now to go into data pro, I'm being a lot more noisier about data sensors, about data pro, I'm making sure that my brand, our business been seen. But I think the retention side is they get applications, they've got access to a great CV database, they're finding candidates. If a direct client is finding great candidates, they're saving on recruitment agency costs. Our agencies are finding great candidates, they're making fees by sending to the clients. That's why they come back. So I would always say, you know, it's the account management of people that are.

Martyn Redstone (21:33.986)

Yeah.

Josh (21:58.764)

we don't have robots delivering this. I get a few phone calls now and you can tell it's an AI person trying to sell your insurance. We could do that, I would never do that. It's people on people. I always think we've got, my mentor, the guy that actually bought the company off, he retained some percentage of it, guy called Tom Glanfield owns LHI recruitment. His motto was always be the dumbest person in the boardrooms. And what he means by that is have great people around you because then they're delivering a great service. And it's my marketing guys,

I think that's why we get the retention because other ones putting stuff out and reaching out to the clients.

Martyn Redstone (22:35.052)

Nice, nice. like that. I think it's really important to, to make sure you do retain those relationships because you can, you can rest on your reputation or laurels or you want, but ultimately, you know, people are fickle and, and especially in the world of recruitment, people move from company to company and, you know, somebody who ended up recruitment in, a, energy business one day might be heading up recruitment in a hospitality business the next day. And so, you know, have to actually make sure that, that you're, that you're nurturing those relationships. So that's, that's super.

Josh (23:04.102)

People are people, isn't it? I always say people don't do business with businesses, they do it people. And we're not a corporate company, we're not huge. A lot of job boards have been taken over by bigger companies and then the service changes and everything else. We've always, I hate to say it, COVID kind of helped us as a business. Made me cry and sweat and everything else, trying to keep us alive. But at the same time, we had to do things differently.

Martyn Redstone (23:05.281)

Yeah.

Josh (23:31.644)

I do wonder if COVID hadn't happened, how we would be as a business. it probably would have been a lot easier. And sometimes when it easier, you get a little bit lazier and stuff. Where we've always been on our toes. We've had to build this business, build the brand to be great. Because we've had survival mode. And I think that's probably helped us to where we are today.

Martyn Redstone (23:49.9)

Nice, nice. So I like to this question. It'd be interesting to hear your thoughts on it. If you could go back to five years ago when you first kind of kicked off your time with Energy job line, if you could do anything different, what would you do?

Josh (24:13.724)

Five years ago, I would say, so I do quite a bit on social media now. I'm doing posts on LinkedIn, I do videos on LinkedIn. I hate to say it because I'm not a 12 year old girl dancing in front of mirror, but I'm doing stuff on TikTok for data centers. But I'm getting quite good traction on that. And things like, you look at the people out there, I'm not trying to be an influencer in the market or anything like that. I believe that if you get your face out and people actually know you.

they see what you're about, then they follow your brand. You come first and then your brand, your company comes after. And I think if five years ago, I've never been great on social media, I've done videos in the past, but I think if I'd done more of this earlier, it could have elevated the brand more. I'll probably say that's probably more one thing, but it's not regret, it's just, it's come about now that I am doing it and I have to get out there, my name out there because again, it comes back to people do business people.

Martyn Redstone (24:47.726)

Mm-hmm.

Josh (25:11.292)

Some people probably see my videos, see my face, hear my voice and hate me or, you know, can't stand, you know, and you're going to get that, which is fine. know, it's not 99 % of people. know my mum watches it and give a like. So, um, but you know, it's, uh, I think, yeah, five years ago, I probably put myself out there more and, know, even a business more. Like I believe that now you look at the way social media is. I think people like seeing the journey. So with Datapro, the new platform.

We're hopefully launching next week. But I'm gonna put out there the journey. I'm gonna say how many jobs we got on this week from new clients. I'm gonna say what our traffic levels are. What I'm gonna kind of go out there again. We've had a great week and then another week's gonna go, it's been a shit week because we've not had loads of people come to site or whatever. I think people like that. People like seeing a startup get from someplace to somewhere else. So that's what I do different.

Martyn Redstone (26:02.606)

Yeah, I like that that kind of whole, know behind the scenes kind of you know, look at the business really transparent and really, you know, I think that's a really good way of building, you know reputation and and and You your name is to be transparent about what it's like to build a business like this, know So I think that's that's a really cool idea. I like that. so lastly, You know, we've we've talked very briefly about the next business the new the new job board data pro

Josh (26:07.58)

Yeah.

Josh (26:22.812)

Thank you.

Martyn Redstone (26:32.726)

So tell me a little bit more about what's next for that, how that's going to impact energy job line. What does the next 12 months hold for you?

Josh (26:40.956)

So probably the most excited I've ever been first off. the next 12 months I'm generally buzzing for. I think when you talk about Datapro, like I said, it's data center focused, which is mainly engineers, managers. There is a lot of cross-reference from energy because to have a data center, you've got to have energy next to it. So for me at the start, I did look at it separately. I've got a new business, Datapro, data centers. The more time goes on, I see a huge link.

Martyn Redstone (26:59.853)

Yes.

Josh (27:08.998)

You know, we have two companies here. One that's got a huge database of engineers and you know, the oil and gas markets, energy markets, renewables, et cetera, are still buoyant. There's still workforce shortage. I do think some of the processes and the ways of getting things done is still a bit slow. You've got a market in data centers, which is fast growing. It's rapid at the moment. It's really making noise. I think it's going to be a lot of transferable skills amongst them. So I feel we're in a good state in the way that we've got a business with.

engineers and we can try and attract them to the data center market. But at the same time, I have a huge passion for the energy market. It's been what I've been in for some years. I want to take people out and put them in the data centers, but at same time, I don't want the energy market to kind of have a thing. it's good situation of being. We've got two good markets where people can work with him. For the platform itself, I'd we've built a social networking side. So if you imagine LinkedIn and Facebook had a night together and then the baby, that's what our social network side is. It's not a

corporate LinkedIn side, it's not a, you thing, but it's just exclusive to the data center market. So it's where people can network and talk about projects. I'm really excited. DataPro will be more AI driven because everyone is and that's what everyone says when they're talking about job board, but searching and matching for candidates, you know, and for clients. So put your CV on, here's irrelevant jobs. And we've got auto apply robots in the background kind of bots I should say.

Martyn Redstone (28:07.63)

Mm-hmm.

Josh (28:35.526)

that will go and help that person whilst they sleep, get them interviewed. So we've got some really cool AI tech in the background of it. I think we're just going into an industry that doesn't have a job board at the moment. And it just seems the most exciting thing.

Martyn Redstone (28:41.144)

Nice.

Martyn Redstone (28:48.374)

Excellent. Excellent. Well, that's super exciting. I'm really Definitely want to keep in touch and find out how that goes. It sounds like a really exciting project But look for now. I think I think that's been a fantastic Conversation. Thank you so much for sharing the the benefit of your experience over the last over the last several years Josh, thank you so much for your time today Cheers take care

Josh (29:03.068)

Thank you Martin.

Josh (29:09.116)

Thank you, appreciate it.