How Morgan Lobb Built VERCIDA into a £1M+ Diversity Job Board – 5 Key Takeaways

Introduction

Building a successful job board is more challenging than ever. With industry leaders like Indeed and LinkedIn dominating the space, independent job board founders need to identify a clear niche, create a strong monetization strategy, and engage both employers and candidates effectively.

In a recent conversation with Morgan Lobb, founder and CEO of VERCIDA, we explored how he built one of the UK’s leading diversity-focused job boards—scaling to over £1 million in revenue without outside investment.

For job board owners looking to grow and sustain their businesses, you'll find five essential strategies from our discussion below the following video.

Watch the Interview

5 Key Takeaways from Our Interview

1. Identify a Clear Niche and Dominate It

Rather than competing directly with large job boards, Morgan saw an opportunity in diversity hiring, an underserved market at the time. By focusing on a specific audience with a specific hiring challenge, VERCIDA positioned itself as a category leader.

📌 Key Takeaway: The most successful job boards serve a well-defined market. A generalist approach rarely works unless you have significant funding or an existing audience.

Action for Job Board Owners: Clearly define your job board’s industry, job function, or hiring challenge, and focus on being the best solution for that niche.

2. Expand Revenue Streams Beyond Job Listings

Morgan quickly realized that job postings alone were not enough to build a sustainable business. To increase revenue, VERCIDA added:

• Employer branding services – Helping companies improve their positioning as inclusive employers
• Content marketing and storytelling – Showcasing real employee experiences to attract talent
• Consulting and training – Providing guidance on inclusive hiring practices
• Strategic partnerships and sponsorships – Collaborating with organizations that align with Vercida’s mission

📌 Key Takeaway: Employers are willing to pay for more than just job ads. Offering additional services that support their hiring goals creates a more valuable and defensible business model.

Action for Job Board Owners: Evaluate your job board’s current offerings. Can you introduce branding packages, content creation, consulting, or premium exposure options for employers?

3. Leverage Content to Engage Job Seekers and Employers

One of the biggest challenges for any job board is attracting and retaining job seekers. VERCIDA overcame this by integrating real employee stories and company culture insights into job postings.

Rather than just listing job descriptions, VERCIDA provides candidates with a deeper look into the company’s values, workplace culture, and diversity initiatives. This builds trust and increases application rates.

📌 Key Takeaway: Candidates don’t just search for jobs—they search for employers they can relate to. Providing authentic content makes your job board more valuable and engaging.

Action for Job Board Owners: Work with your employer clients to highlight their diversity efforts, employee testimonials, and workplace culture stories in job listings and on your platform.

4. Address Candidate Hesitation and Unconscious Bias

Many job seekers choose not to apply for certain roles due to assumptions about company culture, diversity, or inclusivity. VERCIDA tackled this by embedding real diversity data, employee testimonials, and employer awards into job postings.

By showcasing inclusivity efforts upfront, VERCIDA helped companies attract a broader and more diverse candidate pool.

📌 Key Takeaway: Job descriptions alone are not enough. Many candidates are hesitant about certain employers due to perceived biases. Highlighting diversity, equity, and inclusion initiatives in job listings helps break these barriers.

Action for Job Board Owners: Encourage employer clients to feature diversity programs, returnship opportunities, and employee resource groups (ERGs) within their job postings.

5. Build Strategic Partnerships for Sustainable Growth

Rather than relying solely on organic traffic or advertising, VERCIDA built key partnerships with recruitment agencies, DEI (Diversity, Equity, and Inclusion) organizations, and HR technology providers to expand its reach.

By partnering with organizations that shared similar goals, VERCIDA gained access to new employer clients and job seekers at a lower cost than traditional advertising.

📌 Key Takeaway: Growth is not just about marketing—it’s about aligning with the right partners to expand your reach and credibility.

Action for Job Board Owners: Identify potential partners in your industry—whether it’s recruitment firms, industry associations, or HR software providers—and explore collaboration opportunities.

Conclusion

Morgan's success with VERCIDA demonstrates that a job board can thrive in a competitive industry by focusing on a clear niche, diversifying revenue streams, and building strategic employer relationships.

If you’re looking to grow your job board, here’s what to focus on:

• Find and own a specific niche
• Offer more than just job ads—employer branding and consulting are key
• Use content to engage both candidates and employers
• Address unconscious bias and candidate hesitation in job search
• Leverage partnerships to expand reach and credibility

Transcript

Martyn Redstone  0:01  

Morgan Lobb, thank you very much for joining me today.

Morgan Lobb  0:05  

Nice to join you.

Martyn Redstone  0:07  

Good stuff. So can you tell me a bit about your background and what led you to start your job board?

Morgan Lobb  0:15  

Yes, so my background originally was on the fringe of recruitment. Many years ago, I was supplying a service to recruitment agency as well and supply them with leads. And that led to a interview with monster.com which was my first entry point into the kind of digital, online recruitment space worked at Monster for about four years, was probably employee number 10 in the London office when they came over to the UK, back in the times where employers would say, Wow, our Staff wouldn't use a job board. So why should we buy our view? We use recruitment agency successfully only to see the job board market just completely explained. It was kind of like the.com bubble of the world at that time, everyone wearing cargo pants and shorts and T shirts to work, thought we were really cool. Then after about two years turning over loads of money, and everyone had to wear suits, suddenly went through Munster very successfully. Really, kind of enjoyed that the time there, and got the bug for that part of the industry. And then some of the the main staff, the senior leadership team, went off and were poached to go off and work at fish for jobs. And we were, I was asked to go and work there. So I left monster, went and joined fish for work there for a while, and then realized that if I could sell fish for jobs, I could sell anything. It was an inferior side. There was no two ways about it, yeah, but still managed to get the sales in. So that kind of led to my experience, and I guess confidence in the market that I could probably lend myself to most things with now, especially. And then I actually went traveling for a year. So I left the UK, went traveling, cultured myself, came back, vowing to never go back into the recruitment industry, only for no one to want to give me a job because I was from the recruitment industry, and then I went to work for an American phone called the ladders, which was kind of an executive hire, and did that for a number of months before I actually lost my job. But that was that was sort of an interesting rise into the world of online recruitment, yeah,

Martyn Redstone  3:01  

so when did you when did you start the cedar then? Well,

Morgan Lobb  3:05  

I started the cedar in January, 2011 just after the birth of my daughter, actually, and I found myself without a job, while still in my probationary period at the ladders, and needed time actually, to look after my daughter for personal reasons. And at that point, I wasn't given the grace of, you know, extra time off. So I found myself in a position where I had a new child, a partner that wasn't very well, a mortgage to pay and no work. And it was that that was the sort of defining moment of, what do I do? Do I go and work for another corporate in the sector? Or do I do something myself? I done something myself many years before, and but I didn't really have any any sort of direction in that. And just at that time, when I was at the ladders, was actually doing some work with the British Standards Institution. They were introducing a new online standard, Bs, double 878, which was about online accessibility. And I put up a task force. And, you know, read with air and monster and CV Library and various others, but at that point, people didn't want to address the sort of lack of accessibility. At the same time, my best man was living with me three days a week, renting a room, coming home in the evening, is quite upset because he couldn't come out to his team at work. He's gay, and it was kind of rattling around, you know, this whole thing about online accessibility LGBT at work. It was really annoying for me, because I was just like, I really felt for my friend. And it was a bit like, how dare they make him feel this way? Martyn. And I literally had a two o'clock in the morning diversity jobs moment. Thought, wow, this is something that could work. And I ran downstairs and I Googled it, and there was the shell of a site up. It was a really bad site. And I just thought I could do something with this. So that was back in 2011 and then, literally, the next day, I managed to find the person who owned the URL. Said to them, I think I could do something with this. Why don't we do something in partnership? The answer was, okay, yeah, fine. It's more of a cottage industry for me. You go at it and we'll split the revenues, and so I did exactly that. I tore down the site. I actually went to Robbie cowling job serve, and he, being the good man he is, actually gave me a gecko site from hot lizard, because he had just bought the company, and they produced a white label job board, and he said, Look, if you know, if you can be a split of the profits, I'll, I'll give you a site for free. And that was it. I built. Built the first iteration of the site, diversity jobs.co.uk, as it was back then, yeah. And I just got on the phones, and that was kind of how it how it started nice.

Martyn Redstone  6:20  

And so that was what, 14 years ago now almost. And, you know, lots changed in the world. We've gone through lots of kind of, you know, iterations from technology, as you said, you know, the name change as well. From you obviously, from a diversity perspective, we've gone through cycles of, you know, from, from, from what I've seen anyway, cycles of differing views and acceptances on, on diversity and and what have you. And obviously, you know, we won't talk about what's going on right now in terms of that across the world, but it'd be interesting to hear from you around kind of what over those last 1314, years, you know what, what have been your your key milestones, your key achievements, you know what some of the biggest successes that you've had with the job board?

Morgan Lobb  7:11  

Yes, I think in the early days, it was the main motivation was that, if I can just survive and make enough money to support my family and not have to worry about the man letting me go or making me redundant. Then I could be self sufficient. Then that's enough back then, you know, it was around if I could make 40, 50,000 pounds a year, then that was it. I didn't really think beyond that. And getting on the phones, I made, you know, my in my first month, I made a couple of sales, and it was like 20k It was 210 1000 pound sales. I was like, Oh, my God, look at this. I'm going to be rich. Actually, this is beyond my wildest dreams, only to then not make another self about six months but, but it gave me enough runway realized that there was merit in it, and people would buy it, and if I had the right story, then I could work it out. So I think initially it was about survival. It then became more of an interest around moving from the job board world into what is the world of inclusion and learning about that. And I'd grown up on council estates in very poor parts of the country, and I'd been in quite diverse environments, because when you're poor, it doesn't care whether you're black or white or gay or disabled, you're only in the same boat where you don't get money together. So it's quite a multicultural melting pot, and I didn't really see differences in people. In that respect, I'd grown up in environments that lent itself to the multiculturalism. So I felt fairness was very important, and I saw that the recruiting industry wasn't very fair. So I think, as I learned through making contacts with people like the Business Disability Forum, the employers network for equality, inclusion, stone wall business in the community, there were these fringe bodies that were supporting workplace environments that were outside of the scope of recruitment, but were interesting spaces because companies were paying to get their support by partnering with those organizations, understanding, going to their events, going into their awards, and eventually becoming a judge of some of those awards. I immersed myself on something other than what's happening in mainstream recruitment, and was able to bring that experience into the world of digital, online. So I think partly the milestones were then moving from the gecko, which at that time wasn't accessible to people with disabilities, understanding I was going to get stick from the mile. Market, because unless I had an accessible site, I wasn't doing it to be fully inclusive. And then moved to job board mount, which was by Aspen technologies, and I then had some high levels of accessibility. Then ported some screen reading tech into the business. And at that point, I started to find myself following an inclusive route, as opposed to a recruitment route, able to leverage all the experience I'd had through monster and the ladders, etc, then tapping into this new world. And what we were doing is we were bridging this space from the world of inclusion and diversity meets online job board, and starting to see sales grow. So I think in the first year there's 100k then year two, 200k It really just it progressed, 300 400 500 it was every year adding another 100k to the bottom line, to the point where I started to realize that the main difference of what I was doing was that in in the world of the corporate being, there are individuals that are from diverse backgrounds, so and they were forming staff network groups, so LGBT group and disability group, ethnicity group, and they were doing really cool things within their organizations. I was limited with my job board that was all about jobs, and, you know, limited content. Google was changing its algorithms to be about, you know, content. And I was thinking, well, crikey, how am I going to how am I just on my own and maybe with a couple of stuff, how am I going to win this war of producing uni content and staring me in the face the whole time was the fact that all these staff network groups were producing content internally that was being shared in internal staff newsletters, realizing as I was getting closer to those groups that actually I could unlock all of that content and push it through the Job Board and really start to connect with the audience. So if someone was looking at a job spec on what was then diversity jobs.co.uk, and they could see that that particular organization had won an award for its LGBT inclusion, or people from black communities were thriving within that sector, that that content was going to make the site much stickier to the user, yeah, and provide a much more authentic user experience. And that's really where the journey from the transition of diversity jobs to the seed started, and starting to use content as the driver, as opposed to come and get a job.

Martyn Redstone  12:39  

So, so the content that's really quite interesting. So, so the content that you were delivering at this point, you know, through facida, that was mainly content that was created by ERGs in your client organizations, and helping you really just magnify, I suppose, I suppose it's almost helping them magnify their employer brand as a place to come to from a from a diversity and inclusion perspective, is that, does that? Does that make sense? You were kind of almost magnifying the employer brand, brand of your of your clients. Well, yeah. I

Morgan Lobb  13:14  

mean, this was back in sort of 2015 and at that point weren't really even using the term employer branded. Of course, we were still kind of looking at ATSs and you know, how that they would deliver jobs effectively. And, you know, broad beam was making great ways, because it started to multi post out to lots of different sites. So I think we were the first to start really leveraging that use of internal content to externalize it as what became the employer value proposition, and that that was at that moment I had that right. I'm onto something here. I was doing about half a million by that point. And then in 2016 I decided that I wanted to stop using a white label site because it wasn't built for content. I needed a platform that actually did the job that I needed it to do. So in 2016 I sat about drawing up a road map for what then became the cedar and I wanted to move away from purely the term diversity, because diversity Jobs was sort of boxing this one area and actually broadening it out. The Cedar for the listeners here, it's an acronym, and it stands for values, environment, respect, culture, inclusion, diversity and accessibility, and it encapsulated more than just diversity, because some organizations aren't very good at diversity, but they've got good values. Yes, other organizations aren't very good at inclusion, but they've got a nice workplace culture. So it broadened the offering out, and it also. And because the seed is not a word in any language, that I could own the IP of it, trademark it, and then monitor its use globally.

Martyn Redstone  15:08  

Fantastic. That's really, that's really quite interesting. And the acronym as well. I had heard that a while ago, but, but it was good to good to get the reminder as well. So, so you know, a lot of the time when, when I'm talking to job board founders, you know their their niche is more around the skills, the the job type, or even the industry, but you've obviously, you know, for the reasons you explained earlier, gone down this niche of of the cedar, we'll call it, rather than just diversity. How do you how do you sell that into a client? You know, I appreciate you've probably got, you know, long term clients that you're providing fantastic value to. But how do you go about monetizing

Morgan Lobb  15:53  

diversity? So the great thing about diversity is it is is it means everybody. So actually, at the point at which I was looking at the market, and there was obvious dominant players, like the monsters, the career builders, the dice, the CV libraries, the totals, the reads, they were all competing together against each other, and knowing that me as a small business, a one man band, I couldn't possibly compete against them. So don't bother trying do something that exists within that space, but to the side of it, and it was a red ocean, Blue Ocean Strategy. They were in red ocean, and I wanted to be in blue ocean. And it was, how could I exist within that environment in a competitive way, but also then tap into that spend? And actually the way that you go about selling it is understanding that there are recruitment managers on one side and then there's diversity teams on the other and actually you would find that often the diversity manager would be walking down the hall and they would bump into the recruitment manager, the diversity manager, we need more diversity. And the recruiting people go, we know that, but we just don't get enough applications from those those groups. And we would then start to approach the diversity teams, and say, look, we've got this website. It's about content. It can actually unlock the things that you are doing as a diversity professional, and then create a bridge over to the recruitment teams. And then suddenly we would get introduced to the recruitment teams that had all this noise going on because there was they were being approached by job boards, by agencies. Why RPOs? Why ad agencies? The whole world was knocking on their door, or we almost got up sort of a back door entry in Hey, look at the cedar. They're doing these great things on diversity, and they're coming up with results. So we weren't necessarily selling the idea of diversity, because it wasn't up to us to educate organizations that diversity is a good thing for their organization. It was more about showing them the way the system worked, the unique functionality that it had because it was built to a very specific job, but then the benefits it would have to the business and how they could see the ROI on that, and it was showing them a measurable ROI, which is, unfortunately, what some of the diverse world has lacked. It's about actually giving them case studies and saying, Look what we've done for organizations that are similar to yours. They've achieved that because they followed this path. Yeah,

Martyn Redstone  18:40  

that's really interesting. And I suppose, obviously, you know, job board is a two sided marketplace, you know, and it's great that you can bring on clients. But how do you how do you engage or encourage or convert diverse candidates into into job seekers on your platform. So find them. How do you target them? How do you bring them in? So the

Morgan Lobb  19:13  

the truth of the matter is, is that job seekers are job seekers, right? And they are diverse because they are the population at any one time. And our jobs are not unique, so the jobs that are on vaccine will be on other job boards. The main differences is the authenticity of the user journey. So when you land on a job on vasida, for example, and let's just say it's JP Morgan, right? And this is just a generalization. I could have picked any organization if I'm possibly a black female marketing manager, and I've landed on the cedar because we've managed to get that traffic to our website for aggregators or through content or whatever land on the job. I. Immediately see it's a brand that I might have a negative association with, because it might feel to me, Well, this is just about white public school boys. Surely. JP Morgan's about the upper echelons. Am I going to fit into this type of environment? Or it might be that I'm an LGBT person looking at a marketing role within a construction company, or whatever the type of example you want to look at. The fact is, is there's psychological blockers that people have about certain brands, industries or jobs, and that is what's led society to have a disproportionate number of people working within certain organizations. But actually, when you look under the bonnet of that organization, and they're doing really great things for that particular community. The problem they face is that it's the de selection of the job seeker. At the moment, they're looking for a job on a job board because they don't have a look under the bonnet. They've just got a job spec, their location and a salary, right with the cedar we take time care and energy to display the diversity information as part of the job advert. So when we aggregate the job over from the client or parse it, or scrape it, whatever you want to call it, from the client side to the cedar, we populate the job with lots of information about the organization from a diverse perspective. So we're talking about their black network. We're talking about their returners program, menopause support, the fact they support vet ex veterans in the in the workplace. But behind it, there are real life, authentic stories of people within the organization that are unlocking that content. So it doesn't become a diversity rainbow flag or a black lives matter. Hashtag, diversity, wash. It's authentic. And what we want is, when the user lands on the receipt of job, they go, Oh, that's JP Morgan, do you know I didn't realize that they had an LGBT staff network. Look at the work they're doing, the awards that they're winning on their internal black network. So it makes an emotional connection that breaks the unconscious bias that the job seeker has. We have to talk about unconscious bias from a employer point of view, but it's about breaking that mindset from a job seeker and getting them to interact with the content in a more meaningful way.

Martyn Redstone  22:19  

That's really, really interesting. I hadn't really thought about this concept of unconscious bias from a candidate perspective. And I suppose you're quite right. You know, when you think about especially, I know you gave the example of JP Morgan, but when you do think about some of the more city based institutions, there probably is this unconscious bias that it's a bit of a, you know, an old boys network, you know, it's very much around, you're only going to get a job there if you're privileged, etc, etc, and so, I suppose that's very, very interesting concept that I haven't really thought about. So that's, that's really interesting around how you convert people.

Morgan Lobb  23:01  

We're constantly bombarded with negative press about this bank's doing that, or that person got the circle. This person didn't get a job, or this community is upset. So job seekers are naturally guarded. We know that job seekers change the name on their CV to be more Western sounding. We know people don't disclose their hidden disabilities through fear of rejection. We know that people from LGBT communities won't come out until they feel psychologically safe, and it's about removing those barriers as early as possible and making an authentic connection through content. Interesting,

Martyn Redstone  23:39  

really interesting. Now I wouldn't be able to interview you without talking to you about your fairly recent acquisition from haste. You want to give us the story behind that as well.

Morgan Lobb  23:54  

Yeah, so we were making waves within the industry, and we were working with lots and lots more companies every week and month of joining the cedar as a vaccine member, and many of those were Hays clients. And actually, we had a conversation with them in the fact that we were working closer and closer with them. In partnership, Hayes were asking us to come in and do pitches with them and give them support and advice. They were mature enough to say, we're not the experts in diversity inclusion. Therefore, it makes sense for us to part of an organization that has got a lot of experience on that. And really it was just through conversations internally that we said we're actually on a raise. We're looking to go for a Series A and the conversation lent itself to, well, actually, we're we're in acquisition mode, and we'd be really interested in having a conversation with you about what you're doing at that time. Time, we'd also launched the seeded consulting, which was a sister company that was helping organizations with things like unconscious bias training and inclusive leadership. And Hayes said that we think this works really well when our staff are asked in tenders and by our clients, what are you doing on diversity? It would really help for them to have a meaningful answer. Well, do you know what we own? The UK's largest diversity website, they've got a million registered candidates. They've got high disclosure rates. It means we can target specific groups, if that's what you as a customer want to achieve. And owning that was a was a kind of a natural progression. So we went in and met the board, and they said, Great, this looks fantastic. We want to buy it. So we said, okay, fine, make us an offer. And they did. They put an offer on the table, on a memorandum of understanding, and for the next number of months, we've started to work on the due diligence to make that happen. And then, as a result of that, we ended up selling the cedar consulting to Hayes, and then now embedded into that environment, superb.

Martyn Redstone  26:11  

So that was just the consulting business. So the job board's still yours, and consulting is

Morgan Lobb  26:18  

Hayes. Yeah, yeah. So Consulting has moved into haze. The the idea was they were taking the job board as well during that process with obviously happening with the mini budget, it took a lot longer to do the due diligence than we had all hoped. Hayes are very heavily regulated. There's a lot of red tape in the organization. And actually, towards the back end of it, Alistair Cox, the CEO, had also then handed it his notice, after I think, 14 years, which wasn't on the road map, that left him without a CEO. And it although we got the consulting arm across the line. It left the tech part in a void, and we weren't able to actually get that part of it signed off, because we needed to wait for them to get a new CEO. That took quite a long time, and during that process, we licensed them the name verseda so they could run the consulting arm because it was trademarked through the job board. And unfortunately, over that period of time, it just went on and on and on. And eventually the whole thing just kind of moved in another direction. We decided to carry on in our direction with vasida, and then Hayes changed the name of that part of the business to a new brand. So they've gone off and now, and now we're free to actually run the cedar consulting, which is quite strange because they bought a business, and now we own the name of the company again, and we're free to kind of trade the vaccine consulting. So it was just one of those anomalies in life that unfortunately didn't, didn't get past where it was meant to get. But do you know what things happen for a reason? Yeah, I own 100% of the business now, and we're back now looking for a Series A and looking at our options as to how we can grow. Because we've never had any investment been bootstrapped since day one, amazing.

Martyn Redstone  28:21  

But actually, it's an interesting story, because, you know, the core of that is that you created a second revenue stream, sister company, like you said off the back of it, and actually, you know, we're able to to sell that part of the business. And so, you know, it's a founders, you know, dream isn't it to be able to build something and sell it and, you know, earn back some value out of all the blood, sweat and tears you put into it, but you still, you're still able to do that and then continue with the core part of the business. I think that's quite, quite a success story, really, when you think about it, like you said, going forward into another potential kind of fundraising round as well. So as we're coming, kind of towards the end of this, be interesting to find out. You know, looking back over, you know, the last 1314, years of your experience in building the cedar, what would you what advice would you give to yourself if you could 13 years ago?

Morgan Lobb  29:20  

Well, that's an interesting question. The advice I would give myself, don't do it. I think, I think the, I think, really, the the advice is, is just, kind of just go with it. I mean, being a being an entrepreneur, in in a world that isn't is uncertain, is it's like it is the roller coaster. It's one minute you're up next minute down. I think it's about the advice I give myself is, don't get too excited in the exciting times, and don't get too down during the down times. Try and maintain. Maintain a level idea of where you want to be and what you want to achieve, and try not to get too carried away with the shiny, shiny, I think consistency and and Steady as she goes is a is a good strategy to have, and don't get too carried away with the latest innovations. I mean, what drives us is we get scared that we're going to get left behind. We're always kind of running to the new thing, hoping that that's going to be the thing that's going to take us to the next level. And actually, if you build a solid business with good intentions at its core, that's what people buy into. And obviously you've got to deliver to the client at the end of the day, and you have to stay relevant. But don't get scared of the new shiny coming along. You're always being told that this thing's going to kill a job board, or that thing's going to kill an agency, or AI is going to kill this. Don't worry about it. Invariably, it never happens. Stay true to your cause, and just try and enjoy what you're doing as much as possible, because otherwise you get too caught up in the stress of it, and that can have a negative effect on your well being. And I think having a enjoying it for what it is, enjoying the learning curves of the of the good and the bad times is what gives you really strong ammo to move forward when things don't go in the direction you hope that they would

Martyn Redstone  31:34  

love that. Love that so, so, so, you know, summarizing that is, you know, stay as as level headed as possible. But through being level headed, you'll probably get more enjoyment out of out of the process. I totally love to agree. So. So finally, you mentioned you're, you're moving into, you know, potential fundraising series, a what is, you know, outside of that, what? What's next for facilit You know, any, any exciting plans, any new features, any any kind of, you know, big goals taking over the world. You know what's going on in 2025

Morgan Lobb  32:06  

for you? Well, I mean, at the moment, we're at 100 members, and we do around a million a year. I think my goal is to get to 300 members with an average order value of around 20k per client. That takes me to sort of circa nine, 10 million a year, and I want to achieve that within the next three to four years. So incrementally, just keep growing our membership base of clients. And I think that at that point it gives me a very profitable, healthy business with a strong acquisition possibility, and then it will be most likely an exit. By that point, I'll have done it for what, 15, 1617, years, and I think at that point it will be time to allow the business to grow beyond me. It'll be, we produce a lot of data, so it'll be a very attractive acquisition for a business, you know, another haze will come along, and I want to work with us on that. So I think, really, that's for me, is, is the goal we've introduced, you know, AI into the platform. Of late, with our new AI agents, that's just going to become the norm anyway, but it's about growing the user base, staying true to our values as a business and enjoying the ride.

Martyn Redstone  33:24  

Excellent. Well, that's a fantastic note to finish on. It sounds like some exciting plans and some really hefty goals to work towards over the next few years. Morgan, thank you so much for joining me today. It's been an absolute pleasure to talk to

Morgan Lobb  33:37  

you. Thanks, Martyn. I've enjoyed it, and we'll just.