Gabe Krajicek Of Kasasa: Lessons I Learned from Last Year to Take Our Organization to the Next…
  • Chad Silverstein
  • September 8, 2024
  • 7:04 am
  • 0 comments
'}}

Gabe Krajicek Of Kasasa: Lessons I Learned from Last Year to Take Our Organization to the Next Level in 2024

An Interview with Chad Silverstein

Build a team you can lean on. When you’re struggling to believe, it’s invaluable to have team members who do. Building genuine relationships before they’re tested creates a strong support system. During challenging times, when you’re unsure if your business will survive, looking at your team and knowing you’re all in it together is reassuring. Even if it’s scary, it feels good to know you’re not alone. But you better have built that connected team before you need it. Because without connection, crisis breaks a team.

This series aims to discuss the experiences and lessons learned by top executives over the past year, and how these insights are shaping the landscape for change and innovation in 2024. The past year has been a time of unprecedented challenges and opportunities, requiring adaptive leadership and innovative strategies. We believe that sharing these experiences can inspire and guide others in their endeavors to drive positive change in their organizations and industries. I had the pleasure of interviewing Gabe Krajicek, CEO of Kasasa.

Gabriel (Gabe) Krajicek, CEO of Kasasa®, empowers community financial institutions with disruptive banking technology innovations and go-to-market strategies, challenging megabanks and new players. Since 2005, he and his team have equipped over 1,000 banks and credit unions with tools to drive new deposits at a lower cost and higher retention rate, resulting in roughly $20B in deposits for partner institutions. Kasasa ranks as the fourth largest bank in branches. Gabe is a recipient of EY Entrepreneur of the Year Central Texas. A Vanderbilt MBA graduate, Gabe led DealerSkins before its acquisition by Trader Publishing.

Thank you so much for doing this with us! Can you share a little about your background and what pivotal moments led you to your current position as an executive?

My junior year of college, I was on the path to becoming a terrible surgeon. I had been accepted to med school at Emory, but my stepmom encouraged me to take an aptitude test called the Johnson O’Connor. It tests all kinds of things, including spatial orientation skills, facility with numbers, memory, hand-to-eye coordination, and more. I scored in the lower 15th percentile for eye-hand coordination, which was obviously a problem for my chosen profession. You wouldn’t want to be operated on by a person that has hands that are worse than 85% of the population!

But the people at Johnson O’Connor said I had all the right marks of an entrepreneur (which I was secretly hoping they’d say). So, I changed all of my electives and eked out a minor in business before I graduated from LSU with a degree in Zoology.

During that time, my dad, who was dying of brain cancer, was in his last year of life. He was an entrepreneur, and he kind of took me under his wing. Together, we wrote a business plan for a company specializing in shoelaces for triathletes in Lake Charles, Louisiana, called Yankz. We raised about half a million dollars for that company.

After about a year my dad passed away and I moved on from that company and went to Nashville, Tennessee, to work at a boutique investment bank called Private Capital Advisors. After four months there, the “.com” bust occurred. early-stage technology fundraising evaporated overnight.

It was clear there wasn’t enough deal flow for me at the investment bank. At the same time, the CEO of one of the companies we had helped put together wasn’t working out. I knew the investors and they asked me to step in. I thought that option was better than being laid off (by a lot), so at 22, I became CEO of DealerSkins, a company that built websites for car dealerships, and that’s what put me on this path.

What were the early challenges you faced in your career, and how did they shape your approach to leadership?

During my time at DealerSkins, two key stories stand out. One was that the founders of the company were about 10 years older than me, while they were wonderful guys, they did not like me being there. Because here I was, this 22-year-old kid, who is a 30-something-year-old’s boss that was put here by the investors, without much knowledge of the industry and a Zoology degree. I am sure they’re thinking, why in the world is he our boss? And it was only because the investors liked me, so naturally, the founders hated me — and that was a tough environment to work in.

Now, being so utterly ignorant is not a normal way to run a business. You’re not supposed to be the CEO when you hardly know anything, especially when it comes to how to run a business. Typically, the CEO either knows the industry or how to run any type of business. At that time, I didn’t know either.

But there was a value that became very important during my time at DealerSkins, and it carried over into my work with Kasasa, which is that the best idea should be the most buoyant. My job as the CEO is to help it float to the top. So, while I didn’t have a lot of ideas, seeing as I had really never run a company before and didn’t know how to do anything, I knew that the ways to do all the things were in the heads of the limited number of employees we had. It was my job to figure out: 1) How do we get everybody to play on the same team? and 2) How do we get those ideas out into the open and be embraced by everyone and to stand behind? To get into that environment, it forced me to level up a lot of those soft skills, ones that other leaders may have had the luxury of not relying on as heavily because they actually knew what they’re doing.

The other thing that came out of that was my first investor presentation. Now, you have to know that I was a nerdy kid — the one who always wanted to know all the answers and was raising his hand in class, annoying everybody.

Imagine that nerd going into his first investor presentation, and at this point, I have only written my second business plan. The first was the one that I wrote with my dad for the shoelace company. This was the first “real one” that I really worked hard on by myself. I was so proud, it was 40 pages long, the colors all matched, and I had built these really cool projections, with all the fancy Excel stuff.

Soon I was prepping for our first investor presentation. I remember having this nerdy, straight A mindset. I thought to win the “game”, all I needed to do was know all the answers on the test. So, I memorized that business plan, darn near every word and number, and that was how I was going to crush my first investor presentation. I felt confident, in control. This was just like going to organic chemistry finals and I knew the material cold.

The meeting began. The investor asked his first question… “Tell me about your business.”

I had no answer to this question — nothing memorized to say! Do I recite the executive summary? No that would sound ridiculous. No, He just wanted me to tell him about the business, which was this very human question. One I didn’t know how to answer.

My throat closed up, and I could hardly breathe. It was like in Star Wars when Darth Vader choked out a guy with the force on the Death Star! I literally could only make clicking noises out of my throat, and my felt my face on fire as it turned bright red. Not a great first showing as CEO.

In that moment, it just hit me how “dumb” all my book smarts had made me.

The chairman, who the man from the investment bank that had put me in this role, took over the meeting. As were walking out, he asked me, “how do you think that went?” Obviously, I said it didn’t go very well. But he actually said, “Don’t worry about it. We’ll have a lot more meetings and you’ll get better.” And I did.

The next year, through the ongoing wake of the “.com” bust and September 11, 2001, we held at least 50 investor presentations trying to get DealerSkins funded. Our business was building websites for car dealers and nobody wanted touch it. I got really comfortable being told “no” but also getting through an investor presentation with questions that weren’t the academic answers. I learned to answer to the human side of things, and that was a big, eye-opening lesson learned, which the more I’ve been successful in business, the more I’ve understood.

The more you rise up the levels of success, more of the challenges become the challenges of people, and not the challenges of “can you memorize your business plan and make all the colors match?”. It’s much more about whether or not you can sit down with a real person, look them in the eye and help them understand how committed you are to that plan. Because that’s really more of what they’re testing and expecting from you.

We often learn the most from our mistakes. Can you share one that you made that turned out to be one of the most valuable lessons you’ve learned?

It’s not hard to make mistakes! As a leader, I’ve made a few expensive mistakes, including a product we had called “Kasasa 360”, and I won’t bore you on the details, but it was a personal finance management tool, which at the time was really cool and a lot of companies were doing that. So, we brought out our own take on it, thinking that we had a really great strategy. Smaller companies were successfully building competitive products and launching them faster than us. So, we were highly motivated to catch up. We built a big team and put all these resources behind it — sparing no expense, whatever it takes. That was our approach. If it falls behind, push harder with more resources. But we just could not get it to go forward. The team would cite all these complexities, and we would get confused about all the complexities, and there were a lot of disagreements about how we would move things forward. Ultimately, that product ended up being a failure. We had put more people and more money behind it, but that didn’t help.

I’ll juxtapose that experience of learning that “more money, more people, and more resources” is not always better to similar challenge we were having last year, in 2023.

Our team was remote, and we were working to progress new products out of software while going through a reduction in force. Our team was smaller so we were working with less people, but our deadlines were stacking and we were not hitting them. I pulled together Chris Cohen, Chief Product Officer, and Keith Thompson, Chief Technology Officer, and we decided that we needed to do something different if we want a different outcome. So, we brought the whole team back to the office, and started having the product and development teams come in to the office. Everyone who could come to the office was required to. We gave them an almost unrealistic deadline. I mean, it really was. It was intended to be motivating and inspiring, like they knew no one was getting fired if they didn’t hit it, but we set a very aggressive deadline. We got the team enrolled in the idea that this can be done and we can will do this…like, it could be fun to stop missing deadlines! We pumped them up to believe it would be exciting to be the heroes to the company and come back with what we needed, on time or even deliver it early. With conviction, we inspired them to believe they could do it.

Sure enough, that small but mighty team hit all those deadlines and set off a product release streak. They are a huge reason our sales projections are the strongest they’ve been since COVID, with all the new products that we’ve got coming down the pipeline. That little team, who came in with less resources, abandoned a lot of traditional processes that had slowed things down, and they just got really real about what had to get done and who are the people that can get it done. They didn’t care about titles, they just kept executing, and they did a fantastic job. That team is directly responsible for a lot of the success we’ve had.

When I compare those two scenarios, and what I’ve learned from that is that when I face a big challenge, the solution is almost never to throw more people at it or to generally understand the problem. The solution is to explicitly understand it — I mean, really, really clearly — so you know exactly what you need to do, narrow the focus and the definition of the problem, and then get the minimum number of people necessary to solve and rally around that problem. The small and hyper-focused team will run circles around a much bigger team that doesn’t have that clarity.

And I wouldn’t have done it that way this most recent time around had I not done it the wrong way first.

As an executive, how do you define success, both personally and for your organization?

Success personally and professionally intersect but they are very different. Personally, I have this idea that I think about all the time, and it is that my life is like a movie — The Gabe Krajicek Movie, and I’m the star. I also get to decide what kind of movie this is going to be — like a “comedy drama” — and I want to live in a lighthearted universe that has serious but exciting things happening. Now, I also want to be the character in that movie that the audience wants to cheer for.

And that means that at times, I don’t know what I am going to get. In fact, I need to surrender to the outcome, which I can’t really control, and instead focus on who I am in this scene of my life…right now. For example, imagine a movie scene where the hero is confronted by a dragon that intends to destroy the village. You as the viewer don’t have to know whether or not the hero will succeed in his fight with the dragon to know that, in that scene, we all expect the hero to stand up for the village. Sometimes characters do all the right things and they still have a sad ending. But if you knew in the movie, the only way the character could avoid the sad ending is to do the wrong thing, it would break the character to the audience and you don’t want that. Nobody wants the last scene of the movie to be the hero safe on a mountain top while the village burns. The audience would rather the character find a way to work it out with grit. So, if my life is like a movie, my goal is that by the time I die, my character’s story has ended in the way the audience goes, “Yeah! That was badass. That guy was all in! He loved life! That was beautiful.” And hopefully I save the village too.

But in business, it’s different, because the outcomes matter. The business is the village. I don’t get the luxury of merely saying, I only have to show up and be my best self. It’s my job to turn that into business outcomes.

That said, the most powerful lever I’ve discovered as a CEO to change the tone of a team is how I show up. If I was in a movie and the character was the CEO of a business, and he really wanted to see the business succeed, and he believed in his business, what would say to his team? To create that sense of belief, he might say things like, “I believe in you” and “we can do hard things”! You would sense that he truly believed that organization was going to be successful in creating results for clients that they consider more valuable than what they paid for. That belief is contagious and while belief alone is worthless without committed execution, you won’t get much commitment to execute if people don’t believe.

When you combine those two kinds of mindsets…focusing on “outcomes” vs. focusing on character, what you end up with is a high degree of rigor and love. And I think when you combine those two things together, you have the formula for the highest culture you can build. It’s the kind of culture where we all know we’re accountable to the real world. We all know we’re trying to do something that’s really hard. And we all know that at the end of the day, no one’s going to give us a participation trophy. Either we all make it and we build a company that someone’s going to buy, it’s going to be amazing, and we’re all going to celebrate it together — or we’re going to fail. And those are real stakes that you have to take seriously, which means rigor and accountability matter.

But we also want to build a culture where, hopefully, we as humans remember that we are working with other humans. Outcomes aren’t guaranteed. The only thing we control is how we show up…who we are as characters in this movie of life. That’s why we treat each other with kindness, and love is a core value. We wouldn’t want people watching our movie and saying that we’re a bunch of jerks and they hope that we don’t win. We want people to say that’s a team who loves each other and has each other’s backs. They are trying their very best to be their best, and I hope they win.

Rigor is accountability with high but achievable expectations, and love is the context that makes those high expectations tolerable. If you have a business without love, it’s really a terrible place to work. But if you have both, it’s awesome, like being on the best sports team trying to win the championship. Building the team culture with high rigor and love, tremendously boosts the odds of our success in the end.

Reflecting on 2023, what was the most unexpected challenge you faced, and how did you navigate it?

It was the decision to move the company back to an in office working environment. I know that it’s not a popular decision, and we had hired a lot of employees remotely during the pandemic. Now we were asking people to consider moving to Austin, who didn’t ever plan to take an in-office job, and we knew the average employee would rather be at home. You know, I have two kids and one on the way, and it was so cool to be with my kids when we were working remotely, and I honestly hated the thought of taking anything like that away from our employees.

I had to really think about why would this be the right decision or why would it be the wrong decision, and why does it matter. Ultimately, it came down to seeing that when we had moved the product and development team back to the in-office setting they were kicking so much butt! I was like, man, that’s cool. And then I started thinking back to the culture we had before the pandemic. And while pizza parties and breakroom snacks are probably not enough to offset all the things that might have sucked about returning to the office, what those things do is foster human connection. That’s a real experience you cannot get virtually. So, we had Beer:30 on Fridays, and people would hang around, play pool or other games, and they would be building human connections that would manifest themselves the next week. For example, if a ticket came through, instead of forwarding it over email, a person may have been hanging out with the other the previous week, so they could walk over to the other’s desk and personalize the urgency and appreciation of acting quickly to resolve it. As the solver of the ticket, you would feel better that you were able to help that person versus just finish a ticket. You don’t necessarily get that feeling working from home.

And for the type of work were doing, which is complex and often changing, it was proving to be very difficult to coordinate that change quickly across teams. Facilitating meetings was often more complicated than it should have been. If everyone was in the office, they could just walk down the hall and talk to each other.

That all to say, we made a decision that it was right for us. We know that environment is not going to be a fit for everyone, but it will be the right fit for the right person. We can the best place in the world to work for that certain percentage of people. It’s an environment of high-intensity, but if we hit our numbers, we’re all going to share in the rewards. We’re looking for a big transaction relatively soon taking us to the next level so it is like working at a startup but with a lot more security. And if you enjoy that workplace, you want to really get to know your team, and Beer:30 sounds like a fun way to spend an afternoon on a Friday, this could be the best place in the world for that type of employee.

What was a significant risk you took this year, and how did it turn out?

Of course, going back to the office was the biggest risk we took this year. We’re still in the process of remodeling the office. Right now, people don’t have a spot that they can claim is theirs yet because we don’t have enough seats for everyone. But we’ll have everybody sat in the office with assigned seating in just a few weeks. And you can tell that the people that are coming in the office are happy about it. I’m receiving lots of unsolicited positive feedback from employees saying that it is nice to see people and their teams are working together faster.

How has your company’s mission or purpose affected its overall success? Can you explain the methods or metrics you use to evaluate the impact of this purpose-driven strategy on your organization?

I have always had a purpose-driven mission, so it’s difficult to know if our approach has been more successful than if we hadn’t had that. But our purpose has always been clear: let’s save community banks and credit unions.

When Don Shafer recruited me to BancVue, now Kasasa, to help save community financial institutions, I initially didn’t understand the importance. My experience with needing a critical loan from a local community bank, which saved my previous company, DealerSkins, highlighted how crucial these financial institutions are for business owners. Many entrepreneurs and business owners would not have careers without being backed by a local community bank or credit union.

This realization drove my commitment to BancVue / Kasasa, knowing that many entrepreneurs depend on community financial institutions for financing. We’ve built products to support these institutions and their consumers, creating mutual benefits. We measure our impact by the $20 billion in profitable deposits we power for our clients and the $3 billion in rewards paid out to consumers. And those deposits are extremely profitable for the institutions, likely twice as profitable per account on average, compared to a free checking account. Our low attrition rates show consumer satisfaction, and these efforts help community banks and credit unions compete against larger financial institutions. A win for the consumer and a win for the financial institution creates long-term and ongoing profits, and strengthens the value of community banking.

Have you ever faced a situation where your commitment to your purpose and creating a positive social impact clashed with the profitability in your business? Have you ever been challenged by anyone on your team or have to make a tough decision that had a significant impact on finances? If so, how did you address and reconcile this conflict?

I honestly think the answer is no, because in some way, I’ve always stood by the value of “love your employees”. My professional mission has been to prove that companies with love as a core value outperform those that don’t. I don’t have a way to scientifically prove it or any research study going on, but I’m committed to having love as a core value.

That means taking care of your employees the very best way you can, but it doesn’t mean that you don’t have layoffs. Sadly, it happens. But it means that, when it happens, you remember that you’re laying off people and not just positions. You do your best to take care of them and be thoughtful about trying to not let it happen again.

At Kasasa, we’ve got a Love Fund, which started many, many years ago, when someone came into the office and stole the receptionist’s purse. We tried to chase down the guy but couldn’t find him. Unfortunately, she had about $300 in cash in her purse as she was going to drive to visit her mom that day, so we went around to everyone in the office and asked if they would pitch in what they could. We raised her probably $500 that day. She was so emotional and grateful, and it seemed such an awesome experience to me. I thought that we should create a program that could continue to help other employees in need, so we started the Love Fund, where employees can give a little bit of their paycheck if they choose and the company matches percent of that. We’ve had a significant matching program in place as well to contribute to the Love Fund since its inception. And while I can’t mathematically prove it, I’m certain it has boosted, not reduced, our overall profitability. When you factor in the employees’ sense of belonging, which turns into higher levels of work, productivity, and commitment with less turnover, there’s no doubt we’re “in the money” on this investment.

There’s so much room within the context of being wise and trying to grow a profitable business to have things like the Love Fund that create social positivity and there wasn’t a conflict to do that. It was aligned with our mission to love our employees more, which is going to help us recruit and retain more employees. This is going to help us retain our employees because it is the right thing to do. I love seeing people get their problems resolved because the company had the means to do help and a system to make it happen. No doubt that it has had a positive ROI for our company.

We have also chosen not to do the wrong thing. There were times where, within our contracts we were not liable for something, but we really know we screwed it up so we paid for it. But is that because we’re altruistic or because we want the renewal at the end of the contract term? So, I think I’m a pragmatist at my heart, but I’m a pragmatist that has love as a core value so I don’t see these things in conflict. I’m trying to do the right thing everywhere I can and also make that the profitable thing.

Could you list the top five things you’ve learned in 2023, with specific examples of how these lessons impacted your decisions or strategies?

1. If I stop believing, others might stop believing. If the CEO isn’t feeling it, that energy is contagious — and that can be a hard part of the job. The number one job of the CEO is to authentically believe and share that belief throughout the organization.

2. Build a team you can lean on. When you’re struggling to believe, it’s invaluable to have team members who do. Building genuine relationships before they’re tested creates a strong support system. During challenging times, when you’re unsure if your business will survive, looking at your team and knowing you’re all in it together is reassuring. Even if it’s scary, it feels good to know you’re not alone. But you better have built that connected team before you need it. Because without connection, crisis breaks a team.

3. Acknowledge that your team has a choice. As the CEO, you sit in a vulnerable position. At any moment, an employee can believe the company is not worth their time and they will leave. It’s important to take pride in the team who is resilient and has rallied to support to the organization’s goals. To see employees “chose in” to the team is a magical feeling.

4. Rebuild the team around a kernel of excellence. The answer is not always to hire more people right away, but instead to invest fully in first creating a world class team. Start small and focus on creating a kernel of excellence. Once you’ve defined the model for success, then, replicate, replicate, replicate! Our company’s sales performance and projections are on track to exceed, potentially double or triple, from previous year with a much tighter, smaller, well-trained team. And now we’re beginning to scale.

5. Generic expense management — It’s not sexy, but hyper-scrutinizing things like monthly recurring fees or unnecessary software licenses, which all add up. If you can cut out items like these in the budget, you are left with additional funds to hire more talent. I’ve been shocked by what can get overlooked.

How have these top five lessons from 2023 changed your outlook or approach for 2024?

For the first one, sales are doing really great so it’s a lot easier for me to sustain faith when contracts are coming in. Honestly, I do think 2024 is just more of the same. We are very narrowly focused on what we need to get done, and we don’t have a bunch of rabbits to chase. We’ve got a very clear product roadmap and sales goals. We want to keep doubling down on building the culture back up to its award-winning levels and make it better than it’s ever been while continue to serve our clients and maintain costs. We don’t need to try and reinvent the wheel, instead, we will continue our pipeline of innovation.

As a leader, I will continue to have faith in myself and the team, lean on my team, have resilience and maintain high levels of excellence.

In terms of innovation and adaptation, what’s one change you implemented in 2023 or plan to do in 2024 that you believe will be crucial for the future of your business?

This year, we decided to invest in integrating real-time, omni-channel, consumer-facing user experiences for all of our products. Previously, we only communicated rewards via email without a dedicated interface for users. With the launch of our new lending product, we needed to show the user interface to the end consumer. This led to discoveries of how we could use that new capability to augment the service we provide for millions of consumers in other existing products. This new, user-experience-first approach dramatically reduces our cost for new feature development and takes full advantage of our years of experience creating the backend data connections that enable these new capabilities. Net-net, it means faster delivery of new value for our client financial institutions and their end consumers. Lets’ go!

As a leader, how do you foster a culture of continuous learning and improvement within your team or organization?

Our company values continuous improvement, which is integrated into our planning and hiring processes. We foster a culture of supporting our employees who take the initiative to learn and innovate. We hire people who naturally strive for improvement. Self-starters or those with a growth mindset don’t need a structured program; instead, they actively seek opportunities, like resources, seminars, and conferences, to grow. We are highly responsive to support these proactive employees by providing the necessary tools for improvement.

We emphasize a culture where self-improvement is driven by personal ambition. Though, some people may hesitate to improve due to low self-belief, questioning if their efforts will be noticed or make a difference. I hope that our company’s leaders will encourage confidence and a belief in the value of personal growth so that our employees see the return on investment in themselves. The mindset of having more skills leads to better performance which ultimately benefits both the employee and the company.

Looking at the broader industry landscape, what emerging trends do you think will be most influential in the coming year?

From the banking and finance industry perspective, during times like now with high interest rates, our clients see even more value in the low-cost alternatives we offer for driving core deposit growth. And low-cost liquidity is our proven “sweet spot”. With $20 billion in deposits and decades of experience, we know how to make our financial institutions (FIs) more profitable as long as they need deposits. Historically, when FIs don’t need deposits, our business slows down a little, but current high rates mean strong demand for lower cost deposits, which keeps business thriving.

But what happens when the market flips and Fis aren’t deposits hungry? That’s why we’re so excited about the new Kasasa Take-Back Loan feature, which makes lending more profitable in any economic environment. It’s the best product we have boasting the highest consumer satisfaction scores (60–70% NPS) of anything we’ve ever tested. Best of all, it really explodes in its value for both the FI and the consumer when rates start to dip south. So, now we have strong offerings regardless of market conditions, whether FIs need more deposits or loans.

If you and I were having a conversation one year from now, and we were looking back at the past 12 months, what specifically has to happen for you to be happy with your progress?

Honestly, we don’t need any miracles to occur; we just need to maintain our current sales trajectory, client attrition, and satisfaction levels. We will continue to deliver products that are a part of our established roadmap. It’s not about creating new momentum, but building upon the existing momentum and moving forward better and better. The real opportunity to upgrade our company lies in attracting top talent and building a team of the best, boldest, and brightest employees. We want to hire individuals who thrive in a vibrant, high-stakes, high-reward, and highly collaborative in-office environment in Austin, Texas.

If this may be you, you can check out our open roles at www.kasasa.com/careers

How can our readers further follow your work or your company online?

You can find me on LinkedIn at: https://www.linkedin.com/in/gmkrajicek/

Visit us online at www.kasasa.com and follow us on all the social platforms!

This was great. Thanks for taking time for us to learn more about you and your business. We wish you continued success!

About the Interviewer: Chad Silverstein, a seasoned entrepreneur with over two decades of experience as the Founder and CEO of multiple companies. He launched Choice Recovery, Inc., a healthcare collection agency, while going to The Ohio State University, His team earned national recognition, twice being ranked as the #1 business to work for in Central Ohio. In 2018, Chad launched [re]start, a career development platform connecting thousands of individuals in collections with meaningful employment opportunities, He sold Choice Recovery on his 25th anniversary and in 2023, sold the majority interest in [re]start so he can focus his transition to Built to Lead as an Executive Leadership Coach. Learn more at www.chadsilverstein.com

Gabe Krajicek Of Kasasa: Lessons I Learned from Last Year to Take Our Organization to the Next… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.