FuseMe is a digital business card that helps you maintain a professional effective network. The relationship between the people around you are building on a face to face event because the only way to use the app is to have your phones next to each other while transferring your resume. Created by the FuseMe team, the goal of this state-of-the-art app is to build open relationships for career improvement and social alliances through, which is also a convenient platform which you can use to integrate your professional and social life.
When you download the app, you upload personal information about you and your social media accounts to your FuseMe profile. This includes Facebook, Instagram, Snapchat, Twitter, LinkedIn, Venmo, email and phone number, along with your education and work experience.
It takes your offline relationships and brings them online to integrate with your Applicant Tracking System, Customer Relation Management or other files such as organizational spreadsheets. Employers use this app to develop younger potential talents, do away with resume scanning and at the same time maintain updated their databases with no effort. Every corrections or updates made on your resume or such as address or contact information, it also updates directly in your FuseMe Bucket.
The FuseMe Bucket is the solution to the tedious process of filling online applications after job fairs, sending emails of applications, reminders with no guarantees of return on their recruiting efforts. Instantly, after fusing with a potential recruit, you go from conversation to application by having a direct access to the application link because FuseMe immediately updates or syncs the information in your FuseMe Bucket.
Also included in this topic
Saving time and money by using FuseMe app
Speed up your recruitment process through FuseMe Bucket
Maintain and update your database with no effort
Auto-building the FuseMe Bucket
Building genuine relationships that speed recruitment
Mike Kelly: Welcome to Startup Competitors podcast. Today we have Brodie Meyer, who's one of the co-founders of FuseMe. Brodie, welcome to the show.
Brodie Meyer: Thanks, Mike, I appreciate it. Happy to be here.
Mike Kelly: Why don't we start with a quick pitch for FuseMe.
Brodie Meyer: Cool. So I think the best way to pitch FuseMe is kind of our story, where we first started, and it's usually how I run through it with people. FuseMe is a replacement for business cards and resumes. It started with this theory that if you constrain two people to meet face to face initially, it's going to turn into a more genuine relationship and a more effective network, long-term. Effective meaning it's going to turn into jobs, internships, new business. The way we put that theory into a mobile application is the only way you can connect, or fuse, with somebody is if you hold your phone next to their phone. So they're constrained to meeting face to face.
Brodie Meyer: Well, the first like application of our application happened to be at college career fairs. I went to Butler University, studied economics there. I went to Purdue through IUPUI, studied mechanical engineering. Anyway, at Butler, the career service team let us try it out at a career fair. All the students came in with FuseMe on their phones and all of the employers came in with FuseMe on their phones, and instead of the students handing over a paper resume, they walked into the fair, held their phone next to the employer's phone at each booth and fused. Fusing gave that employer access to the student's resume, contact information, et cetera. They could take notes on that student right there about the conversation, and it started, you know, we saw at our first event, it went pretty well.
Brodie Meyer: Well, afterwards, we started tracing that data and seeing are we proving this effective network? Is this actually working? After the first career fair, there was a 59% followup rate from employers of students and a 47% followup interview rate. We gave this data back to Butler. They were like, "This is awesome. Let's keep trying it and rolling it out at other events on campus." And honestly we were kind of shocked at the results that we got, because again it was just a theory initially, but went pretty well. From there, we started to scale it to other small schools around Indiana, pitched it at the CCCC career services, little group, and some of the career service teams really liked it and picked it up. We tried it at Wabash, Franklin, University of Evansville, just schools in that organization.
Brodie Meyer: And it kept rolling, kept rolling, and we didn't really ... we couldn't find a way to make money with it, because it was a free mobile app. We started giving universities data reports, and the data was really interesting because it shows you how well students are sharing their resume, how well they're connecting with these employers, if they're following up or not. I thought, okay, this is a way for us to generate some revenue, because it's data they never received. Found out pretty quickly that career service teams don't really have the budgets per se to help us create a sustainable business, which was really frustrating, initially, because we put all of our power and time into building out these data reports, and I mean we were kind of just out on our luck.
Brodie Meyer: Something pretty cool happened about four months ago though. These employers that kept seeing it at career fairs around the state, you know, they found some value in it, using the free app, and we got a phone call from a recruiter over at Geico and they had four recruiters that had used it and seen it in the past at the different colleges and whatever and they said, you know, "This is cool, but how do we aggregate all of the fuses or all of the student resumes into one nice platform?" And we said, "Well, we can build that. Would you pay for it?" I mean, that was the start of we think we have something here that we can actually build a business around. We got a bunch of different employer partners on around the city this summer. My brother moved in to our house and we started building out this platform called the FuseMe Bucket. We call it the Bucket because-
Mike Kelly: The Bucket.
Brodie Meyer: ... the Bucket, yes. We call it the Bucket because you send your recruiters out, they fuse with students, and then those fuses go into your Bucket. So you're filling up your Bucket with-
Mike Kelly: It's not flattering if you're the student.
Brodie Meyer: ... No, not at all. But, filling up your Bucket. Since then, we started to generate a lot of interest from employers looking for talent, other universities around the state that we're ... this week I have six meetings with big, big universities, so hopefully we can start to scale the bigger ones. Then on the employer side we're figuring out this sales process. It's taken a little bit of time but starting to move. We just got TechPoint on as a client and-
Mike Kelly: Congratulations.
Brodie Meyer: ... Thank you. Thank you very much. Learning how to work through the contracts and ... the first one we sent over there, it was terrible, and they tore it apart and we had to stay up pretty late to try to figure out, you know, what all the issues they had with it in order to fix and then give it back. We're working with Al over there, Fran, who is really cool. They've been awesome since the beginning. Al has used it at career fairs and this year I'm really excited to see how they use it. Yeah, that's pretty much where we're at.
Brodie Meyer: We actually, we raised a round of funding this summer as well. Once we knew that we were going to start to bring in some customers and we pulled on ... after actually talking to Mike about ... a lot about how to go about finding investors and things of that nature. He was really instrumental in teaching us not who to go after, essentially, but strategically how to approach finding financiers. We have 10 investors and all 10 of them are very strategic and their networks are large and that was our goal, to find people that could really, not just help us with capital, but to help us expand our network and to grow the business.
Mike Kelly: Awesome.
Brodie Meyer: Yeah, sorry, long-winded story, but.
Mike Kelly: It's great, we actually hit the second part, which is current status. You gave a ton of current status on there. So I don't even think I need to ask that. That's a great story.
Mike Kelly: Real quick, what does it mean to fuse? So like what is actually happening behind the scenes when a fuse occurs? Is it just like a PDF resume from the student going to whoever they're fusing with and then the ability to take notes and stuff like that? Or what is within the network that's being built out?
Brodie Meyer: So fusing is actually ... we wanted to maintain the cloud-based component to our technology so that any time a student updates their resume or contact information it updates on the employer's end. The way that we do that is, instead of it being actual transferring of information, there is ... the fusing piece kind of grants you access to that person. I don't know how deep I can go into the technical process of it because we actually just found out that it's patentable. So we're working through a provisional patent right now and really excited, like got us very pumped up. We had no idea. We knew it was ... it's all my brother, built out the fusing technology, and ... I mean, years ago, in our house, and we didn't know it would ever get to this point. We just thought, you know, we just got to keep building out the business, but it seems like we'll have some IP as well.
Mike Kelly: Cool. Awesome. All right. We won't pick at that any more then. Connection technology, pivoting to large employers to help them with their college recruitment processes, current status, just landed a couple of key accounts, active in the sales process, closed a round of funding. How many fuses have occurred on the platform? Do you know that?
Brodie Meyer: I don't know total amount of fuses, but I know the last event we did was a Indiana INTERNnet event with Mike Slocum, and there was 500 unique fusing experiences at that event, so it was a pretty good one. I don't know if that was our best one. I think there's been some career fairs that had a lot more, but for the amount of people there, there was like a 100% adoption rate and it was awesome.
Mike Kelly: Dude that's legit. Nice. Interesting that going into a event like that you could actually get everybody to download the app in advance. How do you do that?
Brodie Meyer: So it starts with, we have some pretty good marketing materials for an organization to explain what it is real simply. Those don't always ... those aren't the kicker, those don't really convert to downloads right away, it just informs people. Then once the event begins, we have kind of our own little process at these events to make sure that it happens. Once other people start seeing fusing occur, downloads just ... it's like a little bit of a virality in a physical space. We're seeing some virality with watching people go around and fusing, and they say, "Oh, what the heck was that?" Download, good to go, and they're fusing.
Mike Kelly: Nice.
Brodie Meyer: We're off to the races.
Mike Kelly: So you're physically at all the events?
Brodie Meyer: Not all of them. Some of them, which is not scalable.
Mike Kelly: That was going to be my next question.
Brodie Meyer: Yeah, but one thing that we're learning is that the more that we're doing these like un-scalable things to figure out every step of the way, it's allowing us to figure out what is scalable in that process, and we're getting to a more refined approach where we're not even worried when an event starts to come up, we know exactly how to handle it. The pieces that we don't need to do, the pieces that we do need to do, and it's a continual refinement of that process.
Mike Kelly: It's very Masters of Scale-
Brodie Meyer: Yes.
Mike Kelly: ... idea.
Brodie Meyer: Yeah, yeah.
Mike Kelly: Well said.
Brodie Meyer: That's a, or what was it? Chesky, Airbnb?
Mike Kelly: Yeah.
Brodie Meyer: I think they were talking about un-scalable things.
Mike Kelly: It was in that episode that they laid that out, yeah. All right. When you think of competitors for FuseMe, who or what comes to mind?
Brodie Meyer: It initially was anything with any sort of networking capability. Facebook, LinkedIn, Twitter, Instagram, all the above. Until we started to really hone in on being that in-person networking application, which all of those platforms I believe have something. I know LinkedIn has one, an in-person application to it, but. So basically we're looking at competitors that do events, that stimulate any sort of relationship forming at those events.
Brodie Meyer: What makes this a little different than some of those events is a couple of things. Number one, the only way you can connect is if you hold your phone next to another phone, which eliminates, again, eliminates some scalability, but also creates what we believe is a more genuine relationship. You had to have met that person.
Mike Kelly: What's the range on that?
Brodie Meyer: The range is six inches.
Mike Kelly: Six inches. Wow, okay. So you really do have to hold it right next to each other.
Brodie Meyer: You really do, to enforce that face to face. That's one constraint that, succeed or fail, we are going to hold onto because it's a core belief. We really believe that meeting that person face to face generates some sort of a different relationship long term, and we want to be the people with that data.
Brodie Meyer: The other piece that differentiates us is our approach. Our distribution model is at college career fairs or recruiting events where there's an employer and student relationship currently. We do not ... we've been approached by other companies that hold events for salespeople, or conferences or things of that nature, which I know there's other companies around this city that are very good at that. One that just got a massive financing round. But the way we differentiate ourselves away from that is that model of distribution through schools, in that relationship between the student and the employer currently.
Mike Kelly: Why is that so important to you?
Brodie Meyer: Which aspect? The having to meet face to face?
Mike Kelly: Not even having to be face to face, but like why not do, I mean, because you could still do in-person at an event, a sales event, at a conference, right? With people who aren't students and aren't employers. Why the focus on that relationship?
Brodie Meyer: So one reason, because not everyone's doing it. I think this is a area that we ... I mean, I haven't found competitors. There may be some out there in different areas of the country, but for right now I know in the Midwest we're very ... that narrow focus helps us refine the approach and when we go into any university event or any recruitment event we know exactly what we're doing, and it took a long time to figure out that process. If we can continue to scale that process out, we can be absolute masters at that initial student-employer relationship at in-person events.
Mike Kelly: I love that answer. I was having breakfast with Jason Becker earlier this week, and while we were talking, he was giving me an update on one of his businesses and he mentioned a whole strategy change after reading a book called Niche Down, which I just purchased. It's on my nightstand, I haven't read it yet, but it's in my to-do list, but the whole premise is basically as you look at a market, your job as you think of product is to get smaller and smaller and smaller, right? More and more and more focused, right? So you just keep niche-ing down until you hit the core customer that you feel like you can scale with. What you just described is kind of that, at least as he described the book to me, is kind of that process. So I'm super excited to read it, and so I think your answer was great. It's an answer that he has used in one of his businesses to be ridiculously successful in the short term. So that's cool.
Brodie Meyer: Thank you. That book sounds awesome too. I want to-
Mike Kelly: I'll hand it over to you when I'm done with it. It's pretty thin, so I'm hopeful it's going to be a short read.
Brodie Meyer: ... Perfect.
Mike Kelly: Might knock that one out in a week.
Brodie Meyer: Perfect.
Mike Kelly: All right. Sorry. I cut you off.
Brodie Meyer: No. No, no worries. It is difficult. That type of focus is ... I'm already feeling it. We're a four-person team and small company, but we get new opportunities thrown at us daily and it's hard to say no to them, but I think it's very important. We get new opportunities thrown at us from investor, you know, people that have helped us tremendously. I mean, we know that we need to be very focused on this initial piece. The way I keep saying it to our team is we've got to sell our books first. Meaning, Jeff Bezos, Amazon was not, you know, this massive, massive company initially, they sold books. So for FuseMe, we've got to sell our books first. We have to get this student-employer relationship right first.
Mike Kelly: I love that. Got to sell our books first. That's good. Talk to me about where you think, ideally, maybe not where you think it'll be, but ideally, where do you think this business would be three to five years from now? What do you think the product looks like? Who do you think your customers are? What would that success look like for you?
Brodie Meyer: So I don't think we'll be outside of the employer-student relationship yet. That would be interesting if we scaled fast enough to be approaching other markets, but absolute saturation of that market, getting every single university, creating partnerships with them. Because again, universities, they may not pay us, but they still get a lot of value out of that data. So if we can maintain good relationships with the universities across the country, maybe overseas someday, and continue to pump out, you know, FuseMe users out of these universities and fusing and utilizing our software with these employers, that's the goal, the next three to five years.
Mike Kelly: When you think of that scale, give me an idea maybe three to five years from now, what scale looks like, before I make an assumption.
Brodie Meyer: Yeah. So right now, this fall that's coming up, is a new recruitment cycle and it's going to be very focused on Indiana universities. We've had other universities in Michigan, Ohio, Illinois, begin to reach out to us just organically, which has been cool, but it's about continuous figuring out that process of those fairs, not having to have a physical presence there to make sure that they're working, and being able to find those pieces to scale before we go and say yes to a big school in Illinois or a big school in Michigan. I think over the next year it's complete saturation of Indiana. Next two to three years, Midwest, maybe a little further. Then eventually the US. I mean, I think that right now is the approach. Could change.
Mike Kelly: Yeah. When you think about that scale ... so if you really have that many fuses happening for a geographic region or, you know, even you may find over time that you're a better fit for certain types of colleges, right? Based on the certain types of employers that are gravitating to this technology, right? Whatever the case may be. I mean, I have to imagine at some point an applicant tracking system is going to come to you and say, "Gee, this would be a great feature within our product set," right? What's your answer to that? Because one of the things that I think is interesting about what you've outlined as your market is it is very niche, right? When you look at somebody like Lever or Bullhorn or, you know, insert one of the mammoth players in that recruitment space, and if you have any sort of traction, they're going to be attracted to that, right? What's your answer to, "Hey, we'd like your feature in our product suite"? Or do you have plans to broaden the product suite over time to where you're maybe doing some of the things that they're doing?
Brodie Meyer: If they were to talk to us about becoming part of their product suite, we'd definitely have that conversation. What I think is very interesting about us and, on the technology side, what differentiates us is we're not an ATS. We are the initial thing that you utilize when you meet someone new. Being in this recruitment space, a lot of people have talked to us about building out feature sets to go compete with the ATSs. Applicant tracking systems, CRMs, whatever those employers are using. There are so many applicant tracking systems.
Mike Kelly: Hundreds.
Brodie Meyer: Yeah, we learn new ones every day. Our approach is integration, right now. We have a general solution with a CSV file from your fuses, so if an employer purchases a FuseMe Bucket, they can download a CSV and plug it into any applicant tracking system they currently use. This is helping us with our pitches to employers as well because what we're seeing is they all have something and they do not want to mess up their current process, so we slide right into their current process and integrate with any system they currently utilize, and I think that's what's made us valuable in this space so far. I hope that we can maintain that approach moving forward, instead of going to try to compete with these ATSs who have been around forever.
Mike Kelly: Has anybody else tried to go into one of the colleges that you're at today and displace you and take that space that you're in? Any competitors?
Brodie Meyer: Not yet.
Mike Kelly: Okay. So let's imagine three to five years from now that'll start to happen. What do you think that looks like in terms of your pitch to the college from a retention perspective and how you keep them? Like what's your moat that is going to make you sticky with that college?
Brodie Meyer: I started to think about this because once we ... if we continue to have the traction that we're showing and it projects positively, there are going to be people that go and try to do this. What we've started to do is the FuseMe Bucket is also very good for other organizations within the university, which kind of helps to solidify that relationship with the university.
Brodie Meyer: For example, if a career services team buys a FuseMe Bucket, they can now track student engagement with their career service team, which is a data point that they have trouble with right now. They can also track opt-in, in order for the school to send what used to be a resume book, but now FuseMe links, to employers looking for talent. So a school like Butler University, which is very much our home base, we're working with them on having ... giving them a FuseMe Bucket so that anyone on their career service team can go meet with a student, fuse with them, take notes on them, track their student's resume, the cloud-based resume. If an employer is looking for, you know, the junior marketing majors from Butler University, Butler goes in their Bucket, downloads that list, sends it off to the employer. The student fusing with the career services member is the opt-in into that. That's one thing that we're working on.
Brodie Meyer: Another piece of this is on the admissions side. We actually are doing a pilot ... and here's where that focus starts to kind of ... we have to be weary of the focus, because we can generate revenue in other markets. We're already seeing that. University of Evansville, their admissions team is piloting the FuseMe Bucket this year. They just bought one.
Mike Kelly: As part of admissions?
Brodie Meyer: As part of admissions.
Mike Kelly: Unpack that. What are they doing?
Brodie Meyer: So their admissions team, we just had a meeting with them last week explaining to the whole team on how to utilize it wherever their admissions counselors are. Whenever they meet a high school senior, they're fusing with the high school senior, and then it's all going into their admissions Bucket and then they put that feed straight into Slate. Slate's like the admissions tool that a lot of colleges use. So again, it's like the ATS of the college market, where we're not trying to displace it, we're just integrating. So we are that initial touch point from an admissions side.
Mike Kelly: You got to go get some NFL talent scouts or something.
Brodie Meyer: Yeah, seriously. New market.
Mike Kelly: Yeah. Sorry, keep going.
Brodie Meyer: But, I mean, it makes me nervous because I think they're going to find a lot of success with it and they're very stoked to use it this year. It's just we need to remain focused on that college, on the student-employer market, because I think that's where we're going to generate the most revenue, and I think the admissions team is just ... that happens later. It just organically occurs because everyone's utilizing FuseMe. On the career service side, I think that the Bucket is very useful for the career service team, and they think it is too, in order to track those students' cloud resumes. It also, you know, if they're using it, it kind of ... it helps us maintain that relationship even more because they're using our software.
Mike Kelly: Great answer. That is a very well-thought-out answer to what I thought was kind of a tough question. It was good.
Brodie Meyer: Thank you.
Mike Kelly: All right-
Brodie Meyer: I practiced.
Mike Kelly: ... How long ... no you didn't. How long have you guys been doing this? When did you guys start?
Brodie Meyer: We put out the initial application, that looked nothing like this one, in October, 2017. We incorporated a year later, October, 2018, so with this model and like an actual business, about a year.
Mike Kelly: Right. But two years overall?
Brodie Meyer: Two years overall.
Mike Kelly: So reflect back for me over those last two years. What are maybe your top two or three kind of learnings, where you're like either ... I'll give you a couple of flavors here ... either, if you would've told me, "I would have known how to do this two years ago," I would've laughed at you, right? Or, "This was really hard and is still really hard and struggling through it and learning more about it but excited to do so," right? "It turns out that this was one of the biggest challenges we faced over the last two years and I would've completely never even expected that to be one of the challenges in starting a business." Anything that comes to mind and is kind of a top one, two, three items on that list?
Brodie Meyer: I think I learned a lot about not just the business but myself. I guess it would come out through my recommendation to people that wanted to do this. I'll try to work it back to an answer, a good answer. So a lot of people, like dealing with colleges, a lot of people will come and ask me like, "How do I start a business?" Or they're really excited about doing it and everything like that. I used to be, "Yeah, you got to do this, this is the thing." You got freedom, all, you know ... it is the opposite. It's the opposite. I turn people away from this now, but the other piece that I learned is this is the only thing that I will always be doing, is building businesses and technology and engineering and building products. I'm absolutely in love with it, but I think it takes that to be able to withstand all of the bullshit that you get every day. I think that's the biggest lesson I learned through all this is I will never stop and a lot, you know ... things are going to come our way where it feels like we should stop. It's like a curse, I guess. A lot of people that I've met that have been successful at this have tried to turn me away from it as well, and I always didn't understand why. Now I do.
Mike Kelly: Did I try to talk you out of this at one point?
Brodie Meyer: A little bit, yeah.
Mike Kelly: Did I? All right. Right on, good for me.
Brodie Meyer: You said, "I've seen the same pitch seven times."
Mike Kelly: Yes, that is true. I wasn't going to say that on the podcast.
Brodie Meyer: You're like, "I've seen the same thing seven," ... but you were excited about it. I mean you were like, "Well, you got some traction."
Mike Kelly: Your, at the time, your ... I mean, one, I was excited you guys were actually using it. You had customers, that crystal-clear focus on the student, and the relationship of that student to potential employers, I think, is a big differentiator. I think all of the other pitches were a watered down version of, "Well, LinkedIn is broken, so we're going to be the better LinkedIn," right? And just use your phone instead of business cards. That is a crappy pitch, and LinkedIn will be the next LinkedIn, right? Like you're not going to replace them. I think the fact that you and your team could articulate a vision that was independent of that, like, "We're not trying to be a LinkedIn killer, we don't care." Right? "We're focused on this market and this customer." That is the thing that got me excited in terms of, oh, well that is a much, much more sophisticated look at the market that you're in and the competitors you're going to come up against and how you need to think about differentiating. So, I mean, that was the piece that was really interesting to me.
Brodie Meyer: Well, thank you. I hope that we can keep pushing forward on that. I got to add to my last piece too, it's not just the realization of that I won't stop, is also my brother won't stop. He's nuts, and I think that's what it takes. We also have a fantastic team. There's four of us now. My brother, my roommate, my brother Ben, my roommate Jeff, and Eric is a friend that we actually, we pitched him. He was running a student-run marketing organization on Butler's campus and he ended up turning down a couple of other job offers and coming on board. I feel like we all have pretty high pain tolerance, which is very, very helpful, and surrounding yourself with other people with that mentality has been, I mean, that's ... it can't be done with one person. It's a great team. It's a great team of people.
Mike Kelly: What are you trying to learn right now?
Brodie Meyer: I am trying to learn how to manage and scale that team while doing my daily operations. Trying to find myself again within the organization as it takes on new paths. I've always been an operator. Now I see that people want to look to me for answers and I need to be more of a leader. Still, I love operating, so I am trying to ... I am, I'm trying to find myself within the organization, and I think, I wrote it down on my to-do list, find leadership books.
Mike Kelly: You guys... That's awesome. The irony of putting a to-do list item of finding a leadership book is priceless. Have you guys played around with Traction at all? Are you familiar with Traction?
Brodie Meyer: I'm not.
Mike Kelly: So it's a great book, it's a book called Traction, by Gino Wickman, and he's written some sequels to it since. It basically outlines this thing called the Entrepreneurship Operating System, and it's a framework for how to run a business where you basically have a visionary person, an integrator, a ... there's a number of roles in it. It's basically, instead of thinking of like a classic org chart, where you have these buckets and people report up to different people in the org chart, instead you have an accountability chart, which can be a lot flatter, right? It's not about who reports to who, it's really who's supposed to be doing what and what does that mean and who do they inform and who do they need to involve in those decisions?
Mike Kelly: It's gotten a ton of traction. I mean it's kind of, pun intended, it's gotten a ton of traction in general, but it's really taken off in tech businesses, because it's very accessible to a bunch of ... way I think agile teams work naturally. So that would be the one I'd put on the top of your list, particularly with what you said you were struggling with, maybe that visionary role. Thinking about it a little differently might help you in terms of like, it's one of the things I need to be doing but doesn't replace this other identity of integrator. Or it may even, because when you flip away from looking at it from an org chart perspective, you may even say, "Look, maybe I'm not the visionary. Maybe that should be a job for," ... like, you know, it doesn't all have to be you, and whoever owns that can change over time. That's one of the other things.
Brodie Meyer: It should probably be Ben.
Mike Kelly: Yeah?
Brodie Meyer: No, he's ... I do find his logical understanding of things very good, but he's also the best at product. So ...
Mike Kelly: Interesting. Yeah, but it's something ... it's a pretty quick read for you and the team, and there's tons of supporting tools and documents and templates and stuff like that online that you can find for free. We use it in a couple of our businesses. We don't use it in a couple of others. It depends on the team and the business, but that's one of the first places I would point you.
Brodie Meyer: Awesome. Thank you. I'm checking it out.
Mike Kelly: And there's tons of traction integrators out there and people who can come help you set it up and stuff like that. But I would say start by getting a copy of the book, read it, if you like it, force everybody else on the team to read it, and then you guys come together and talk about it and see if it makes sense.
Brodie Meyer: Awesome.
Mike Kelly: It's good.
Brodie Meyer: Thank you.
Mike Kelly: All right, well that might be a good place to stop. If people want to get ahold of you or learn more about FuseMe, where do they do that?
Brodie Meyer: So we have a website that's very bare ... We're building a new website. As we-
Mike Kelly: You've got two weeks before this goes live, so maybe you get it up in two weeks.
Brodie Meyer: ... Oh, it'll be up. It'll be up. Cool.
Mike Kelly: All right, then you have a beautiful website.
Brodie Meyer: It'll be done today.
Mike Kelly: Where can people find it?
Brodie Meyer: So fusemeapp.com. F-U-S-E-M-E-A-P-P.com.
Mike Kelly: And if they want to get ahold of you?
Brodie Meyer: LinkedIn, or Twitter, or Facebook. Anywhere. Anywhere you can reach out to me and I'll respond. Or my email is Brodie, B-R-O-D-I-E, @fusemeapp.com. Yeah, or find me at an event, we can fuse.
Mike Kelly: Nice.
Brodie Meyer: Yeah.
Mike Kelly: Awesome. All right, man. Thank you so much for coming on the podcast.
Brodie Meyer: Thanks for having me, Mike. Appreciate it.