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remote recruitment

6. Remote Recruitment and Surviving Remote Work

# Remote Business Growth Podcast – Episode 6
## Guest: Sharon Kaufman

Sharon is a character – just full of beans (and knowledge). Don’t miss this one!

He loves talking about remote work and is so passionate about what he does. You will definitely learn more about working and hiring remotely by tuning in to this episode. And not only that – he is also very entertaining!

Key topics discussed:

– The early challenges of selling clients on the concept of remote work 15+ years ago
– How Distant Job has grown to over 60 employees, all based on initially working with 1% of the market
– Understanding cultural differences in hiring globally and where to look for certain skills
– Educating managers to effectively lead remote teams
– Building trust and a mistake-friendly culture for remote employees
– Trends in asynchronous work and the importance of human connection
– Sharon’s book “Surviving Remote Work” and resources at
– The future of remote work technologies and infrastructure to better support workers

Here is the full transcript:

RBG Episode 6 Sharon Koifman


remote, remote workers, work, company, office, years, focus, employees, managers, sharon, trust, distant, amazing, book, clients, create, build, business, tech, remote management


Paul Urwin, Sharon Koifman

Paul Urwin  00:01

Welcome to remote business growth, your go to source for all things remote work and business growth. Join us as we delve deep into the strategies, insights and success stories that will help you thrive in the remote work landscape. Whether you’re an entrepreneur, a remote team leader, or simply curious about how to grow your business, this podcast is your gateway to unlocking your full potential. So get ready to embark on a journey of innovation and success. This is episode six of the remote Business Growth Podcast. I’m Paul Urwin and today I’m talking with Sharon Kaufman are fantastic guest we really have an amazing conversation about remote work sure on is just super enthusiastic, super knowledgeable. A decades of experience, one of the pioneers really off of working in the remote space and definitely within the area of remote recruitment. So that’s Sharon coifed coming up in just a second. If you’d like to hire a virtual assistant or remote worker to help grow and scale your business, then check out Right, let’s get on with a conversation with Sharon Sharon Kaufman is all about remote management. He has over two decades of experience running three companies 100% from his computer and at times with two toddlers in the room. He is the president of distant job a remote recruitment agency that focuses on soliciting full time remote workers worldwide. Along with a rapidly expanding new media company think remote. Chevron’s organization has also created a successful podcast featuring interviews with tech industry professionals about remote management and leadership. During the wake of the COVID crisis. Shawn wrote a best selling book in multiple Amazon categories, surviving remote work, his goal was to help businesses thrive in this new environment, Kaufman has studied and researched not just how to operate remote companies, but also how to establish an exceptional work culture, one, which people love to work in. Sharon, welcome to the show!

Sharon Koifman  02:04

Our pleasure. Thank you for having me, Paul. Really,

Paul Urwin  02:08

really looking forward to this really looking forward to talking some more about remote work. What an exciting what an exciting topic. So Shawn, kick us off and tell us a little bit about you, please? Well,

Sharon Koifman  02:20

so I have been working from my computer for the past 20 years. But back then it was not considered remote, who was just considered being lonely. But Joke aside, I’m saying 20. But I’ve been saying for five years. So it’s probably 25 years, I rent two companies to run a web hosting company called Empire hosts, which I’d my servers in New Jersey and in Texas and my entire operation in India. So that company did some outsourcing. That was also part of the web hosting. Yeah, I mean, you couldn’t do outsourcing back then. If you’re when if you had an actual office in India, you had to do some outsourcing. Yeah. But then I realized that there is a little bit of a weakness in the industry and, and there is not enough emphasis on but just finding quality people that want a career that want to focus and become part of the amazing thing. Would it become my clients? Company. So I’ve decided to start this remote recruitment agency. And while I can’t prove it, I believe I am, or distant job is the first remote recruitment agency in the world. And we are today I have a best selling book surviving remote work, and also our media company think remote. So find my life.

Paul Urwin  03:40

Fantastic. Fantastic. All right, well take us back to the beginning of distant job. So you’d obviously been in, in business before you were an established entrepreneur. But how did how did distant jobs specifically come about?

Sharon Koifman  03:53

So distant job started? As an evolution of my first company Empyreal, like I said, it was it was web hosting and outsourcing. And I, I having two offices in India, kind of managed to provide Mom and Pop solutions. I’ve noticed that there’s a lot of companies that were willing to work with offshore company countries just to save money. That was great. Until I realized that some of this companies were outsourcing me or giving me to take care of some of their core products, the core skills and I said, you know why you’re doing this? You’re losing a little bit of you’re losing a little bit of your, of your company, a company operation and I realized that that instead of taking on taking on projects, I should be able to focus on just producing people the work dedicated for those for those kids. mines. I really liked the model of people just being focused working in one company. You know, this industry, this international offshore industry, there’s a lot of freelancers that do a lot of things. I felt that focus is is very important and a very strong component of making remote successful. So I decided to focus on just headhunting amazing people that want a job, a full time character driven job, even if they’re remote. That’s when we started the distant jump. Okay,

Paul Urwin  05:34

fantastic. And so that’s is that placing placing experts with clients in the US mostly? Or?

Sharon Koifman  05:42

Americans? I’m Canadian myself. So it started a little bit in Canada. But yeah, to be honest, that I mean, that in Canada is, is 10% of the population of the United States. There’s clearly love or business there. So we do there and also during the UK. Okay,

Paul Urwin  06:01

and does this does this go back to before the pandemic, right, this distant job? How many years 20? Y’all you’ve been running distant jobs for 20 years now? Yes.

Sharon Koifman  06:11

I, without a doubt. The first remote recruitment agency in the world? Yeah, amazing.

Paul Urwin  06:18

All right. Well, this is fascinating. Okay, so. So what I’m really interested in right now is how it was back in the old days, if you like, because now, yeah, okay. You say remote recruitment agency, and a lot of people are hiring remotely. And there’s lots of things going on online. But you know, 15 years ago, it was a completely different landscape. And I would have thought that there was a, obviously a big tendency to, for people to hire locally for companies to connect with recruitment agencies in London, in New York, etc, etc. So how did you how did you find that market? How did you create a space in that market? back then?

Sharon Koifman  06:53

It was incredibly difficult. It was incredibly difficult because before COVID, or even, I mean, I’m talking about 15 years before COVID. The idea of somebody being productive outside the office, made no sense. Yeah, makes no sense. You know, yes, you can find the superstar consultants, because they’re so smart. They’re able to work from home. And it took many years I was I started before the science before the research before, bunch of researchers have shown that people working from home can be significantly more productive than people in the office, back then the idea that, that you that you can do anything that you can do anything without management was not was not a reasonable concept. And it was, for me, the bigger challenge was not to sell distant job was actually to sell the idea of remote work. This was the challenge. I didn’t have much competitors back then. Yeah. It was really Hey, do you want a full time? person from a from another country? And people was like, why? And it’s like, and it’s and they and I said, first of all, you can save money. It’s like, yeah, it’s not worth the trouble. Yeah, yeah.

Paul Urwin  08:20

So it was tough. So I mean, did you have you obviously had enough clients to keep going? I mean, I’m assuming I can get on to this in a minute. But I’m, I’m guessing you went through some stage of like, massive growth. But is it is it fair to say that back then it was it what you said it was difficult, but how did you get enough? How did you get enough clients to survive? And

Sharon Koifman  08:40

yeah, just sell, sell, sell, sell, sell? I mean, I went to every conference, and I would say about 1% of the people got it.

Paul Urwin  08:52

Okay. Okay. But, so you were working with that? 1%? That’s amazing. I was working

Sharon Koifman  08:58

with that. 1%. And we build a beautiful company. Yeah, we are. We’re approximately 62 employees at this moment. So but it was just simple sales. I didn’t need to sell this job. Like I said, I just needed to sell the idea of remote workers. And once they said, Okay, where do I find this company? I said, Ah, right here, right here. But that was the sales process, just convincing people that this market is viable. Wow.

Paul Urwin  09:28

Incredible. Okay, so take us on that. Take us on that that growth curve, because I’m guessing that it reflects the growth curve of perception from that. 1% So you said 1% of people got it. What percentage of people get it now?

Sharon Koifman  09:47

That that is that is a complicated question. There’s two parts to it. COVID did change the game quite a lot, but not as much as I was hoping it would, okay. It changed the game, to the concept that companies were finally comfortable for people to sit or the bomb at home and work. But it had to be somewhere close. Yeah, to be with the concept that hey, yep. Whenever I need you in the office, whenever it’s stressed time, I want you. I want I want you to, I want to tell you that I want you there. Yeah. And the idea of an international full time employee that will not show up in your office maybe once a year where you can fly him to a Christmas party is still a very challenging concept. So I would say that approximately 25% of companies are very much open to the idea of a close, remote or hybrid as, as they call it. Yeah, I would say still, but only 5% of companies better than one. Yeah, but only 5% of companies are truly comfortable with building this international pool of full time focus people. They are given freelance here and there though Kevin consulted, but I’m creating an infrastructure for remote work is still is still a foreign concept from a for many, for many managers out there, even if you have this entire pool to choose from the huge advantage that people have this misconception that the advantage of international hiring is cost. It’s not it’s about the fact that you have access to a significantly bigger pool of talent, people that are so smart, and you’re not limited to your limited to your region. And of course, you can save money because you can work the countries where the cost of living is lower. Yeah, but it is the cost, but it’s the quality that you can get there, which is often missed upon, but about 5%, I would say of companies are completely open to a real remote worker.

Paul Urwin  12:11

Yeah, that’s a big, that’s a big improvement. Yeah, sure. Five is much better than one. So

Sharon Koifman  12:17

we tripled in size during COVID. Yeah, no question about it. So it’s still been very good.

Paul Urwin  12:23

Yeah, amazing. Amazing. And what are some of the challenges of of that remote work? I think one that that we’ve experienced, and, and one that we talk about is timezone. What’s What’s your take on that Ciaran?

Sharon Koifman  12:36

I personally feel that the biggest challenge with remote work is the managers. Eye, there are just too many. First of all, let’s start with that, then this is some brutal honesty, that the majority of managers out there are not very good. Yep, they’re not they’re not very good. This is this is this is a reality. And when you work in an office, you can easily get away with it. You can you can, people are seeing each other working, and it creates a certain dynamic of work, let’s be the facts are the real stats, showing that a person in an office work environment only produces about two hours and 53 minutes of actual production in an eight hour shift? So this myth that the office is productive? is a myth. It’s not real, right? But as a manager, you can if you just sit there and hang out with people and ask me questions, you can you can get away with it. Yeah, in a remote environment, if there’s not a proactive managers that actually sit there and gets to know they’re, the employees get to be with them. It becomes it becomes quite a crisis eventually. And so I think anybody can work remote, if they’re properly educated out to do it. And as long as they have managers that have understanding how to do it, right. Okay,

Paul Urwin  14:20

so a lot of it is about educating managers on how to work effectively with a remote. Yeah,

Sharon Koifman  14:28

it’s the managers. It is one of the biggest obstacle why companies don’t go anywhere. They companies still choose to be in the office because they have a model that sort of works. I’m not gonna say it works, but it works for them. I mean, companies have been building massive operations during an office and now you’re telling them that you need to do something different. And that is that is, by the way, a fair reasonable obstacle. It’s not I’m not saying that they’re crazy, I think yeah, I think think that it’s a very reasonable obstacle for a company to say we’re making a lot of money. Maybe there’s a solutions out there, they’re better and it is better. But I don’t want to mess it up. I don’t want to take the risks.

Paul Urwin  15:12

Yeah, yeah. Yeah, that’s understandable to a degree and it’s that resistance. Is that resistance to change, isn’t it? But it’s not. It’s not the most effective in the long term. Okay. Yeah. All right. Good stuff. Okay. I have a I have another question for you, John. So you have this amazing pool of talent worldwide? And because it is worldwide, how do you know exactly where to look? So when you’re looking for, for certain talent? What do you have certain pockets and countries where you look for people? Or how does how does that work? When you’re looking for these amazing people to connect with, with your clients?

Sharon Koifman  15:53

I subscribe to the idea that every hole in the world could produce amazing talents, that there is there is no one specific country. Okay. There is some cultural challenges. Okay, do come a little bit, it’s a little more challenging when it comes to deal with South Asian countries. Not because they’re not wonderful, not because they don’t have a lot of brainpower is because there’s a less, there’s a more cultural break between us in North America and the people in India or China. Okay, it is it is it is an obstacles that makes it a little bit harder to find. The hard skills are not hard to find, but the soft skills are a little bit more challenging to find when I when I go to Latin America, in general, I find that something about Latin America seems to be a lot more flexible, about a lot more flexible when it comes to mold into company culture. And Eastern Europeans, they’re a little bit tougher, but because they are in Europe, that it’s not hard for them to integrate as part of the of the European culture as much as or the Western culture as much as people from a from Asia that are clearly have a distinct culture that you need to do a better job molding to them. I mean, one, some people would say why do they need to multiyear? Why don’t you monitor them? Because your company is in the UK, in the United States and Canada, you’re not going to start telling people how to become more fitting into a become more Asian, right, whichever country I don’t want to stereotype but whatever culture there is, you’re not going to. So you need to actually find employees that are capable into integrating into what you have built already locally. And that’s much easier with Eastern Europe and Latin America. Otherwise, I feel any on the wall will find but sometimes, you can find better deals in poor countries.

Paul Urwin  18:15

Yeah, right. Good. Right? Yes. And you focus on on software developers, Tech Tech Tech to see capable staff. Is that right?

Sharon Koifman  18:25

So of tech, or digital tech, we’re very, very good. Yes. When you say tech 70% of the business is about software developers or putting together apps. But there’s system administrators, there’s marketers, any kind of digital tech is is really what we specialize

Paul Urwin  18:45

  1. And that’s because you have used you know, when you started this you had that expertise. You had that knowledge? Yeah, what why did you specifically go into tech, you just feel it’s that’s where you can get the best balance of quality, the quality upgrade, let’s say.

Sharon Koifman  19:01

First of all, we’re a specialist in tech, I started in tech, all my recruiters are tech knowledgeable. And in order to provide a really quality recruitment service, I believe that the recruiters need to be specialists. Yeah, right. That’s that’s one thing. This also the reality is that the requirements for tech doubles every five years. Wow. It’s not going to end right yeah, programmers right now. Whether we like it or not. Our event construction workers are the designers are the real estate brokers, that that the fact that people don’t build as much real estate real estate, real, real structures for the stores, but they built e commerce stores. More and more means that the need for the As techies is required, right? That’s, that’s why that’s why I

Paul Urwin  20:07

just, it’s gonna increase demand just it’s just never

Sharon Koifman  20:09

ending. We are niching a little bit right now into other products such as accounting, okay? Yeah, accounting, actuarial all those really intelligent services that are also that also could be really, really a fit for remote. We sit there and sit there and analyze only a year ago and said, which markets really can go remote? And maybe there’s not enough of that, but should and we found that the accounting industry I have, I do not understand. Why would there be not a remote accountant at this moment? It’s completely an intellectual sit in front of the computer kind of job. And every once in a while you can talk on zoom with the client.

Paul Urwin  20:57

Sure. Sure. Fascinating stuff. Fascinating stuff. All right. You’re on. Tell me about your book, please. Ah, surviving

Sharon Koifman  21:05

remote work here. Got it? Right. Yeah, I’m very excited about that. But I guess for we’re doing more audio. Yeah. And it’s an this this book is, is the accumulation of my experience. Throughout the years, I I have realized that wherever, start during COVID, I actually wrote this book, On the third day of when COVID When the world was shut down. Literally, I booked a flight to an all inclusive resort in Dominican Republic. And three days later, Canada shut down. So I felt like I was I felt like it was an on an island, that once I come back, everybody might be a zombie. So I gotta be careful. I gotta figure out, what am I doing next. And I had a small baby that I needed to put to sleep, I volunteered, I was being a great husband. And while I was putting her to sleep, she gave me two hours, two hours a day to write this. And the book was just just been written by itself. And but the purpose, one of the big distinguishing thing about this book, first of all, it’s a management book that is funny, and fun. I’ve been very frustrated that a lot of management books are way too serious. And I tried to make it fun and easy, and an easy to read. But I have also noticed that are all that all the remote gurus and the remote evangelists out there are investing heavily into this idea of asynchronous work. This has become the biggest buzzword that I read that I read everywhere. And I first of all, there is room for asynchronous work. But I feel that people’s almost forgot that the human touch of remote work, the idea that making a successful remote work environment that a remote culture is above the connection. Yeah, and the idea of entrepreneur sent asynchronous work is the opposite of that. Right? There’s a lot of room not to distress. So asynchronous work is there. Because we want to create a distracting distraction free work environment, because that is why we have in an office, people producing only two hours and 53 minutes, because it takes 20 minutes to recover every time somebody distract you. Or every time somebody pulls you into an office. Yeah. So with a revolution of remote, we wanted to create an environment where people working seven producing seven out of the eight hours that they’re working, simply because nobody bugs them right in the middle when they’re just creating something amazing. So that’s where the idea of asynchronous work came, came to be. But we lost that human touch. Yeah, yeah. And I really, really wanted to make sure that with this new revolution, of remote work, we’re paying attention to the people that we’re working with, that the that you spent now that you have more productive people, you spend more time paying attention to their, to their needs. And, and that’s, that’s one of the bigger theme of this book and one of my focus, how to get people to how to build trust, how to create a great work environment, how to create this amazing remote culture that It’s often missing in other remote work environments.

Paul Urwin  25:05

Wonderful, wonderful. Yeah, it’s gonna have a very, very good review on Amazon. So definitely looking forward to checking that one out. Yeah, I’m really interested in that. In the, in the cultural side of things. And and also you say here it says here a world class recipe for onboarding new remote employees that has received praise from dozens of clients and hundreds of employees, how to manage and avoid distractions for yourself and your team? And what the best remote technology, communications technologies and so on. So yeah, absolutely fascinating stuff there. And

Sharon Koifman  25:35

I will, I will admit one thing, the technology chapter is getting a little outdated. I even admitted it on the chapter that like, this is the reality of the day, I will probably have to update this book every two years, to make sure what’s the cool technology of the week. That’s probably the weaker link out there. The building the trust, is probably one of the most important components of this book, it really, it really sets the tone that if you want to have the most independent, self sufficient remote employees, you’ve got to focus on building trust. And when I say building trust, I’m not referring to you trusting them. I’m referring to your employees trusting you.

Paul Urwin  26:28

Okay, I like that. Because focus is normally on the first of those two things, right? How can you trust your, your remote employees?

Sharon Koifman  26:37

Yeah, so so it’s not it’s bosses in general, I really believe that a great remote manager is a great manager. In general, anybody who any manager really wants to specialize in management, I hope that more and more there’ll be courses in MBA teaching remote management, because they can easily reverse back, which is not the case, from office to remote. Again, I think an amazing office manager is great. Remote is a great remote manager, but in an office, they’re not always being tested. Right? Yeah, yeah, the trust. The trust is not the same trust that we have discussed all the time, I was mentioning that it’s trusting you, but it’s also not trust, have competency, which is the most popular trust or trust of honesty, where you lend somebody and you know that they’re going to pay you back. Yeah, this trust is a trust that people will will be able to offer you feedback, they will be able to give it to make mistakes, they will be able to experiment without unreasonable consequences. Without you, without you busting their chops, when they’re when they’re when when they they make a mistake. I mean, this trust can be destroyed in two seconds. Somebody says, Hey, boss, I think you’re making a mistake. What are you talking about? This is not a mistake. Don’t ever tell me that Done. Done that trust will take six months to build it. And anybody that heard it, anybody that I heard talking, is is also is also going to be going to be in the same type of situation. Yeah. So so so this Trust is everything. And in my office, the fact that I gave my employees the ability to make mistakes, and to tell me whatever is on their mind, right? Even telling me that everything that I’m doing is wrong. created some real leaders to a level that I can focus on the creative stuff and the bizdev and all that cool strategy while they’re there sitting and do it while doing the day to day

Paul Urwin  28:56

work. Yeah, yeah, yeah. Yep. Wow. I love you. I love your energy on this. You’re on Yeah, it’s so clear that you’re you’re passionate about this, this topic. And yeah, it shines through and in all of your answers, so So Yeah. Wonderful. And so your team is of course remote as well. Right? Base? Yes. In many different loads in a number of different locations, I would imagine.

Sharon Koifman  29:19

Absolutely. I go out of my way to make sure that there’s as much big spread as possible. I don’t like when too many people are are in the same place. Right? I don’t I don’t like it I it creates a certain click that certain clicked that I that I do not enjoy. I rather that there’s going to be as much like one person in every country. It’s not always possible, but that is my aim. Yeah. Because then you don’t have any clicks and then you really have a true remote environment. Excellent.

Paul Urwin  29:53

Excellent. Okay, tell me about think remote.

Sharon Koifman  29:58

Think remote. Well, thank you. Remote is, is the side project. After surviving remote work, we decided that we want to communicate, we want to tell more more people about about it, you know, you can’t just stop it a book, there’s so much more to tell, there’s so much more to explain. There’s so much more, so much more of everything. And this is where we think remote has turned to be the biggest online publication for everything that has to do with remote work. And we were deeply passionate about it. It’s it’s really just an extension of surviving remote work. My my VP, who is kind of sort of the CEO of, I think remote, also been doing podcasting for a long time. And it and it’s just, I recommend everybody could visit there. And it’s also we have a very specialist, specialist job board for remote workers out there that get some pretty well qualified individuals.

Paul Urwin  31:06

Okay, can you share the URL for that, please?

Sharon Koifman  31:09

Yeah, I think And you just click on the job board. So think remote is t h i n k, r e m o. T Is is that just got to think about remote and you got to pay

Paul Urwin  31:29

for it in. Okay. I’m sure. Ron, just to wrap us up here today. What a fascinating conversation. But just to wrap things up, where are things going in the future? Where are things headed? For you for your business, for the industry for the whole? The whole thing in the next? Next few years? Do you think? Like

Sharon Koifman  31:42

for me, I am excited about teaching, I want to do as many keynote speakers I want to do consulting and helping people out there teaching people how to do remote work, right? Like I said, I have a very different angle, I want to focus on people and get people motivated and build trust and create mistake, mistake friendly environments. And I don’t think that that discussion comes up enough. In all this remote work coach, a coaching i Besides being remote, it’s it is about creating the most self sufficient, independent people. That’s my goal. And my focus in the next few years. For the remote work environment. The dream is that there’s going to be better infrastructure for remote workers, especially for the extroverts like me, right? I you know, I’ve never I was not built to be a remote worker. I’m a blubbered. Mouse. I’m a social person I love I used to love going to the office, right? I just found it so weak. And but instead of that, I wish the co working spaces will start getting better. And entertainment centers for the remote work to sort of remote workers socialize will get better, which it is. Yes, yeah. And that’s where I see the future. The future come with this investment and technologies I until today, can’t find an excellent headphone. Yeah, right. Simple as that I’m looking forward for the future with holograms and all that good stuff. But an excellent headphone that can comfortably sit on my ears for eight hours and not overheats. And doesn’t and works well and connects to all the all everything correctly. And, and the microphone sounds spectacular. It’s still I have not find and I researched and I bought a lot. And even that’s simple technology. When the people create the headphones. They don’t think about people that need to have it on your year. For 10 hours a day. Yeah, yeah. Yeah. Right. So So the future is and by the way it was ever getting to the future is to create the most comfortable remote work environment because the closer we get to real social experience, yeah, that the farther we will get from the need to be in an office. Because if I can have a conversation with you right now, Paul, and it’s not good between tillow screens that I see you in full 3d, and you see me and the quality of the sounds. Yeah, yeah, is exceptional. You have to you have to, you have to remember that the reason why people talk about zoom fatigue or remote work, they get exhausted is because the technologies don’t sound like the real thing. So any discrepancy that your buddy and your eyes I used to doesn’t happen in the real world, and that makes that experience a lot more exhausting. So I feel that the future will be in investing to make sure that the remote and environment truly comes as close as possible to feel like a physical one. Yeah.

Paul Urwin  35:04

Yeah. Brilliant. Brilliant. All right. Well, yeah, I’ve thoroughly enjoyed that high energy, action packed interview full of just some of your amazing insights. Obviously, people can find out more from the book, which is called Surviving remote work, how to thrive as a leader and entrepreneur in the remote age. So Sharon, thank you so much. I’ll leave you with the last word. Please share any contact details or URLs you wish to. And yeah, just a big, big thank you for me. And on behalf of the audience, thank you.

Sharon Koifman  35:35

Thank you, Paul. So the story is simple. If you’re looking for some of the unicorn some of the top talent that the world has to offer, we are amazing at a distance job to add on exceptional talent at about 50% of North American salaries. Within two weeks. Please hit us up I think that we can do a great job for you at Ciaran at distance spelled like Sharon, SHARON at distant and or come to a website distant and hit us up. I think we will impress you.

Paul Urwin  36:09

Wonderful, wonderful. Sharon. Thank you so much. All the very best.


Thank you, Paul. Have a good one.

Paul Urwin  36:14

Well, you’ve certainly impress me. Sure on I thoroughly enjoyed that interview. And I hope I hope you found it useful. I hope you found it interesting. And I hope there’s something there that you can apply to your situation. I’m certain that there is so so yeah, really great one from Sharon. If you’d like to find out more about hiring a virtual assistant or remote worker for your organization, then head on over to and you can find all of these episodes at remote business Thanks so much for tuning in. All the very best, and until next time, bye bye


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