OK, hear me out. You know that feeling when you
finally get home after a long day or if you work from home
like me, you close your office door for the night and you just
breathe and you exhale. Everyone breathe.
That's what your space should feel like, like a sanctuary, a
place where you can truly unwind, let go of the stress and
just be. This is advice I'm giving to
myself because I've been taking on a lot at work.
And at the end of the day, if your bed is not the most
inviting, relaxing, luxurious part of your home, we need to
talk. Like, what are you doing?
So here's the thing. Your 5 to 9 is just as important
as your nine to five. You deserve rest that actually
restores you. And that starts with Cozy Earth.
And I'm so excited to be working with Cozy Earth because I have
used their products before even working with them.
Like I, this is a dream, OK? And you're going to have amazing
dreams when you hear the rest of this.
I have the Cozy Earth bamboo sheet set.
And let me tell you, I even asked my husband for a review so
I could talk to you about this. These sheets are so breathable.
You literally sleep cooler. And by the way, I run very warm.
Like I cannot have a bed or like sheets or anything, a comforter
that are warm or make me sweat because it's inevitable.
So having sheets like this bamboo sheet set that I have
from Cozy Earth is a game changer.
It's literally several degrees cooler.
There's no more overheating, no more tossing and turning, and
the fabric is next level in terms of softness.
Cozy Earth only uses the best materials, so you feel like
you're wrapped in pure comfort. Plus, their durable weave means
no Pilling ever. And I hate Pilling.
All of my sweaters are Pilling and I just can't stand it.
And then you end up having to do all this extra work to de pill.
But the good news, as I said, is that Cozy Earth's materials mean
that there's no Pilling ever and it's guaranteed for 10 years.
Let's also talk about their bamboo pajamas because if you're
still sleeping in that old stretched out T-shirt, it is
time, time for an upgrade. These are lightweight but cozy,
designed to help you fall asleep faster and stay asleep longer
types of pyjamas. It's the kind of comfort that
makes you want to lounge all day.
And by the way, I, I don't know if my mom is going to hear this,
but this is what I'm going to get her for Mother's Day.
Mother's Day is coming up and I always, this is terrible, but I
always end up being like, Oh my gosh, that's Mother's Day.
But now luckily I have a heads up and I'm reminding myself and
you that Mother's Day is coming up.
So by your mother, your spouse, your, I don't know, dog mom,
something amazing like these bamboo pyjamas or the sheet set
to really make their Mother's Day special.
As a matter of fact, I'm going to ask my husband to get me the
bamboo pyjamas because I I am sleeping in that old stretched
out T-shirt and it is time for an upgrade.
So here's the thing. What I really love about Cozy
Earth is that they're committed to quality in every way.
Their products aren't just luxurious, they're ethically
made and responsibly produced. So when you invest in better
sleep, you're also investing in something good.
And if you're not sure if it's for you, totally fine, no
worries. Cozy Earth gives you 100 nights
to decide 100. And if you don't love it, you
can send it back. And with that, there's a 10 year
warranty so you know that they believe in their products.
So if you're ready to turn your bedroom into a true retreat, one
that feels like a luxury hotel but better, go to cozyearth.com
and use my code human HR for 40% off their best selling sheets,
pajamas, towels and more. That's 40% off.
That is like the best deal ever. And if you get a post purchase
survey, by the way, please let them know that you heard about
Cozy Earth right here on the Bringing the human back to Human
Resources podcast, because it is so helpful for them to know that
my discussion with you about having this most fabulous 5 to 9
after your nine to five impacted you in some way.
And by the way, like I said, the first thing that I'm buying not
only for my mother, but also for the other mothers in my life are
those cozy, fabulous bamboo pyjamas.
So let's prioritize sleep. Prioritize you sleep better with
cozy earth. Welcome to the Bringing the
human back to human Resources podcast.
I'm Tracy Chernoff, and I've spent my entire professional
career in HR. Each week, we'll explore the
delicate balance between people and business with the aim to
reconnect the two and create meaningful outcomes.
Listen in as I share my own experiences, challenge the
status quo, and chat with guests from various industries about
our mission to bring the human back to human resources.
Hi everyone, welcome back to the podcast.
Thank you so much for being here for another week.
And you might notice I'm in an actual podcast studio here and
it's not my own. It is a public libraries, which
is kind of cool. And Renault and I and I actually
spoke about that and you're probably like, wait, who's
Renault? I'm going to tell you who
Renault is. He is our guest this week and
Renault Delacchi. He is the Head of Product
Marketing at Coastline Academy, the nation's largest driving
school with an ambition to become the most recognized brand
and driving education. Specializing in developing and
executing marketing plans across a variety of paid and organic
channels, Renault has helped Coastline achieve rapid growth
in a slow moving industry. He's collaborated closely with
close Coastlines HR and recruiting departments, which we
love. We all love that.
We love a collaborative moment, leveraging marketing strategies
to improve employer branding and to attract top talent by
applying product marketing strategies to recruiting
strategy. Renault has played a major role
in helping the company attract high quality driving instructors
and scale across 500 plus cities, which really is such a
wonderful story because for us and HR, sometimes we have to
really fight for that collaboration.
And here we have Renault, who's like, hey, we're going to go for
this, we're going to attract top talent.
And I think the, the, the 1st place where we need to start is
what, why there was this kind of like stepping in to start
collaborating right on this is really ultimately asking like,
what was the problem that you were looking to solve that got
you to kind of start to get involved?
Why was recruiting a marketing problem?
Great, Paul, thanks for having me.
It's great to be here. Yeah, but yeah, exactly.
It took a problem for, for, for me to start paying attention.
And maybe I think it's worth maybe taking a step back and
explaining how things work at Coastline because we are, we are
relatively young company. We started right before the
pandemic and we've been growing very quickly.
And so we've experienced what it's like to go from a company
where you know, everyone at the company to suddenly there's
different layers of administration.
And now we're hiring people that I will, I will probably never
talk to. And what this, what this means
is there's we are hiring so many people that we need to have a
system in place and we need to have some oversight over who we
are hiring. And it needs to be very clear
who we want teaching new drivers.
And on my end for marketing, you know, I'm responsible for demand
generation. So ultimately, I'm responsible
for increasing the revenue of the company.
And when we operate in so many different markets, what happens
in some markets I can I can create excess demand.
So I have too many people who want driving lessons, not enough
people to fulfill those lessons, which is a great problem for any
marketer, but it's also very frustrating because it creates
this bottleneck that I'm like, oh, I could be doing more here,
but like I just need more people.
So suddenly it became my problem.
Like not having enough people became my problem and, and there
is no individual problem at Coastline, even though we're a
larger company at this point, the the leadership team is still
just 7 people and we collaborate heavily, you know, so that there
is no problem that is uniquely mine because if I fail, we all
fail type thing. So I started looking into it and
so I went to our, our HR director at the time who also
oversaw A recruiting and like, how can we increase recruiting
in those areas? And at the same time, when I
started looking into it, I, I realized that in those areas
where we were recruiting correctly, the quality of the
education was going slightly down.
And so we pay attention to that because quality is the number
one thing that we care about. And just to put this in
perspective, our quality is still top notch.
We're talking about going from a 98% five star rating in an area
to like 97% five star rating. So that extra like that 1% were
like, oh, OK, what's going on here?
It might just be a few negative reviews, but we're like, we're
paying attention, right? Yeah.
And and what I found was a correlation between bad student
experience and unhappy employees.
And those employees are also more likely to also leave bad
reviews when they leave. And I read those reviews and I'm
like, these are all fair negative reviews like these are
not bad people. These are not, these are just
people who were hired but did not have the right expectations,
right? And so I took a step back and
I'm, and I realized this, this is all, this is all related.
This is all like a holistic, this is 1 holistic problem that
we need to resolve. And I don't have the answer.
I just I would approach. I would approach recruiting as a
marketing problem or product growth problem, but there's a
lot more to it. So then I'm like, I need to
start working with recruiters here and we need to build an end
to end funnel to make sure that we have the the best possible
employees that are, that are really good at their job, that
provided great service, that are happy to be here and at a high
enough volume that we can still grow because we still need to
hire hundreds of of new instructors per year.
And so, yeah, that's what. So this, this is where this is.
That's where it came from. That's really, really
interesting. And like I already kind of said,
you know, when we see people outside of HR start to
understand like the impact because of, you know, you
mentioned quality, for example, and the impact that you saw was
even before sounds at least before there was potentially a
too far gone recruiting challenge.
Like you saw it quickly enough to your point, A 1% or A1 unit
change, which is enough, enough to say, OK, what's going on
here? But I think, you know, for those
of us who are in HR, sometimes the biggest challenge that we
have, whether it's with HR or recruiting, is to help other
business leaders see the impact or the importance or the why.
And in this case, for you, being outside of, you know, the HR
department, seeing the impact makes the collaboration so much
more effective and so much more efficient because it's like, OK,
we know exactly what we're solving for.
We're talking, we're speaking in the same language.
We're working toward the same goals.
And when I think about this, like on a broader scale, like
how marketing and employer branding especially have an
impact on the talent, the quality of talent, the volume of
talent, the stay, the the length of stay from talent, like
there's a huge impact. Because I mean, even if we think
about some of these like most notable household brands, like
we could think of the Googles, we could think of IKEA, we could
think like whatever brand we could think of that is, you
know, major target, major companies around not only around
the country, but potentially around the world.
You know, those companies attract a ton of talent just
because of their name. And when we think about that in
relation to what you've, you know, kind of adopted at
Coastline that it does come back to marketing, it does come back
to employer branding and brand awareness.
And it also does emphasize the need for, you know, the quality
of the interview process too. Because every person that we
interact with at a company level, you know, when in terms
of the company to candidate experience, that's a person
that's either going to join the company or have more information
on the company out in the world. And it's like, are they going
back out in the world with a positive reflection or they
going back out into the world with maybe something less than
positive. So all of that is like really
impactful I think. Oh, absolutely.
And you know, we started noticing some, some real change,
some some real effects of hiring of, of how we hire people in
terms of like how much revenue and, and area will generate.
Because there is such a big difference between the top,
let's say we have a top 10% of our instructors.
Well, they will, they, they also advocate the company, right?
And so their schedules tend to be fuller.
And so then they also become this marketing vehicle for the
company because they just advocate.
And so we're like, we want more of those.
So we started studying, how do we get more people like these?
And that's where all the, that's where HR kind of came in with a
bunch of tools. Like we had some personality
tests now that we do because they all have this common thread
because, you know, our service is very, I mean, it's high
stake. We're teaching new drivers,
right? So if we don't do our job
correctly, the consequences can be pretty severe, not just for
the person that we teach, but for everyone else on the road,
right. So we have.
So yeah, we, we need to be very responsible in who we hire, how
we train them, and making sure that we have the right person
for the job. But then more than that, there's
also a type of personality that takes a lot of fulfillment from
this role and takes a lot of pride from from this role.
And I think this is for me, the best type of, of employee that
we can possibly have because these are people who just want
to teach people how to. Very often they'll be semi
retired or retired educators because, you know, everybody can
teach someone how to drive. We kind of ask this, if you're a
parent, you'll be taught, you'll be asked to teach your kids how
to drive. Yeah.
That scares me. Well, I and.
For myself, I. Mean no, but I but I understand
why, right? It's yeah, but to do I really.
Want to be the person doing? That, yeah.
But to do a very good job at it, a very small percentage of
people can actually pull this off.
You need a very you need a specific personality type to do
this right. And so we're looking for those
people. And it's difficult to you can't
just hope to get hundreds of these people to come to you
unless you build an entire marketing and branding
initiative explaining and just and broadcasting to the world.
These are the type of people that thrive at Coastline and
they have a real impact. And we need to speak their
language and tell them why this matters to them.
Like what will that be your impact in the kids life, in the
100 kids lives? And so we can build this entire
branding funnel where we start by this brand awareness and that
takes a long time, but we know this is the way that we need to
do it. Right.
And I think and that's something that maybe your audience will
will like too, because once marketing got involved with,
with HR, my job is like I said to increase revenue.
So I'm putting numbers on these things.
And so the moment that you say, if we do this better job, if we
invest so much in HR and recruiting and we have these
employees that are just such a better fit for the company, then
this is how much more revenue we expect to get out of it.
And if we add revenue, then we just justified the expense for
it. And so that's how you get more
budget for your recruiting and for your HR, of course.
And it's just a matter of how can we track this, how can we
demonstrate the value. And I think the main thing for
us, Cofine, is we decided that our most valuable product was
essentially happy employees like our our employees.
Oh man, that's music to my ears. That is the that's the sound
bite everybody. That's if we're walking away
with anything from this episode other than how you can get your
budgets to be bigger. That's a very important piece of
this. It's that the best product that
you have our happy employees or is happy employees that I think
that's amazing. And, and certainly I wish I
could say that you weren't unique in that, but I think you
are unique in that because there are a lot of companies that
still do not necessarily understand the correlation there
that when you invest in your best product, your employees,
that all of your other products will totally start to rise to
the occasion and, you know, prove their worth.
I mean, there's a, there's a huge value proposition here in
investing in people. And this is a perfect example
because even thinking about what Coastline's ambition is to
really be this, you know, powerhouse across the country
for driving school, like even we can we can take that to with a
similar example of like when a company expands globally, that
if you don't have a footprint in a particular country, in this
case with Coastline, if you don't yet have a footprint in a
specific state, there's a whole lot of legwork that you have to
do to market what that company is doing in this new state or
country. And so whether it's at a
country, you know, you know, global standpoint or a
nationwide standpoint, there is so much that does rely on how
you you develop brand awareness, which is not really something
actually that we've talked about on this podcast before.
And I think it is important that you know it.
It's why the candidate experience matters all the time,
but especially for companies that don't have so much brand
awareness yet or don't have so much brand awareness in certain
locations because one interaction can make or break
the next 5 if they say hey, you know, parents and partners and
friends. Like I interviewed with this
company and they were amazing. And you would actually really
like this based on the personalities that you're
looking for and those personality assessments.
I'm curious what what have you found in in doing those
assessments? Like are are people when when
they hear about how they assuming I actually, I don't
know, maybe this is another question.
Do they find out how they performed on the personality
assessment in terms of like the matching, like if they match the
ideal personality for the candidate or profile I should
say? And then beyond that, are there,
are there multiple personality components that you see as being
successful for driving educators?
As far as I'm aware, because I'm not we are we don't tell them if
right off the bat, I sorry, this is not going to work out because
the test you. Just.
It's not, it's not a perfect system, right?
And because the questions are not like, yeah, it's not, it's
not a perfect system. It's, it's just something that
helps us guide our our questions when it comes to the interview.
And we're still capture, we're still capturing data because
we're testing this theory, because we've noticed a trend or
we've noticed a lot of similarities in the people that
in the type of of employees that we have a coflight that we want
more of and and do the best. So like, OK, can we, is this a
good system? Is this a good proxy to know if
someone will be a success? But it's not a guarantee.
Because the reason why someone would be unhappy or would not be
a great fit at the company is not always personality based.
It could be, you know, we have some seasonality in our, in our
business. So maybe they need something a
bit more steady. Maybe it's not the right time.
There are many factors that make that make it so someone is the
perfect fit. But our bet is that if we invest
more in finding those perfect fit, then they'll be more likely
to be happy and to give good products and to give us good
services and, and stay and everything.
Cuz I mean you could also try to convert your try to force
everybody to be happy by just throwing gifts at them and
making sure like giving them like the Google experience
where? You have like a rock.
Climbing wall and everything. Yeah, right.
You know, we're remote, so we can't have all these
infrastructure. So we're we're betting on the
top, on the upper part of the funnel.
Right, right. No, that makes sense.
And not everyone is looking for that Google type experience.
Not everyone wants a rock climbing wall.
Not everyone wants Diet Coke on tap in their offices.
Some people really like, if you ask me, just want to work
remotely with a flexible schedule and that's OK.
And other people want to find fulfillment.
And it's not mutually exclusive. You can have people who want all
of it, but some people really are just focused on the
fulfillment that they get. And you mentioned that, you
know, the driving instructors. They're they're really, they
play a massive role in the trajectory of these kids lives
or adults if they haven't. I mean, in New York, not
everyone drives because, you know, naturally you don't always
have to drive. But you know, you know what?
I'm. Saying yeah, we taught people up
to I think their oldest was 90 in her in her 90s.
Wow. So it's never too late to learn
how to drive. No, it's never too late to learn
how to drive or to learn anything, frankly.
And I think that's, that's wonderful.
And and to your point, when we think about even again, like
generally when we think about candidate profiles, recruiters
talk about this all the time, like who is the ideal profile?
Who's the ideal candidate? What's, you know, what type of
person is going to be successful in this role?
And those are very important questions to be able to answer
when you are hiring, especially for you when you're hiring
across so many cities. OK, so let's talk about that
because I mean, that's where I get it.
Like that's where I, I get a real kick out of it because when
we start talking with recruiters, as far as I'm
concerned, their job does not end the moment they recruit
someone there is because I need, I need them to know how that
person is doing a year from now. And and then because now I have
visibility over how long it took because keep in mind, we invest
a ton in our instructors in terms of training because we
need to train them. It's not of course, of course.
And it's not just like an online course.
Like we invest probably thousands of dollars for every
instructor that we sign up. So like we need them to stay
like if someone leaves on their first day of the job, we just
lost a ton of time and money and we're like, this is not what we
want, right? So there's, so we really need to
look at this from end to end. And but then what is the value
that someone can bring once they've been here for a year or
two or three or we have people who have been here since the
very beginning. How can we like, because then
there's like, OK, someone can be a good instructor, but now I
want to turn them into an advocate, right?
And I want to equip them. And they will typically do this
naturally, but they will promote coastline, they'll promote our
services. Can I come in and just give them
the tools to amplify this? You know, I, I, can I turn a
pool of or a, a fleet of hundreds of instructors into a
miniature sales force for the company too, without it becoming
an actual sales force. Can it just be like an organic
thing, right? I don't want them to start
pitching and getting rejected. Like if you've ever been in
sales, it sucks, but the best way to sell something is just to
be really passionate about something, talking about it, and
then having the actual tools to share.
Like you can give discount codes, give referral cards, give
like all these things. If you're going to talk about
it, I will give you all the tools so you can talk about it
in the most efficient way that might lead to sale.
Because if I can demonstrate that too, then that becomes
another revenue channel for the company.
And that's more revenue and more revenue means we can invest more
into it. And so now we just increase the
budget for recruiting even more. So then we have a better, a
better budget, a bigger budget for, for brand awareness for
this campaign. So like I'm just chasing
everywhere I can track revenue to really demonstrate because
I'm, I'm doubling down on this. I want that the I want the best
people to justify investing and getting more of those best
people. Absolutely, absolutely.
You, you have identified the, the golden ticket to success for
a company, not only, you know, in investing in your greatest
asset or product, which is people and happy people, but
also how do you take those happy people to then convert other
folks to be equally happy people at your company and successful
in the same, you know, the same vein that really it, it's kind
of as simple as that. You know, sometimes people
really overcomplicate how do we, how do we drive profits?
How do we drive productivity? How do we find more talent?
And really when you focus on those two things, happy people
and having ensuring that those happy people talk about happy,
how happy they are to find more people.
But that's really, really all it takes.
And what you mentioned around really quality of hire, how
those recruiters have to be invested in the longevity of the
people they bring on, that creates a lot of ownership at
the recruiting level for a recruiter.
And it also shows the value of that recruiter.
So there are a lot of people who listen who are in recruiting and
it's often a place where HR people kind of start their
careers because it's one of those things that, you know, if
you can kind of sell, if you can talk to people, if you like
interacting with people, it's a it's a very not easy entry
point, but it is an entry point into this career in this
industry. And you know there is there is a
lot that rides on the recruiters ability to find quality hires
and to see again that longevity of the person's, you know, the
staying power of each person they bring.
Yeah. And you know, and the, I think
the conflict, well, not the conflict, but the challenge that
happens very quickly is they can find those people because
recruiters, everybody I talked to like they're, they're all
good recruiters. And we sure, I like everybody we
work with, obviously. But the challenge is how can you
do this at scale within the constraints that we've given
you, like you need to hire X amount of people before May
because summer is a peak season for us.
OK, Well, you're not going to do a full funnel brand awareness
campaign like you're not going to.
That's not going to happen in four months if you start in, I
don't know, like in early or sometime in the winter.
So you need to also equip them for success.
Like that's not because they're not going to be the ones
marketing this, they need to be involved in it.
So I think that's another area like I need to equip recruiters
for success so that they can hire all these people.
Like if, if we have a conversion rate of like 3% of all the
applicants that come, I don't know what the I don't know what
the rates actually are, but I'm assuming that if we're very, if
we're if we're very not difficult, but.
What's challenging? No, not challenging.
Like we really want. Like we're specific about who we
want. Oh, like with high standards?
Yeah, If our standards are high enough, then we'll probably only
accept a small percentage of all the applicants.
And then we need to like, of course, drastically improve like
or or get a lot more applicants in the funnel.
And you know, timing is not always on your side.
Let's say you want educators. Well, they're still working and
maybe some of them will start their retirement during the
summer time, so they're not going to apply in April.
So yeah, it really takes a lot of research and it's building
this persona, understanding where they are at in their life,
how to market to them. And then I think it's also being
patient because if you want super high standard at a large
scale, then you need to give, you need to be a bit more
flexible on the on the timing. Right, you can't.
Have it all, you know. No.
Oh my gosh. Imagine that would be amazing if
we could. I mean you could also.
Spend millions of dollars and probably figure it out, but
like. Right.
But also then you have to spend millions of dollars.
Yeah, No, I think everything that you said makes total sense.
And you know, from a, like an HR standpoint, this is where I, I
put a lot of emphasis with the recruiting team that I, that
works for me and, and that I've worked with even just in my past
on sourcing and, and for recruiters to actually go out
and find that talent, because you know, your talent pool
that's applying to these jobs, you're strong.
You don't know what your strongest is.
Your strongest is based on whomever is the, whatever the
volume is and whomever the strongest is within that
grouping. So if you have 100 people who
apply, as I like to say, off the street, quote, UN quote off the
street, they see it on LinkedIn, they see it on Indeed, wherever
you tend to market your jobs, they they apply.
And of that 100, maybe you have two strong, really strong
candidates, but you don't know the strength of those candidates
until you actually go out and find more strong candidates.
And so this is where, you know, from my perspective, a recruiter
is only as strong as their ability to find that talent
because it's, it's easy for us to say, OK, here's the
application, the job's posted. It's great.
We're asking questions, we're going to be able to go through
the resumes and screen. But that's just simply not
enough because you haven't, you know, there are people out there
potentially who fit this profile, this ideal profile, who
have not even thought about applying.
And so unless you go out and find them, they're not applying.
I would argue most people. I mean, becoming a driving
instructor is not something that people think think.
About. Right.
Actually, no one thinks about driving school.
They think about it once. Right.
And then they get their license and they never think about it
again until they have. Kids exactly.
And so it's not a job that people think about, which I will
say if ever like if anyone listening wants a really
fulfilling career and something part time that's like highly
fulfilling has a big impact on someone's life.
Driving instructors like that's that's it like you're gonna
transform someone's life at a really at a key moment in their
life, especially if they're if they're teens yeah, it's it's
not it. It took it takes everybody by
surprise when we first do it but like the.
But you're changing the entire family you're changing their
parents because now parents don't have to bring them
anywhere right. Right.
That's like, so that's what they.
Have all the time back, right? And this is, you know, I, I
reference Schitt's Creek a lot on my podcast.
I don't know if you've watched or if you know the scene.
I'm Canadian so they're like, so of course I've watched.
That OK, so it's like Seinfeld. Yeah.
So the the episode where David goes to get his license and he's
like, so worried about what the driving instructor is going to
think and then he just like, doesn't care.
This is not the experience. That's real.
Like the the reality for a coastline instructor is that
they do care. But yeah, I just love any moment
that I can reference Schitt's Creek.
I will. I've watched it like 4 times
over. I'm due for 1/5 time watch.
I do have a small sister, so I mean we do quote that a lot.
I think that means you have a good taste.
No, but I mean, this is a great call to action actually for all
the listeners who maybe want, you know, additional fulfillment
in their lives, because sometimes like our full time
jobs are not enough. I mean, look, I have my podcast
like this is this is something that's fulfilling to me just as
much as my full time job. But this is where it like we
don't have to always be so, you know, fully invested or you
could be fully invested in your full time job, but you can also
find other areas for fulfillment.
And I love that call to action for for listeners who maybe are
looking for something or maybe they know someone who really is
a very good communicator and can really like help to educate or
put the pieces together for someone who's very calm and, you
know, easy to be around. Because I even remember my
driving instructor, which seems silly.
I mean, I'm 33. I learned how to drive over over
10 years ago. Yeah, definitely over 10 years
ago. I think I was probably 16.
I'm from New Jersey. So I think it's 16 and the
driving instructor was so relaxed, so relaxed.
And it made me feel really relaxed because it's nerve
racking. You're behind a car probably for
the first time and you know, you're on the road and you're
around other drivers and being from New Jersey, you're around
drivers who have no patience. So it's like, how do you, how do
you learn in that environment? It's very high pressure.
But having someone next to you who's just like it's cool,
relax. All good.
Like, yeah, OK, all good. I'm all good.
I. I think that's like the number
one personality trait. It's just don't freak out
because you'll be next to someone who is living like peak
anxiety at this time because you're just suddenly aware of
like, the possible dangers of being in a car.
It goes fast. It can hurt someone.
And yeah, people were not always that great in traffic.
I would not be a good driving instructor because I first of
all, I just could not I, I'm, I, I don't think that I could be
that good at relinquishing almost total control.
I know that they have a little break on their side, right?
Is that still? True, yes.
Yes, they have a break. Thank God for that.
But I, I would be like this. I would be like closing my eyes
and yeah, I don't. So I know I'm not the right
person, but there are so many people that I can think of who
are the right people. OK.
And just to just to address let's say that that fear
element, because we do manage a large fleet and so we are
looking at comparable stats in fleet management.
Our accident rate is so much better than just any other fleet
out there. Like we are almost in order of
magnitude better than anyone else.
Wow, that's that. And that's with new drivers who
like don't really know how to drive.
We are. We still manage to be a
significantly safer fleet than just name the company.
Except UPS. They're legendary.
But aside from them, yeah,
anyone. Yeah, I don't think I've ever
seen a UPS truck ever get into an accident, I think.
They, they're, I think they have like 10 accidents a year or
something like that. Unbelievable.
Like some ridiculously low number.
Unbelievable. Love that drive behind the UPS
truck. Everybody that's.
I could be wrong here, maybe it's the wrong company, but I'm
pretty sure it's them, yeah. No, I think you're right.
I think you're right based on some of the things I've seen.
I won't name any names. No, this is really, it's really
fascinating. I've learned a lot about driving
education and actually, I think, you know, having kids myself,
I'm like, OK, so when the time comes, Coastline will be the
place, assuming you are or will be in New York at that time
because of your ambitions as a company.
And, you know, I think it's, it's a really good, it's just a
really good lesson for all of us in terms of like how we identify
the right profile, how we market these jobs, how we like look at
brand awareness and see the impact and the importance.
And so I really appreciate that you brought all of this new
information to the podcast for us.
And so I would love to pass to you to tell the listeners where
they can learn more about Coastline and, and, and maybe to
your point, maybe even become instructors themselves.
Yeah, absolutely. coastlineacademy.com.
All the information is there. There's a career place, but also
if you have kids or if you want to refresh a course.
We don't talk about this enough, but if you learn to drive in the
80s or 90s, please take a course, take a refresher,
because I mean, there's a, the world is different.
You have new technology, phones are a new thing.
We've had people who learn to drive before seatbelts were even
mandatory. So like, you know, it's a
completely different world. And we see a lot more problems
with just adult drivers in general.
You know, our goal is to make this a safer place to drive, so
I would highly recommend that you check it out.
If not to become an instructor, well, then just maybe take a
refresher lesson. But yeah, Cofan, academy.com and
we're on every other platforms with the same name.
Fabulous, amazing. Well, Renault, thank you so much
for joining the podcast again. And it was a really fun
discussion. I'm sure everyone learned just
as much as I did. And maybe it'll just trigger in
their mind and a new opportunity for themselves, their kids, or
you know, someone they might know.
So thank you so much again. It's been a pleasure.
Thank you. Hey, just before you go, don't
forget to subscribe to the show so that you are the first to
hear when an episode drops each week and maybe leave a five star
review and a comment about how much you love this episode.
Plus, if you have someone in mind who would really enjoy this
episode, make sure you share it with them.
Thank you so much for tuning in and I'll see you next week.