I'll share a few thoughts this morning and about our strategy, things that we believe make us unique from others that are competing in our space, what's driven our growth to this point, what we think the future ahead looks like. various members of the executive team will go into a bit more depth representing their respective areas. When I'm done, we'll hear from Will Houghteling. Will talk about content and technology. we'll hear from Jen Colosimo after a break. Jen will talk quite extensively about the Enterprise Division, which has been so important to our growth. Following the break, Sean Covey will talk to us about our Education Division, our Leader in Me solution.
Following Sean Covey, we'll hear from Steve Young, our CFO, and he'll talk a little bit about how do we think this is all translating into increased shareholder value? What are our thoughts there? Some ask us what do we intend to do with the cash that we're throwing off and we'll throw off in the future. Steve will be ready to talk about that. We'll have lunch. Following lunch, Andy Cindrich, as we mentioned last night, will take us through an abbreviated experience of what our clients go through, and it'll be around our new change offering. We'll be privileged to hear from Bob, share a few comments towards the end of the day, and then we have some time for Q&A.
We are attempting to create some time also after each section, for some Q&A. If you have thoughts or questions, we'd love to take them throughout the day, or you can save them till the end of the day. If that sounds okay, you know, if you join our quarterly calls, you get to always start by hearing the melodious voice of Derek Hatch, who reads us through the forward-looking statements. We're not gonna do that today. We just remind you that if we were, Derek would read through this and talk to you about that. What I'd like to start by doing is just, maybe a quick introduction about me as you're all looking at that slide there. I don't know, how do I blank this slide out?
B.
I don't have a B.
Just hit it on your keyboard.
Oh, my keyboard. Andy, thank you. I started with FranklinCovey. I'm in my 23rd year at FranklinCovey, and so not as long as Colleen, but 23rd year. A few of you remarked last night about the long tenure of this executive team. It is unique, and it's fantastic. We love it. We have worked together for a long time. We've done a lot of things together. We've taken on a lot of things together. This is a very talented and very high trust, high executing executive team. I've been here, I'm in my 23rd year, and I started with the company in an inside sales role. My job was to drive leads to our outside sales force, our client partners.
I did that here from Salt Lake for about a year and then had the opportunity to move, my wife and I moved to Chicago, and we lived in Chicago for about 14 years, and I went out there to be a client partner. That's what everybody that was in the position I was in here in Salt Lake wanted to go do. You wanted to become a client partner. You wanted to go out and sell to and work with and manage accounts. My accounts were McDonald's and Abbott Laboratories and Sears back when that was a thing, and lots of companies in the Chicagoland area.
Did that for about six years, then had the opportunity to lead a sales team in Chicago and then lead the kind of upper Midwest region and then the North America central region. Bob asked if I would do that and also look after our business in the U.K. I did that. I'd go back and forth every month, and that was a great assignment. Came back here to Salt Lake, almost eight years ago and had responsibility initially to lead all of our global sales and delivery. The team that Andy's on and all of our sales folks did that for a while, and then became the president of the Enterprise Division and had responsibility for what I had, plus the licensees, marketing, everything in the Enterprise Division.
Became the president chief operating officer two years ago, maybe three years ago, then transitioned with Bob a year and a half ago. The reason I tell you that story. By the way, Melissa and I live in now just south of here in a place called Draper, Utah. Melissa, my wife. We have four children, 21 down to 14. We're right in the middle of it and loving it. The reason I tell you that story, though, is that for almost 23 years, I've had a upfront, very unique view into how our solutions show up to make a difference for our clients.
Most of my career has been spent trying to help clients understand how to connect what they're trying to accomplish with what we can do to help them and then being able to see that unfold for them. It's not uncommon as you travel around. We're a company that's growing more rapidly. You know, we're approaching $300 million in revenue, but we have a brand that's quite a bit larger than what the company's revenue would suggest. It's not uncommon to travel around people say, you know, "What do you do for a living?" When you meet new people, "Hey, what do you do for work?" I was in Phoenix the end of last week, and I met a person who was a CEO of a fairly large financial services firm.
We got to talking, and he said, "You know, what do you do for work?" I said, "I work for a company based in Salt Lake City called FranklinCovey." He says, "Oh, I know you guys. You're the Four Disciplines of Execution people." I said, "We are." He said, "I'll never run another business in my life again where I don't use the Four Disciplines of Execution. It is a fantastic methodology." A couple of months ago, I was on a flight sitting next to somebody, same thing. Start making small talk before the noise-canceling headphones go in. You know, there's that moment where you're talking there on the plane. I was sitting next to an individual, and I said, "Hey, you know, where are you from? What do you do?" He owns the all the...
He's the franchisee that owns all the Five Guys restaurants in Canada and about a third of the United States, and then they own all of the Blaze Pizzas. I'm not sure if that's an East Coast thing, but it is out here in the West, the Blaze Pizzas. He asked me what I did. I said, "I work for this company called FranklinCovey." He goes, "Oh my gosh. I was at a conference years ago. Stephen M. R. Covey spoke about trust." That resonated so much. We've taken trust throughout our entire organization, and it's the basis for the relationships between all of our store managers and us as we work together and with the parent companies that I represent and work for. He went on to talk about the impact trust has had.
That's a common thing if you work at FranklinCovey. I'll talk more about that a little bit later. It's because of the way that our thought leadership has shaped the industry that we're in. A lot of the things that we talk about and teach and consult around, they seep their way into language we all use now today. Things that Stephen Covey wrote about are now part of the common vernacular. Our clients that we work with, the thousands of clients we work with all over the world every day, they're entrusting us to help them achieve results. Results which require the transformation of the way people lead, the way cultures get formed, and the way people come together to execute. That's the work that we're involved in every day.
What I'd like to do is just spend a few minutes and talk about at least five ways in which I think FranklinCovey is unique. I'll put the slide back up. First, I'm gonna talk just briefly about our mission. We have a unique mission, and it drives so much of what we do. Second, I wanna talk about our unique goal. Our goal is impact at scale, and that's actually a differentiator. That's a unique thing. Not everybody that we are in the space with has that as a goal. The third I wanna talk about, what are our strategy for achieving that goal? What are the elements that come together that allow us to deliver impact at scale for our clients? The fourth thing I wanna talk about is our increasingly rapidly growing subscription business.
Finally, opportunities we have ahead for us that we're excited about and that we're focused on taking advantage of. Hopefully that sounds okay for as a direction for where I wanna go this morning. As we do this, as these pieces are all coming together which they have been for the last number of years, we are increasingly becoming a faster revenue-growing company. More and more of that revenue flows through because of our relatively fixed cost structure, flows through to incremental Adjusted EBITDA cash. As important as those are, equally important, I believe, is the increased predictability of our business, and it's driven by these durable problems that we focus on. Our clients are asking us to help them engage around our enduring topics.
They're topics that organizations have struggled with as long as they've existed, and they'll continue to struggle with in the future. Developing world-class leadership, getting everybody in the organization on the same page, displaying the with the habits and the skills and capabilities they need, bringing them together in a way that creates high-trust cultures where people really do work well together. It's frictionless. They can move forward quickly. All of that brought together in a way that organizations can execute and stay focused on their most important goals. The challenges that are associated with those four things are where we focus. Our mission. Our mission statement is this: We enable greatness in people and organizations everywhere. Bob had this great idea about 20 years ago-ish, where he thought, "We need to put a stake in the ground.
What does this organization really stand for? What is it that we're about?" He brought together leaders from all corners of the company, and just about every associate was involved in this process to come up with and to gain buy-in to our mission. This mission of enabling greatness, there are two grand assertions that are embodied in this statement. The first assertion is that the potential for greatness resides inside every human being. Now, I have teenagers. Not every morning is that potential evident. Right? But the potential is there, right? Because it's there inside individuals, it's therefore inside the groups where individuals gather. It's resident inside teams. That potential, therefore, because it's in teams, is also in organizations. It's in classrooms. It's in school districts. The potential for greatness is resident inside us. That's the first grand assertion.
We really do believe that. The second is that that potential can be predictably unleashed, right? It may not be on display every day of the week, every minute of the day, but the potential is there. Through the adoption of correct mindsets supported by the right kinds of principles and frameworks and tools, people can actually change their behavior, and the potential that's there can be brought to the fore. We fundamentally believe that, and that belief then cascades into everything we do. We believe that, and that's our point of view, and we believe that individuals, teams, and organizations can become far greater than they are today. They have the capacity to do that. That drives, well, what kinds of topics would we wanna focus on?
What kinds of challenges are the kinds of challenges where if you could tap into the potential of everyone, results would fundamentally transform? That translates into not only the topics we focus on, but the kind of solutions we build and how we take those solutions to market and the books we choose to write and the thought leadership we choose to put out there. I start with this just to spend a couple of minutes there because it is, I think, a unique point of view, but it's a powerful point of view, and it ends up driving so many things that are differentiators for us. I would also say it's a massive talent attractor for us. The people who work at FranklinCovey are the kind of people that wanna be associated with that.
They come, and as you can see in this room, we stay. Right? We're really committed to this. We want to be a great organization. We wanna produce all the results that matter to all of us in this room, financial and otherwise. We also really wanna make a difference. The second thing that is unique about us is where we've chosen to focus in the market. Our goal is to drive impact at scale. You'll often hear us talk about, we're not involved in the thick of thin things. Our goal is to help our clients address their mission-critical challenges. Sometimes we refer to those as must-win games. Let me give you just 3 examples of clients that we're working with right now that to illustrate this idea of these must-win games.
The first, we're working with one of the largest global shipping and logistics companies in the world. It's a relatively new client. This client became a client this fall, we all know this company, we all rely on this company. We rely on them. When we wanna get any kind of package or document somewhere, including next day, all around the world. This company, they're engaged with us. They purchased an All Access Pass for an initial 5-year period, they've asked us to be their partner to help transform the way more than 8,000 of their salespeople are going to market every day and working with their customers. This is an industry that, we have high expectations as customers.
We expect that when we drop that package off, it is gonna be where we were trying to send it, when we were trying to send it. It's also an industry where margins are tight. A lot of things that are out of their control, fuel costs, et cetera, et cetera. The way those salespeople can engage customers, the way they can better negotiate on price makes a really, really big difference to them, and we supplanted their prior 20-year partner. They're trying to transform not just what the salespeople do, but the culture of the organization. How those salespeople are led, right? That's a relatively new assignment. We're excited about that.
It's in Jen's part of the business, in our Enterprise Division, this will be a 5-year journey they're on. This is something that the leaders, the CEO of this organization knows that this is not something you just change overnight. It's also not something that you change by just buying a library of content and say, "Hey, we bought you some stuff. Why doesn't everybody go home tonight, watch a few of these sales training videos, and I'll bet by tomorrow we'll be in good shape." No, this is something that takes some time to do differently, we're engaged with them over a period of time. Second example. One of the largest airlines in the U.S., I guess therefore to make it one of the largest airlines in the world, has been a client of ours for many, many years.
They were an early All-Access Pass client when we made the transition to All-Access Pass. They stayed with us through the early days of the pandemic when no airlines were flying. They actually renewed their All-Access Pass during that time period and recently expanded their population and extended the contract for another two years. Here's what we're helping this organization with. Think airlines, think quite a bit of competition, not a lot of differentiation. Most of us would just shop around, look for the lowest price, you know, unless you have a lot of status, then you're, then you're really wed to your airline. A lot of competition, not a tremendous amount of differentiation.
This organization is making a bet that if they can create a culture where people at the front line of the organization, the people we deal with when we're booking our tickets, when we're checking in for our flights, when we're getting our bags out of and into and out of the overhead bins, when, you know, when the flight's on time or late, how do they handle with that? The people at the front line, if they can create a culture where there's more engagement, more empowerment, higher trust, that will translate into better outcomes for their customers, and that will actually make a difference for them in a meaningful way on their top line and their bottom line.
They've chosen us as their partner to help, and they said, "The place we need to focus is at that front-level leadership level." The leaders who are engaging those frontline employees, the way that they engage them, the way that they communicate strategy, the way they get buy-in to what we're doing, the way that they empower those folks, that is one of the key places they feel like that they can make a big difference, and then that will translate into better outcomes for them. We're involved in training with them thousands of first-level leaders all over the world. The third example I would share, large technology company in San Francisco. We all know them. If you're leading a sales team, you use their product.
This organization we've been engaged with for a number of years now, and we are their partner at the foundational level of building their culture and their organization. Every new employee, by now, virtually all the employees in the company over time have gone through The 7 Habits of Highly Effective People. Not just taken the course, but they've woven those principles and concepts into just about every aspect of their culture because they want a culture that's built on the framework and the principles of The 7 Habits. They want people to behave interpersonally. It's how they want them to communicate and collaborate. We've been their partner for a long time. It's been an interesting ride in tech lately. This client actually expanded and extended their contract for two years this summer, right?
Kind of in the middle of the storm. The reason I begin with these three is when we talk about solving important issues and being the partner to clients on important issues, the topics we're on, they really do transcend the ups and downs of economies. They're as important in good times as they are in challenging. In fact, they might be even a little bit more, you could argue, more challenging in more difficult times. The question was asked a few minutes ago, Jonathan were up here. He said, "Hey, in these, you know, tech companies...
With tech companies, you know, let go of 10% of their workforces that have an impact on you. I said, Not really. Actually not at all, I don't think, because some of these companies that have let go 10% still have 80 or 90 or 100,000 employees. More important than ever is the culture and the way that they're gonna take the 80,000 of the original 90,000 that are left need to be even more productive, need to be even more clear about what's done, is getting done and how to get that done. We're actually as excited now as we've ever been about the type of work we're able to do and the type of impact we're having.
This is unique, this idea of being focused on mission-critical opportunities and challenges. I mentioned that this is unique in the industry. In our space, we tend to find a couple of types of organizations. Organizations that are represented here across the bottom that are built for scale, not necessarily for impact. We've seen a lot of this as the pre-pandemic and during the pandemic, the proliferation of large library clients. They amassed thousands and thousands of courses on thousands of different topics, and the value proposition for these organizations is, "Hey, we're gonna democratize learning.
You can buy access to our subscription, set the server up in the corner or access via the cloud, and give access to all of your employees, and they can go in and pick what they want to focus on, what they want to learn." The bet is that, hey, they'll pick things that'll be good for them, that'll be good for their career mobility, and that's the value prop of a lot of these large library organizations. Not poo-pooing it. It's actually there's a need there. That's a valuable thing. Like, we can dip in and get information when we need it. On the other axis is companies who, you know, traditional consulting firms that come in and do really good work, but it's hard to get that work to scale. It doesn't very often translate down below the boardroom or the executive team.
What we've built is something different and unique. Our solutions have tremendous impact, they're built to scale throughout the entire organization. What's different about our offering than the library provider is because we're focused on the outcomes the organization's trying to achieve, not just having a resource for individuals to go dip into, we focus narrowly on a fewer set of topics, address those topics in much more depth, and we support all of the modalities and the tools necessary for organizations to be able to scale that throughout the company. The likelihood, when I met with the president at the large global shipping and logistics company, we were having this conversation about what he was trying to get done. We had this conversation.
He asked what was going on in our industry and where we played, and I was talking to him about this concept, and he said, "Oh my gosh, I could never get done what I'm trying to get done by just buying access to a big library of content and having people dip in there. Like, we need people to uniformly adopt a common set of skills, a common way of thinking, and to use a common set of tools. I need 8,000 people behaving the same way, not 8,000 people maybe slightly improving their performance but applying that in 8,000 different ways." I think that when you think FranklinCovey, I think that's what you should think. When we say impact at scale, that's what we're talking about.
Moving large numbers of people from here to there in terms of the way they think, the way they behave, the skills and capabilities that they possess. That is a unique thing in our industry. We believe it's the durable place to play, and it's frankly where we want to play. We want to be on the side of impact. The third thing, I mentioned this earlier, the areas that we're deeply focused in, are helping organizations develop effective leadership at every level. We know from our hundreds of thousands of engagements over the year, this is critical. Go the capability of the leader, so goes the capability of the team and the organization. They're an incredible leverage point. Leadership is not getting easier. To be a leader today, is perhaps maybe more difficult than it's ever been.
It used to be if you were you got your promotion 'cause you were the most effective individual contributor, you got your promotion to be the leader of the team, and you were doing the job that, you know. You're leading people who are doing the job you'd done yesterday, and people who were employed above you had done the job that you'd had. That's not the case anymore. Organizations have de-layered. Technology's allowed for the de-layering of organizations. The remit of what a leader's responsible for is broader now than ever. Not just responsible for getting the work done, but responsible for setting the right tone and the culture and connecting strategy with the front line.
We're seeing today what used to be thought of as mid-level or senior-level leadership skills and capabilities need to exist at the front line level, leadership level inside organizations. That's a big job we're helping clients with every day is equipping their leaders. The second, you can have great leaders, but if the individuals inside the organization don't come together, they can't work well together, they don't collaborate and communicate well together, doesn't matter how great the leader is. Third, culture. Culture's a big, big topic. When I started in this industry 22 years ago, and I was selling, there were the few enlightened CEOs who would give a nod to culture, but they weren't really all that interested in talking about it at the time.
You're not gonna be a CEO for very long at all today if you don't have a clear strategy and a great plan for how you're going to attract great talent, retain that talent, help get the most out of that talent. Culture's a big, big topic. Then, of course, what's always been a big topic is none of that matters if you can't bring it all together and deliver results, and that's the fourth big area that we focus. What's our strategy for tying all this together? What's been driving the growth we've seen in our subscription business? I'd like to highlight five things.
We lovingly refer to these as the five puzzle pieces, and I wanna just go around each of these because as Will, and Sean, and Jen talk later today, they'll go into more depth on some of these. For us, our strategy begins with our ability to build best-in-class content. You'll hear a lot about this from Will. We have been known for doing this over time, and we're still known for it today. Our content, focused more narrowly, goes into great depth. It's differentiated. It feels different to our clients. Years ago, we read the book, you may be familiar with, Bob Iger wrote it, called The Ride of a Lifetime. It's about Disney.
When Bob became the CEO at Disney, he made a bet that there were gonna be a couple of critical things they would need to focus on that would be massive differentiators for them. One would be to capitalize on what they are, an asset they already had. They had really great premium content at Disney. He said, "If we could continue to be the leaders in content, that will be a cause us to be a fundamentally different company." Now, he was talking about this before streaming became a thing, but he could foresee that coming. The second thing he said is, "We're gonna have to figure out how to get that content out more broadly. You know, can't just come to the parks, can't just buy the DVD, can't...
You know, there's gonna be a way in the future we've gotta get this content out there." They made that bet, and we've seen what Disney's done over time. They bought Marvel. They bought Lucasfilm, Star Wars. They've expanded those franchises in a large way. We sat back and said, "You know what? That's a really good corollary for us." We have been the premium content company focused on a narrow set of topics but doing them in a great level of depth and in a really high-quality way. We believe that is an important thing for us to continue to do, that we want to have content that feels different, looks different, is different.
Will will share a bit more with you today about how we ensure that that happens today and the investments that we're making in content. To put a fine point on that, where others that we compete with, will spend $10,000s developing new solutions, maybe a few $100,000s, we'll spend $ millions developing those solutions, researching and developing them and refining them. Where a, a high-grossing solution from somebody else might generate few, you know, $10,000s, maybe a few $100,000s, our solutions are... We have, we have two solutions that have generated in excess of $1 billion over time, and many that are in the significant $ hundreds of millions and will give some context for that as well.
We talk about best-in-class enduring content, franchises that are built to stand the test of time, content that's not just built around the fads of today but will be as relevant now or will be as relevant 20 years from now as they are today. That's the type of content and topics that we're focused on. The second, this has become increasingly important to us, we didn't really focus on this pre-subscription, right? Is to have powerful and scalable technology.
Where others have focused and chosen a single modality and then said, "Okay, we'll do the best we can on impact," we've come at it the other way and said, "We are all about impact, and so therefore we need technology that can support all the modalities necessary to get the water to the end of the road, to help clients deploy at scale." Whether it's microlearning, asynchronous on-demand, virtual instructor-led cohorts, live in-person cohort sessions, one-on-one or group coaching, we need a technology platform that will elegantly bring all of that together to support individuals and teams and organizations over a period of time on a journey that really will change behavior in a permanent way.
That's the holy grail in our industry, is not just can you create access to content, that's easy, it's can you get people to engage in a way that will fundamentally change the way they perform, change the way they behave? Again, you'll hear from... That was a big part of why acquire Strive. It was also a big part of why acquire Jhana a few years ago, to get that microcontent capability. It was a big reason why we acquired Robert Gregory Partners a few years ago because we wanted to add that coaching capability to the organization. There'll be more things like that that we'll do as we look to support all of the key modalities and technologies that our clients will require to drive impact at scale.
The third area that you'll hear about today is our industry-shaping thought leadership and brand. I mentioned a couple of stories earlier where you travel around and people say, "Oh, you work for FranklinCovey. I know you because..." Right? "Oh, my daughter goes to a Leader in Me school. I'm so glad we moved into our school district." These are the kinds of things you hear. Our brand is quite a bit larger than the company itself, and that's an asset and an advantage for us. We're routinely asked to speak on some of the largest stages in the world.
We're oftentimes coming in and our people like Andy are standing next to the CEO of a company as that CEO is addressing their entire organization to launch their new strategy or some key strategic initiative, and then we're there to help talk about how, you know, how we'll help them do that. Our thought leaders podcast, keynote, write, our stuff shows up in Fortune and Forbes. We've sold over 50 million books over time. That's a big number. I don't know of anybody in our industry that has sold 50 million books. The vast majority of those have become bestsellers. In fact, today in your little swag bag we're gonna give you, there's some goodies in there, but in addition to the goodies, there are three.
One is our original best-selling book, The 7 Habits of Highly Effective People. A second is our latest best-selling book, Trust & Inspire by Stephen M. R. Covey. The third is what we hope, Andy, will be our next best-selling book, which is our book on change. It's not out yet, but we'll get you know, we've given you an advanced copy. The point there is that we're because we're on the topics that are important and we're on the topics that people really care about, they wanna get access to those, whether it's in the form of a book, whether they. More than 40,000 people a week join our On Leadership podcast to hear experts, some of them ours, and some of them other experts in the industry, hear us talk about and frame up the issues of the day around leadership.
People look to us for that thought leadership. We've recently launched, I mentioned last night, Adam's role, the FranklinCovey Institute to help create more of this thought leadership and get it out even farther into the world. This is the important thing for us. Out of that thought leadership, it drives our marketing, it drives our product development. It's where we keep tabs on what's going on in the industry to make sure that we're focused on the, both the topics that are important today, but the topics that will also be important in the future. The fourth would be our global reach and distribution. We have, if not the largest, among the largest global footprints in the world.
Through our direct offices, roughly 12 of them around the world, and licensee partners that cover another 140 countries, and through our approximately 300 salespeople, our consultants and implementation strategists and coaches in education that are all over the world, there's almost no place you can go that a local FranklinCovey person speaking the local language with materials that have been localized in 22 languages, that you can't find that. You can't have that delivery and that support. That is tremendously important not only for our, for companies around the world, but for our multinational organizations that are again, trying to deliver impact at scale.
We can show up at the large technology company in San Francisco, our consultants are deployed around the world every month delivering content because they want the same culture in Singapore that they do in San Francisco and that they do in Dallas, Texas. We can provide that uniform coverage and could be that thread that runs through their culture because of our large footprint here. Finally, as it relates to our strategy, our overarching, I mentioned this last night, value statement is that we want to be the workplace of choice for Achievers with Heart. That is the case. We cannot be the credible organization that we seek to be if we're not modeling everything that we're trying to do for our clients.
I think if you came and worked with us for a day, maybe a week, you would walk away and say, "Wow, that company is exactly what I would have hoped and thought." Now, on every day, is everything just perfect? No. The culture is what you would expect FranklinCovey's culture would be, and that is a tremendous asset for us. Who we are able to attract and how we're able to retain them, we are roughly 1,000 associates around the world. Our executive team here in this room, very talented, very committed, very effective people, and we see this as a huge strength. That's why it's the center puzzle piece in our strategic map. What's been happening over the last many years is think of this as a flywheel.
Each of these elements, we're working on perfecting them and doing a little bit better and a little bit better and a little bit better. That has been what's driving our increasingly rapid growth as an overall company, but it's what's been driving our high-growth subscription business. Today, roughly 70% of our revenues are now made up of our subscription and subscription services business as a company. From not that much back in 2016, not bad, $40 million, to approximately $202 million. I said approximately 202, it was $202.1 million, at the end of fiscal 2022. That is all our All Access Pass and Leader in Me subscription business and the related subscription services we sell to our clients.
That is being driven by those five strategic pillars I talked about a minute ago. Underlying that rapid subscription growth are two important things. One, our relatively low cost of customer acquisition, right? Where others have a cost to acquire a customer that far exceeds the first-year value. It approaches, you know, the lifetime value of the customer in some cases, but far exceeds the first-year value of the customer. Ours actually is a little bit less than the first-year value of a customer to us and far less than the lifetime value. The second is the high lifetime value of our customers.
What's happening inside our subscription business right now, and this is an example of in our All Access Pass business and enterprise, is that when we first land an initial client, that client on average spends about $27,000 with us on the subscription to our intellectual property, the All Access Pass subscription. To that, they add roughly $13,000 in services. Okay? It's around a 50% attached rate services to subscription for a first-year total spend of around $40,000. Because of our post-sale engagement process, which Jen's gonna talk about, where we get our implementation strategists in place, we help them be successful with the initial thing they wanted to do. We then expand to additional populations, new assignments. They start to use more of our content such that the average client today generates $77,000.
Again, that's a mix of roughly $0.50 in services to every $1 of subscription. Tremendous growth embedded just in going from the 40 to the 77. We're just getting started. I'll talk just in a minute here about two areas of growth. This cycle is playing out over and over inside our clients every day. So please key into what Jen says about what is it that's driving that? We landed a relatively large initial sale size, then we expand to something much, much larger. When we made the transition to subscription, some of you have seen this slide before, but I think it's a really powerful example and a reminder of what's been happening now for a period of time.
When we first decided to convert to subscription, Bob said, "You know, who's done this before? Who's taken a business that was not subscription, wasn't SaaS-like, and who did it successfully?" We've, you know, we found Adobe, we said, "Let's look at what happened at Adobe, perhaps as a indicator of what might happen for us." The chart on the left was Adobe. Adobe at the, you know, pre-subscription back in 2010. The green line is overall revenue. The red line was their pre-subscription box software product business. The blue line was their new SaaS subscription business. As you might imagine, they launched a subscription business, the traditional box software business started to taper pretty quickly.
Eventually, you know, didn't all go away, but all but went away as the new subscription business really started to grow. The thing to pay attention to is what happened to overall revenue for the company as the subscription business really took off. It started to push higher and higher. We thought that probably would be the case for us, so let's just watch this. That was the bet we were making is that would happen. On the right is what our trajectory and our history has been from the time that we launched All Access Pass and Leader in Me in our subscription business. In 2016, you can see our green line was revenue. Our I guess that one's orange. Orange line was our legacy business. That was our equivalent of box software.
The blue line is our subscription business. Very similar to what happened at Adobe. Now, we'd love to be Adobe. We're not Adobe. There are some things that make them different to us, but I think the thing to pay attention to here is as our subscription business has continued to grow, it's pushed the overall growth rate of our company from what used to be high single digits now into the low double digits, soon low teens. We, you know, into the future, we see mid-teens and into the high teens as we go forward here. What's driving that is this high recurring, highly durable lifetime customer value that continues to expand and the attractiveness of our solution that's allowing us to penetrate the market and sell to new clients.
Let me talk about the, as my final point here, the opportunities that we see ahead to continue to grow our business. There are two significant sources of headroom for growth for us. The first is represented on the left, is the headroom that exists inside our current subscribing customers today. As great as we have been doing, we're still thinly penetrated inside the average existing customer. The purple and the blue are meant to represent we get in, there's that initial sale of around $27,000. That represents a certain population in the organization for and plus services for a total first year value of $40,000. It expands to the average today being roughly $77,000. Inside, and this is meant to be illustrative, not every single client looks like this.
Inside the majority of our clients, we're only about 10% penetrated relative to the total addressable population inside that organization. If we didn't sell to a single new customer, we have tremendous headroom for growth as we stay in there with them, as our cohorts mature, as our implementation specialists help us expand to new populations. The second is significant headroom for growth are the large addressable markets in which we serve. The corporate learning and development market, there's about $99 billion spent globally with outsourced providers on the kinds of topics that we focus on. The enterprise market, where people who are CXO level, general manager, heads of business unit people who don't rely on L&D to help them get their initiatives executed, their budgets are, you know, nearly unlimited.
They can spend significant amounts of money if they think it will help them better execute a strategy, right? Those are budgets that we tap into as well. Of course, Sean will talk on our education market. Approximately $59 billion is spent inside schools and districts, again, on the types of topics that we're focused on. Two tremendous legs of the stool from which we expect to continue to tap into to drive growth. There's three things that we are doing to prepare ourselves to capitalize on that growth. One is what Will and the team are focused on, which is making sure that our content is really relevant and that it's able to scale all across organizations so that we can get to the 90% that we aren't in today.
Some of that's a function of time, some of that's been a function of. It's one of the reasons we purchased Strive was to make sure we had a platform that would be very easy for clients to deploy a behavior change solution at scale. The second and third things we're focused on is, one, continuing to grow the size of our distribution network. You can see here, for those that have been around for a while, you know, we've focused on client partner growth a lot, and our client partner growth We have grown it. Last year, we added a net 30 new client partners, and this year we expect to add net 40. We'll have 340 client partners here before long. That's a significant catalyst for us.
The second thing that's related to this is the improving efficiency and effectiveness of these client partners as they mature and ramp. This is a slide representing just what that looks like. The dark blue at the bottom represents our mature client partner cohorts, those who have been here. If you'll recall, our client partners, we hire them, we expect that they'll do $200,000 revenue their first year, $500,000 their second, $800,000 their third, $1.1 million their fourth, and $1.3 million their fifth. That's the ramp expectation of a client partner. Represents those who are with us that are fully ramped.
The turquoise are those client partners that we've hired the last couple of years that are still on the ramp cycle and the amount of revenue that's latent there that we anticipate will come as they just complete their ramp cycles. More revenue from those groups that we've hired than the revenue we have in place from those that have been here that are fully ramped. The purple is just to give an example of one cohort just extended out a couple of years. The client partners that we hired in fiscal 22, the third net 30, and the amount of contribution they have just over the next few years coming from that group, and they're not even fully ramped yet. We add more and more layers to this as we add client partners and more distribution capability.
What they're tapping into is both the addressable market that we're not yet selling to, selling new logos, and further penetrating the existing clients that we have. Everything we're doing as an organization right now is around these five puzzle pieces, and we expect that as we continue to do that's going to continue to throw off more and more growth, better and better customer outcomes, that our solutions will become even more sticky and more important to our clients. The rest of the morning this morning, we're going to go into a bit more depth here and give you an in-depth view into what does happen to drive these outcomes? My closing comment here would be this. This is now as I started my 23rd year with the company.
I've been here through a number of important transitions. I was here when the first transition was made from being a training company to being a real solutions provider, right? Bob came here and said, "You know what? Our future is not that. Our future is this." We largely did that. It changed the nature of the products we developed and how we went and engaged our clients. Obviously, was here the last 8 years as we made the next big transition to say, "Wait a minute, there's a different way to engage those clients and a much better model for them, and we bet therefore for us." As exciting as those transitions were, I stand here today more excited about what's coming ahead of us. It feels like we're just having made great progress still in the very early innings of this game, right?
This is a 9-inning baseball game. We're still somewhere in the early innings. By the way, we have the lead. We're doing well. We're just getting started with what we're going to be able to do. This is an exciting time to be at FranklinCovey. It's a wonderful time to see how all over the world our impact is showing up every day. Hopefully that will come through today as you listen to us. We invite your questions. With that, what I'd like to do is turn the time over to Will Houghteling.
Hello, everybody. My name is Will Houghteling. What I wanted to do today to start is to give a little bit of my background, what brought me here, what motivates me in the work that I do. In doing so, I think it's actually a good foundation to explain the product that we're building at FranklinCovey. I think my experience over the course of the last decade working in education technology, I think really guides the experience that we built here. I'm going to start Wikipedia early life entry. This is a photo of me. This is in my I grew up in Oakland, California. This is a photo of me on a fourth-grade school trip. I'm the one on the top.
The most important part of this photo, though, is the person right here. That's my dad. My dad was actually my own fourth-grade teacher 25 years ago. At a very young age. Does anyone here have a 10-year-old? Just briefly imagine what it'd be like if you were your kid's teacher. He's a very patient man. He instilled in me from a very early age a passion in education that has kind of carried through my entire life. When I went to college, when I graduated college, I debated between whether I should work in education, do Teach For America, or whether to work in technology. I got a job in a rotational program at Google. I was at Google. I was there for a year or so.
I was working on YouTube, and it was the end of the year, and I was working with the CEO of YouTube, a guy, Salar Kamangar, he asked me to put together a list of the top 10 most popular YouTube channels in every category. Top 10 most popular comedy, gaming, action, education. I put together this list, the top 10 most popular education channels, you would assume at the top of the list would be Harvard, Stanford, Yale, TED, PBS, etc. Instead, the single most popular channel was something I, at the time, this was 2010, had never heard of, Khan Academy. How many people here know what Khan Academy is? Great. Okay. I go into YouTube's back end, I pull the email address for Khan Academy.
At the time, they were doing 25 million views a year. I pull the email address, it's like khanacademy@gmail.com or something generic like that. I email, I say, "Hey, I'm so impressed with what you guys are doing. I would love to learn more." They say, "Oh, wow, somebody works from YouTube reaching out. Cool. Why don't you come to our office? We're down on Castro Street in Mountain View." I drive down 45 minutes south of San Bruno and go to their office. I'm expecting 25 million views, that they're going to have, like, a big room with 20 people recording videos. I arrive at this location. It's now an acupuncture clinic, but this was their office on Castro Street. I go inside, I'm like, "I must be at the wrong location." I'm double-checking my address, etc.
I walk inside, and there's Sal Khan, and he has his headset on, he's sitting, and he's recording, but he kind of looks up, waves me with one hand, and I walk past him. The company had 3 employees at the time doing 25 million views a year. It was him, a guy named Shantanu, and a guy named Ben Kamens. I sit down with Shantanu and Ben, and I'm just floored by what's happening here. That was a light bulb moment for me, where I realized that technology had the power to provide access to education the world around in a way that had never been possible before. In that moment, I decided I wanna spend the rest of my career working on this. How do you use technology to provide a world-class education to people globally? I go back to YouTube.
YouTube is the largest learning company in the world, nobody thinks of it that way, right? Everybody thinks of YouTube as dogs on skateboards and Bieber videos. We were doing hundreds of millions of views of educational content every single day. Myself and 1 other person start the first-ever YouTube EDU team in 2010. We build out amazing scale. You know, the dashboards only go 1 direction kind of thing. A year later, Google launches Hangouts. How many people here have used Google Hangouts? All right. Video calling. I go to work on the Hangouts team. This is 2011, 2012. I'm focused on how do you use Hangouts for live education.
You know, we were using Khan Academy, people watching videos, but real education, there's all this research shows that learning is a fundamentally human endeavor. We learn best with and from our peers. I was working on Google Hangouts for education. My second kinda breakthrough moment in my career trajectory happened here. Not at the TOGO'S, but at the building right above. The building above is where Coursera was founded. Does anybody here know people here know Coursera? Okay, great. Daphne Koller and Andrew Ng, two Stanford professors. They taught an introduction to computer science class. They taught an AI class. They put their introduction to computer science course online, made it available to anybody. They had 100,000 people around the world sign up.
Of their top 300 highest performers, not a single one of them went to Stanford. They all were people who took the class online. For them, light bulb moment for Andrew and Daphne. They start this company, Coursera, started in this building. I go to them eager. I'm like 25 probably at this point. I go and I meet with them, and I try to convince them to use Google Hangouts for their experience. I say, "You know, you have 100,000 people studying computer science. Why don't you break them down into small cohorts of 10, 15 at a time?" They're not interested in it. They just wanted to focus on scale, scale. That was my kinda second light bulb moment, which was, we want technology to have impact.
We don't want technologists to check a box to say we're learning and we're kind of going through videos and taking quizzes. At that time, I started researching the science of learning, and I said, "Who in the world knows the most about the science of learning?" I found this Harvard dean, named Stephen M. Kosslyn. Dean of Social Sciences at Harvard, spent his career studying the science of learning, went to Stanford, ran an advanced behavioral sciences lab there, and then he had just recently left Stanford to start a new university called Minerva. Minerva, at the time, had just raised the largest seed round in Silicon Valley history. $25 million to basically two guys with a PowerPoint deck. I quit Google, and I went to work at Minerva, and we built a university. Here I am.
It's a global university. We had students living all over the world taking classes on kind of like a Zoom competitor. This is our Berlin branch. Here I am with, what is it? 6 of our students in front of the Berlin Wall. We built this amazing university. Last year, U.S. News & World Report ranked it the most selective school in the world, 3% acceptance rate. The problem with Minerva. Minerva's raised $175 million now. The problem with Minerva is it never scaled. It's 150 kids per grade. We had all this research about how people learn from Stephen Kosslyn, but it never was able to scale beyond the kind of cohorts of 150.
I quit Minerva University in the beginning of 2017, and I started my own company, Strive. The goal in Strive was to take what I had learned working at Google LLC on YouTube and on Google Hangouts, combine that. How do you build educational products at scale? Combine that with what I learned at Minerva University, incorporating the science of learning, and to build that into a platform to transform managers into leaders. We were a small startup. We kind of out-punched our weight class. We had great clients, Slack, Pinterest, Airbnb, Instagram, but we were definitely subscale. About 2 years ago, basically exactly this week, 2 years ago, we started to raise our Series A. I got introduced through an angel investor to a guy named Rob Cahill. Some of you have met Rob before.
Rob was the founder of Jhana that FranklinCovey acquired 5, 6 years ago. I got introduced to Rob. Rob and I met. He said, "Oh, I think what you guys are doing is fascinating. It's really aligned with our strategy." We had no interest in selling. He said, "You gotta meet Paul." I meet Paul. 1 week later, he sets up a meeting with a lot of the people, a lot of the big wigs in this room. I meet with Bob and Boyd and Paul and Steve. This is basically 2 years ago, exactly today. At the time, we were raising our Series A. In raising, talking with FranklinCovey. We had another large learning library that I'm sure everybody here has heard of. They also were interested in acquiring.
Bob, explaining the strategy for the company, said, "We think differently about education and about impact here. We don't wanna just create an online learning platform where people watch videos and take quizzes. We want to create impact at scale by combining content, people, and technology." It felt like the kind of vision that Bob had for the company was so clearly aligned with everything I had spent my career trying to do, that this was the kinda natural place. We are less than two years ago, the acquisition went through. I think it took two months from that meeting to the acquisition officially going through, and then I joined up with FranklinCovey. That's kinda what brought me here, my experience, and I think it really is, informative of the kinda strategy and approach that we take.
What I wanna talk through today is, first, I wanna start with example clients, and Paul spoke about some earlier. I wanna talk and really anchor our conversation today in the needs and challenges that our clients face, so that the kinda philosophical becomes practical. From there I want to talk through an overview of FranklinCovey, what is the solution that we provide, and then I'm gonna do a deeper dive into each of the three kinda key pillars of our product strategy: our content, our people, and our technology, including a demo, and then at the end, kind of bring it back together how this combined experience helps solve the needs of our clients. All right, I'm gonna go through two example clients. The first example client is a Fortune 500 company, and our buyer is Jim, the CHRO.
They recently got a new CEO. They have a big strategy that they want to implement, the CEO has tasked the CHRO with effectively implementing that strategy. When Paul spoke earlier about these example clients, he really spoke to, you know, one specific hero need that that company has, and that is definitely true. Often they'll have multiple audiences they wanna serve simultaneously as well. With Jim, he has 300 VPs. Those VPs need support developing and sharing the vision and strategy, and for that audience, he wants to provide executive coaching. Go down 1 level to the managers, 1,700 managers. For that group, they need support creating a system of execution and ensuring accountability. For that audience, the CHR will create a custom in-house management training.
For the third group, the 13,000 individual contributors, they need support improving their effectiveness and developing collaboration skills. Without FranklinCovey, they'll use a learning library. Right now, this example customer would have to use three totally separate solutions. The solutions have inconsistent content. They don't speak to each other. It's operationally intensive and annoying. It's expensive to try to achieve their goals. Second example customer would be Nancy, VP of L&D at a growth stage company. A 1,000-person kind of scaling company. They've just acquired a smaller startup. A successful integration is make or break. For them, they also have a need with VPs to go through kind of a leadership development coaching experience. They don't have the budget to hire an executive coaching platform, and they want their whole company to do some type of change management course.
What Nancy would do is for the senior audience, she might find a local boutique strategic leadership development company, put together a kinda cohort-based experience, and then for the whole company, she'll find a learning library that has a change management course, right? The problem with these approaches right now is that, one, and I kind of spoke to this earlier, there's no comprehensive solution. Our buyers are forced to combine multiple different solutions from multiple different vendors to solve all of the needs they have with the different audiences inside their organization. It's operationally intensive. It's expensive. The systems don't talk to each other. Second big problem our buyers face. Inconsistent content quality and experience.
If you're using multiple vendors, some of them are gonna be really focused on one area, but some of them might have 1,000 or 10,000 or 100,000 courses, and there's not gonna be a ton of quality control that you can trust. Finally, kind of across the industry, we have a lack of impact, and generally, it's also unmeasurable. You'll have people go through experiences, and maybe at the end you do smile sheets. You know, you give somebody a sheet, circle how happy you are with it, and that's the extent of the tracking and measurement. In this... You know, for folks that aren't in our industry, this might not seem like a huge problem.
As an HR leader, if you can't get your training to work, if you can't get this learning and development experience to work, your people aren't gonna work, and your company won't work either, right? I often use the analogy of sports. I'm sure everybody's watching football right now. NFL players are only on the field for 16 hours the entire year. I was reading an article the other day, said the average NFL player spends 1,400 hours a year preparing. Less than 1% of time is spent competing. Over 99% of time is spent comparing. In the working world, we don't have that. We're constantly on the playing field. We're constantly competing, our goal is, through what we do, to really prepare people to perform at their best.
When companies don't prepare effectively, they don't get great performance. Our approach at FranklinCovey is to be the one comprehensive solution for our clients. The analogy that I often give is that we're building a gym for learning. It starts with a diagnostic where we will partner with our clients. We'll identify the key problems, challenges that they face. From there, we'll develop a plan. You know, by audience, what is the different capability or series of skills that will achieve the intended business outcomes you have? We'll put them into different behavior change experiences. Like a gym, we have an on-demand experience, so going to the gym, jumping on a treadmill, lifting weights by yourself. We offer on-demand as the first modality.
Facilitated courses, that's like a group fitness class where you go in, some people really like that experience of working out with peers. We have the facilitated course experience, like a gym, we have the personal trainer experience, one-on-one coaching. Depending on the audience, your budget, the importance of the problem ahead, the must-win game, you kind of choose that different behavior change modality. We power all of it. We do the updated diagnostic, so we can actually measure and show impact to our clients. From a client's perspective, you know, going back to Jim or Nancy, they'll come in, and they'll say, "Great, we have these different audiences. These are the challenges we face.
These are the capabilities or skills that we believe will allow them to overcome this challenge and, you know, succeed at our company, this is the modality that's gonna work best for that audience. They're doing this multiple audiences at their company. This approach that we offer, it's comprehensive, and it's easy for our clients because all levels is provided by the same provider, it's a consistent content and experience for the learners. You know, I'll talk about this in a bit, everything we do is really built to generate impact for our clients. There's notable and measurable impact. The way that we generate that impact is by, this goes back to the work that I talked about earlier, incorporating the science of learning to drive intentional application instead of absorption.
People don't learn just by listening and by, you know, watching a video. People learn by taking lessons and applying them in the real world. This on the right-hand side, it's called a Kolb Adult Development Cycle. It's the kind of holy grail of adult learning, where the goal is you want to get somebody to start by reflecting on how they perform today, then you want them to absorb content, practice in a low-stakes environment, and then apply in the real world. Regardless of what modality, whether it's on-demand, whether it's the facilitated course, that group fitness class experience, whether it's working with a coach, everything we do is intended to drive intentional application, and that's a big role of the technology platform.
It's for that reason, kind of building on what Paul was sharing earlier, that we're able to have impact at scale when our competitors don't. The learning libraries, I often joke about the kind of charade of learning that you say, "Hey, everybody, you get access to these online courses," and kind of everybody winks at each other, "Yeah, yeah, we're learning, we're learning." Like, nobody completes it. The learning libraries suffer from tons of scale, but not a lot of impact.
Then you have the training and consulting companies that suffer what I call the three-ring binder problem, where you'll bring together a bunch of people, they'll come to a room, they'll do a great, you know, facilitated experience in a nice room like this for a half day, and at the end, the instructor says, "Here's a three-ring binder of everything I taught you. When you get back to your desk tomorrow, don't behave the same way you did yesterday." Right? That's also not how behavior change happens. I'm gonna dive deep on content now. I'm gonna start talking about content strategy, and then I'll discuss content coverage in the courses that we do offer. There's kind of 4 characteristics to consider when evaluating content that a company provides. The first is what is the coverage? What have they decided to cover?
Second is research approach. How extensively do they research the topics? Third is what type of insights are they creating? Fourth is what is the quality of production of the courses they create? Our competitors, and this is, as Paul was speaking to earlier, our competitors generally go a mile wide and an inch deep. They say, "We're gonna offer thousands, 10s of thousands of courses, and we're gonna cover every topic from how to present effectively to how to create a pivot table to how to have a one-on-one." We focus instead on doing fewer things better. We've focused on, I'll talk about coverage more extensively, what are the must-win games? What are the most important challenges, enduring problems that companies face? How can we build the best possible solutions for those challenges?
To build, you know, Paul's analogy earlier, this is Disney. We are creating Star Wars. We are creating Marvel. We are creating, you know, the Toy Story franchise. This is not Netflix, where every single time you load your TV, there's 20 new options, and you're overwhelmed, and you don't totally trust the quality of any of them. The next differentiator in our content strategy is how extensively we research the solutions that we build. A lot of people in the industry will be opportunistically leveraging trends. They'll hear about a topic, oh, quiet quitting. Great, we need a quiet quitting solution. I'm gonna build a quiet quitting solution in 3 months. I'm gonna bring that out to market. That solution doesn't have a very long shelf life.
Instead, because we're focused on the enduring must-win games, that we know companies are going to be working with for a decade plus, we research extensively before we go out to build a solution. This is the work that Adam is doing at the Institute, you know, team of researchers internally, making sure that everything we do is grounded in really clear and persuasive and powerful thought leadership. The next kind of characteristic of our content that differentiates us is the type of insights that we're generating. A lot of courses you'll see are really focused on tactics, tips, and tricks. You know, remember these three things when you're in your next one-on-one.
You can memorize something and apply it for a short period of time, but if it actually doesn't connect at your core to who you are as a person, you won't sustainably change behavior. We take a whole person approach. you know, FranklinCovey's been doing whole person approach for 30 years before it became a popular term. The FranklinCovey whole person approach starts with who are you as an individual, right? Self-awareness is at the core of leadership. Leadership is an inside out experience. Who are you as a person? Second, how do you think? What are the mindsets that you bring to your work? Third, what are the behaviors that you do? The combination of those three generates results.
Everything we do is an insight, a principle that really is paradigm shifting, foundational, who you are, how you think, and what you do. The final kind of characteristic of our content that's different from a lot of the content that exists in the market today is the quality of our production. You know, a lot of our competitors might spend $5 thousand, $10 thousand developing quickly a course. It's a lot of like direct to camera videos that you can just crank out with a green screen behind you. We spend $ millions really making sure that they are compelling experiences that are, you know, videos, and there's interactive learning components to them, and there's automated reinforcement over time, and all the materials feel kind of premium and prestige in that way. To bring that to life into one of our example courses.
The 7 Habits of Highly Effective People, one of our examples, and one of our most popular courses, obviously been around for a long time. Covey, it's 7 Habits, it's not 7,000. We don't try to focus on, you know, how to write formulas in Excel or how to edit PowerPoints. It's really the core content you need to be an effective individual. Stephen Covey spent a decade working on 7 Habits, researching, teaching iterations of it before actually ever putting pen to paper and writing the book and then developing the official course. 7 Habits is built on these real paradigm-shifting principles rather than quick tactics, tips, or tricks. This chart I think is really interesting. Has anybody here ever played with Google Books Ngram Viewer? It's a way that you. Great.
It's a way that you search a term, and you can see how much it's come up in media over time, the frequency of that term. The terms proactive and win-win are things that people feel now those are terms that are just part of the modern discourse. Those were really actually basically invented in Seven Habits. Those were foundational principles that were not used in modern discourse before. Seven Habits comes out, and those are 2 of the 7 habits and have really kind of skyrocketed. That's the type of insight that we're looking for in every solution that we create. Is this a term that 20 years from now, people will still be using and will be using regularly? The final thing is the production quality.
We've spent over $10 million building out 7 Habits over the course of last year. We're now starting revision number 5. As a result, 7 Habits is a $2 billion-plus revenue-generating franchise. And the goal is, you know, there's 7 Habits, and I'm gonna talk more about the rest of the content coverage, that every solution we create has this potential. What are the topics that we cover? Paul spoke to this earlier. We cover the most enduring challenges, so developing exceptional leaders at every level, instilling habits of effectiveness in every individual, building a winning culture using common execution frameworks. Those 4 categories are then broken down into what we call capabilities and skills. We have 13 capabilities.
We believe these are the capabilities that every organization needs to get right to be high performing. Every capability is then broken down into skills. We have about 40 skills. Each capability we focus on building a hero-branded solution for. For example, within the first category of leadership, one of the capabilities is team management. How do you manage a team? We often talk about people going from the buddy to boss transition. You're promoted from your team; you're now managing the 5 people that you used to sit next to. Now you're their manager. We wrote a great book, Everyone Deserves a Great Manager. Todd was one of the authors of. That's a course, 6 Critical Practices for Leading a Team. It's a $200 million revenue-generating solution. Within individual effectiveness, we talked about 7 Habits already.
Within winning culture, one of the capabilities that individuals, companies need to develop is trust. We have Leading at the Speed of Trust. Within execution, one of the capabilities is team execution. We have The 4 Disciplines of Execution, right? All these capabilities have hero-branded solutions. Companies in buying the All Access Pass get access to all of our heroes solutions, and that also can be broken down at the skill level as well. Great. That's the kind of content deep dive, people. It's the kind of second pillar of our product strategy. As I said earlier, like, a lot of learning is a human endeavor. There's a ton of research showing people learn best with and from their peers. Peers are really important for discussion, debate, for depth of processing.
When you discuss and debate something with somebody, you're thinking much more thoroughly about it. Peers are also helpful to create the social accountability and social pressure that leads to intentional application. We offer facilitated courses. Those can be facilitated by FranklinCovey's delivery consultants. Andy is one of them. We have hundreds of them all over the world. Our delivery consultants can reach and teach in all languages, all content areas. We also, this is really pioneering for FranklinCovey, have client facilitators. We have a train-the-trainer model. We certify our clients in our courses, they can train inside of their companies. That train-the-trainer is included in the All Access Pass as well. We have thousands of client facilitators at our companies all over the world that are expert in our content that can go out and train it. Great.
The final pillar is the technology. This is Rodney, right?
Yeah.
Yeah. This is Rodney was asking about earlier, the technology is really building on the technology that we had built in my company previously, Strive. It's now called the Impact Platform at FranklinCovey. There's kind of four major benefits of this platform. I'm gonna talk through them and do a demo. The first benefit is that all of the content, the powerful content that I've discussed, can be accessed on the Impact Platform in all modalities. A client, HR administrator can launch all of the content in all modalities, and a learner can follow their entire journey in one place. Let me now switch over to demo that. Okay, great. All right, cool. Here's the Impact Platform. This is me logged in.
Just to orient you at the top here, you have your tasks. Anything that you need to complete as part of any course on-demand, facilitated, any microlearning would show up here. We have automatic integrations with Outlook and Google Calendar, so anything that shows up here, you're automatically getting a calendar invite for as well. Seems like a small, obvious thing. It's amazing how much our clients appreciate automating the experience for them. On the left-hand side, so if you're enrolled in a facilitated course, you would see all that content here. You can access the material you'll need for a session. You can see additional resources.
So like if you miss a session, for example, we automatically will send you the material that you just missed, so you don't fall behind. In addition to the facilitated experience, we also have the on-demand experience. Every learner will have access to the Explore tab. We have a different view for managers than individual contributors. We know what your role is in your organization. We show you a different content type accordingly. Within, you can see our featured courses. Let's see, Inclusive Leadership. This is a new one that we've recently launched. You can see here, so there's an interactive syllabus. I can see, okay, if I wanna study Inclusive Leadership, this is all the information that I'd study over time. You can subscribe to it.
As a learner, subscribing means that you automatically get pushed the information to you spaced out over time. Learners can subscribe, and clients can also assign. Generally, we see probably five times more of on-demand courses, assignment top-down than learner subscription bottom-up. You can subscribe to it. It'll then show up for you on the left-hand side, and as you go through it, you can track your progress. Let's say I click in, you know, I'm reading an article. You click in, you're reading an article, and then it's tracked that I've read that article here and it's tracked up here. We use certificates to motivate people to complete these actual courses. If they complete, they'll get a certificate that they can add to their LinkedIn profile or to their resume.
In addition to the on-demand courses, those are our hero solutions, we also have what we call micro courses. Those are skill-specific experiences. This is a micro course around managing up. Paul will have to tell you how I do on that. Let's say I need to work on it. I can subscribe to it, similar experience, I can see all of the content below. We have all of this micro-learning content, six-minute read, five-minute read, etc., we have these videos. I can go in, I can, you know, play a given video. Great. Everything that I showed you here. Everything I showed you here automatically works on mobile. If I change my screen size, it'll automatically adjust the experience. Great. That is the...
The, kind of the platform will power all these different modalities, on-demand, facilitated. The second benefit of the platform is that the platform is intended, as I said earlier, to change behavior, not just to check a box. We really focus on using technology to drive intentional application of our content over time. I'll show two features that help achieve this. The first is the three-sixty assessment. This is something that we offer. It's optional for people to complete. This is my actual three-sixty, so don't look too closely at what my team says about me. When people start their experience, they can go through a three-sixty. They do a self-evaluation, and then they get feedback from managers, peers, reports, and cross-functional partners. We show them kind of what are your ratings by skill.
You can't see.
Oh, oh, sorry. Good eye.
I did this recently on an internal call, and I got a problem.
There we go.
He helped me out. I'm gonna help you out.
Cool, cool. Okay, 360. You see your ratings by skill. You see your high score, low scoring prompts. You see your blind spots. Where did I give myself a high score? Other people gave me a low score. Vice versa. Where am I underconfident? Where did I give myself a low score? Where did other people give me a high score? I get some professional personality feedback. We have a reflection exercise people do, we have kind of detailed skill scores. For every single skill that we teach, we show people what their scores are, and how other people graded them and how they graded themselves. They can use that to decide what they want to learn in their experience. The second feature is the application challenges.
Every single skill has an application challenge. Whether you're studying it in a course, facilitated, whether you're on demand, you'll be able to do application challenges. The goal of the application challenge is to take what you learned in the session or in that on-demand piece, and then commit to applying it in the real world. You'll choose a challenge, you'll create a plan, you'll choose an application time. When do I wanna commit to actually doing this thing? I'll choose accountabilibuddies. I'll, you know, choose people who I want to hold me accountable. When I do so, then I get private calendar invites, they get calendar invites, I get email reminders, etc. It's another way that we kind of guide people to commit to actually applying these lessons over time.
The third benefit of the platform is that we really focus on trying to make it as easy as possible for learners and for clients. I've shown so far the learner experience. Now I wanna show the admin experience. Great. Administrators are incredibly busy, so they have a lot of work they need to do. Historically, it took about 300 clicks, no joke, to assign a course to a group of people. A lot of our clients would kind of go off of the platform, and they would instead send out Word documents or emails with all the material to access. I'll show the general article. We've instead focused on making it as easy as possible to assign a course to a group of people.
As an administrator, I would go in here and say, okay, I want to assign unconscious bias. I could see all the material for it. I could assign that course. Cool. Oh, I'd already gone through and done this one. Cool. I could go in, I could say, "What's the team of people who I want to assign it to? What's the start date? When do I want this course to begin?" When I do that, all of the due dates on the right-hand side are automatically generated. I can choose if I want email reminders or not, and I can assign the learners. We've made it a process that literally used to take 300 clicks. We've been able to simplify that down into about 10 clicks to assign these courses to groups of people.
They can do the same thing with micro courses, so skill specific, and they also do, you know, filtering and searching, all the things that you would expect them to be able to do. The final benefit of the platform is the data that we generate. All of our clients can download data, and they also have access to this dashboard. The dashboard will show them in one place an executive summary. It'll show them their kind of high-level data. It'll show engagement, it'll show enjoyment, and then it'll show kind of opportunities for them. It'll show learning opportunities for their audience. In addition to being able to see it all on this dashboard, we also will show them information in kind of quarterly business reviews and annual business reviews. We'll show them executive summaries.
We'll show them how their people have performed over time. How did their employees perform on these various skills before working with FranklinCovey and then after their impact journey? We'll show them their company's performance against benchmarks. How do they compare to industry averages on all these different skills? What courses would we recommend next? This is a big way. If you think about our business moving from, you know, 5, 10 years ago, event-based buying, where you're buying an individual course for your employees to instead now you're buying a subscription pass where you get access to all this material. This data is really powerful in driving that transition because you could say, "Great, in year 1, we had managers go through 6 Critical Practices.
I now know as a company we're underperforming on strategic thinking and prioritization, and so we should assign 4 Essential Roles, which is more focused on strategic leadership. It's using data to really help our salespeople and Implementation Strategists drive future adoption and usage of our platform.
Platform perspective.
Absolutely. I'll talk to 3 big things that we're working on. The first is moving from mobile-friendly to a native mobile app. What I showed you was you can change your screen size and you're still on your phone. We don't have an app in, you know, an Android or iOS. We're working on building out a native mobile app. As Paul was saying earlier, right now, we roughly hit about 10% of employees within a given company. Our bread and butter is middle management, right? Kind of the 6 total practices, 4 Essential Roles, et cetera. For expansion, you know, we want to go up to be able to do executive coaching for senior leaders, but also go down to individual contributors.
Those individual contributors, much more likely to be desk-less workers, they're not going to be in front of a laptop all day. A mobile phone app with micro-learning is a huge business opportunity. And they're also much more likely to want to use the on-demand experiences versus sitting in a facilitated experience. Mobile is one big one. The second big thing we're focused on is platform integrations. Right now we drive a lot of learners to app.franklincovey.com. Our learners are, you know, users every single day are in Teams, they're in Slack, they're in things like Spotify, et cetera. How can we take all the learning experience that we've built and bring it into the tools that they're using multiple times a day? What would a, you know, a chatbot look like?
Think about a chatbot powered by ChatGPT that's trained on all of our content and corpus, where you could ask questions in the flow of your work in Teams or in Slack. Think about getting our content as a personalized podcast on Spotify. As you're commuting to work every day, you know, there's all these amazing new audio transcription services where you can put in audio, and it sounds like a human reading it. Like, could we build out personalized podcasts? I think platform integrations is the second big bucket. Then the third big bucket is kind of better powering that client facilitation experience. As I said, we have thousands of client facilitators that are certified.
How can we improve the certification for them so that we really are confident they're delivering an amazing experience? How can we give them the tools to launch and track data within their company? We think that's a real differentiator, that client facilitation. We want to kind of double down on the technology to power that. Great. Awesome. To wrap up, thinking about how does this solution impact the client? Somebody like Jim earlier, who I mentioned previously, was stitching together three different vendors. With the new Impact Platform, they'll be able to do everything with us. We have executive coaching, we have the facilitated impact journey for managers. We have the on-demand experience. Again, speaking to Paul's comment about our opportunity to expand the size of prize within a company. Nancy, same experience.
You know, she could offer executive coaching, and facilitated courses and then also the on-demand, we could offer client-facilitated change management to her whole organization. With Nancy, we'll get to what Jen speaks about later. We see a huge opportunity for clients like Nancy, where they come in with 1 need. We want change management support to then use the data we get from the 360 to prescribe expansion in year 2. You know, here are other capabilities that you could expand into. We think the kind of technology, the content, the people together provides a really differentiated solution that now has an opportunity to really expand our business with our clients. Kind of final thing, kind of briefly to close, I want to end with 1 story.
A year ago, I was at a friend's 30th birthday in San Francisco, and it was a very kind of typical woo-woo San Francisco birthday party. It was like a Burning Man group and no joke, in the middle of the birthday, we stopped and had a meditation circle. I mean, it is not who you would think of as the kind of FranklinCovey core constituency there. I was speaking to a friend of mine who's a little bit older, and he's a very successful investor and runs a fund.
He said, "How's Stratton going?" I said, "Actually, we were acquired 6 months ago." He said, "By who?" I said, "By FranklinCovey." He was like, I was like, "FranklinCovey, you're a planner guy?" Like, "No, no way." He said, "Listen, when I was 29 years old, I had started a company and it failed, and I was really despondent. I was like, 'What am I gonna do with my life? I'm not gonna live up to my potential.' I was talking to a mentor of mine, and the mentor gave me The 7 Habits of Highly Effective People." He said, "Read this." He read it from front to back, and he got to the final page, and he started over again at the beginning.
He said, "The principles in that book have totally transformed the way that I operate." Where to this day, every single morning, his executive assistant texts him 2 pages from 7 Habits. These are the 2 pages. You can see they're all, both of them. I asked him to send me a screenshot. These are his 2 pages that he read, and he reads these every single morning, and it has fully transformed who he is as a human. The reason I end with this in kind of my conversation with him was the amazing potential that we have to transform and the realization that we are still kind of scratching the surface of the audience that we could reach. We had a dinner 3 years ago. This is my team at Strive.
We had a dinner 3 years ago for Christmas, we went around the table, and we all shared what our big, hairy, audacious goal for the year ahead was. At that time, we had 5 customers, and we had 150 users. I said, "My big, hairy, audacious goal for the year is I wanna grow 10x. By the end of the year, we will be bigger than the best business school in the world." Harvard Business School is 1,200 people a class. My big, hairy, audacious goal. Now we are 3 years later, we reach more students that are enrolled in all business schools in the world combined with FranklinCovey, right? Amazing scale, amazing impact. I think as the example of my friend shared, I really believe we're just getting started.
There's so many more companies that could benefit from what we do. There's so many more people that could have the experience that my friend did, where he found something that really connected and totally transformed his life. I'm incredibly excited about the path ahead. Thank you all very much.
As Paul said last night, as we introduced me, I have been with FranklinCovey a total of 22 years. That's in two phases. The first phase I joined after being with a big four consulting company. My first job was project-related tasks with a merger between FranklinQuest and the Covey Leadership Center. I did merger integration for a couple of years. I was a client partner. That's what we call our salespeople. I'll be talking more about them. I was a client partner. I sold to our clients. I was a delivery consultant, so Andy and I were peers for a while. For about 6 years, I delivered our content with clients working on behavior change within that client. Multiple industries, multiple clients. Went on to lead what was then called sales effectiveness.
In your organizations now, it would be sales enablement. Globally, how do our client partners in our direct offices and our licensed partners sell, work with clients? Was the chief operations officer for a short while, led our leadership practice. It sounds like a lot, but it was 15 years, right? During that time, I also had the opportunity to co-author a book with Stephen R. Covey on building a great career, using concepts from The Seven Habits, primarily on how to make your greatest unique contribution in an organization. Most recently, last year, was a co-author on a book called Strikingly Different Selling, how to sell in a way that is differentiated messaging from your competitors. And it's actually part of what we sell to clients and use internally. There's the first 15.
I went on what is jokingly called here a sabbatical, which is when I worked somewhere else. I'm like that it was not a sabbatical at all. I worked for a Fortune 200 healthcare company called DaVita. They had headquartered in California and moved their headquarters to Colorado, where I live, and were looking for someone to lead basically how to scale their culture across 60,000 people. They had great experts, thought leadership. In fact, the group that I worked with had been there since that company had been through a turnaround. They were looking at scalability. Effectively, I was like one of our buyers for five years. I led all learning and development, including, and of course there were clinicians that led this, but clinical education.
Their large meetings, that's an organization with physical space, a lot of physical space. It was even how do you display culture in your physical space? Ran what was then called their CSR group, now ESG, as the terms change. I was one of our buyers for 5 years, and then I decided I'd been with large public companies, well, small cap and large cap public companies, and I was now going to go work with private equity, preparing for equity events as they did mergers and acquisitions, how we would bring them on, how we would make this an ability to either sell or IPO. Did that for about close to a year and then talked to Paul about coming back.
People say, "Why did you come back?" I think that's important as we dive into what's important for the enterprise. I truly believe in Achievers with Heart, and I love the people. Let's just be fair. I was also at the stage in my career, and I say this internally, I came back because of the very exciting business model change that had just started under Bob and Paul. Having been here for 15 years, I could it took some work on a napkin for me to see it, but I could see it, I said, "I want to be part of that." The third reason is very early in my career, I was exposed. You hear us talk a lot about principles. Based on my career so far, I get asked a lot career advice. "What's your career advice?
How did you..." One of the things I always say is my career advice is simple. It's do you have the ability to say, "This is where I am, and so this is what I'm going to do"? You can apply that to, "This is what happened, so this is what I'm going to do." We talk about principles, and that is the fundamental first principle of The 7 Habits of Highly Effective People, which is choice. No matter what happens, no matter what, you can always choose what to do. I would say from a very... When I was first exposed professionally in my twenties, it changed the entire trajectory. I'll use just very quickly, I know Andy's doing a teach, but The 7 Habits.
Not only can I choose, but I know who I am and what I value and what I'm trying to do. I choose what to do with my time in alignment with that personally and professionally. Because of that, I'm not, it's easier to collaborate and think about how different viewpoints, that if all of us think the same, we're not going to get the growth mindset, we're not going to get agility. That you really need to be able to listen and empathize with people to get to a better solution than you ever thought of. Okay, there's my 2-minute 7 Habits. Right? 2 minutes. It's an amazing thing for a career to be able to say, "I'm not threatened by winning every conversation. I don't need to win. I just need to find the best solution. I don't care who," you know.
All of that comes from The 7 Habits, which is why I think those principles have stuck so long. We also have principles around trust and principles around productivity and how to execute effectively. I really, in addition to being very attracted to the business model, to feeling part of Achievers with Heart, I really do know the impact this can have in organizations and then on the individuals to our mission of greatness in people and organizations everywhere. We wanna impact both. We go in via the organization. How do we do that, in the Enterprise Division? Which basically means everything but education, right? Everything but education. It means every industry, every governmental, federal and local agency. It means organizations, right? It typically doesn't mean one or two or three people because we're going for collective behavior change.
People that are really trying to drive in their organization. You've seen both from Paul and from Will these puzzle pieces. Where Will really focused is on the top two. He focused on our best-in-class content, what's differential there, as well as our powerful and scalable technology, both the Impact Platform, which is what Strive now is, right? The Impact Platform and the modalities through which we deploy. He gave you a broad view there of how that works in enterprise. I'm going to talk about industry shaping thought leadership and brand and global reach and distribution and kind of give you a behind-the-scenes of an actual client and how you land, retain, and expand, and more importantly, how you actually get that impact at clients.
As a group that looks at, you know, is this a viable business model, of course, the incredible opportunity we have for expansion is what you're interested in. That expansion comes from actually driving the impact, however that client defined their own great purpose, and are we able to drive that through the behaviors that we've outlined? Both are equally important if you're me, recognizing that the great opportunity that we have for growth is the most interesting possibly if we're you. Our go-to-market motion, industry shaping thought, leadership and brand. You got some preview of this from Paul. I'm going to provide an actual client example where, of course, we have written permissions to share the client example and the case study of what happened here. AdventHealth. AdventHealth is a healthcare system that's headquartered in Florida.
Operates in nine states, 80,000 employees, $14.9 billion in revenue. From an industry standpoint, you don't need to understand all the industry challenges in healthcare, but you're aware of some of them, right? Reimbursement, more transparency into patient satisfaction. Those are things they care about. At a particular healthcare system, and this one operates hospitals, independent physician practices, hospice care. They have a wide breadth of what's included here. Obviously, they would have within that their own organizational challenge. They have talent and workforce challenges that relate to those business, their individual business and their industry challenges. They're the durable challenges that we address. We've talked about them, and also if you look at a break, we've put them in each corner, right? Of our durable challenges that we address.
Let's get down to the people. Does anybody have healthcare providers in their family? Right? A healthcare provider goes in because they are motivated to provide compassionate care. AdventHealth actually cares about the whole person. They mention, if you look at their website, body, mind, spirit. They care about the whole person. They've got these compassionate care providers that actually want to make a difference and have had a rough few years in the last couple of years. When you think about all of that, here's the first engagement we had with FranklinCovey and AdventHealth. We're going back a little bit, just a couple of years. This will be the only probably audience participation part other than your questions, unless Andy does it. Do you have audience participation?
A little.
Okay. Before him, I'm actually going to ask you the question after this video. From the client's perspective, what was their challenge that they initially brought us in for? This is in one of their regional locations. Then what was the impact from the buyer? Then you actually hear, as you heard about Will's passion for learners, you hear about the learners. At both levels, what was the impact? What was their challenge and what was the impact? It's just a four-minute video with the actual buyer and some of the learners in the video.
Our vision was to establish a culture and an organization that intentionally identified, developed, and then helped grow leaders over the course of time. One of the big concerns we had 4 and a half years ago was we had a high level of leadership turnover, and associated with that was a high level of employee turnover. You've got somebody who might be a very, very good nurse. He's been a nurse for a while. He's exceptional at what he does. As a result, he's identified for promotion, for an opportunity to lead. The problem with that is identifying somebody for leadership position based solely on position competency forgets the fact that that person may or may not have the capacity or the capability to be a leader.
We went through the All Access Pass and all of the competencies in the leadership journey that's outlined, we mapped back to our six AdventHealth leadership competencies, a course that would meet or match the needs of each one of the competencies. In fact, because of the depth and the breadth of the FranklinCovey content, we identified two or three courses for each one of the competencies that we were needing to develop and grow. We officially launch and kick off the start of a new emerging leaders class every September with the six critical practices of leadership. We bring a FranklinCovey facilitator in for that session. We take all of our emerging leaders through a full-day course and session on the six critical practices of leadership.
I was able to get with this group of folks that were like myself and were just getting into the point of becoming leaders of the organization in an official capacity.
There have been other people who've been brought in, FranklinCovey, and to talk about what it means to be a leader, how to go from being just an individual contributor to knowing how to lead people, how to motivate people.
Over the last couple of years, we've been able to reduce leadership turnover by about 50%. Again, anytime you have success like that, there's a number of different variables, and our approach is not a silver bullet. There's a number of different things that we have done. I'm convinced that one of the things that we have done really, really well over the last several years is the development of our leaders.
I think the company as a whole has become more intentional over time, in looking at how to keep their employees engaged and keep them invested in what they're doing. Many companies don't care anymore, and it was just really nice to know that they wanted me to get to the next level and to learn more to do my job even better.
I feel like I have all the tools that are necessary for me to be an effective leader. If I have a question,
I know I have mentors, but I also have material tools that I can actually utilize. The beautiful thing about the All Access Pass is it gives us, as the name suggests, access to what I would consider world-class content and world-class facilitators at a cost that met our needs and was supported by our budget.
The All Access Pass is right there at any moment you need it. If I'm rushing through my day looking for a solution to someone's problem, I can log on to the All Access Pass and find anything that I need very timely, and usually I'll find more.
It's a turnkey leadership development solution, and I'm a big fan of it.
Okay, I said it was the audience participation part, right? What were they trying to do? Please. Yay.
Reduce turnover of emerging managers.
Wow, that was right on. I'm loving it. Reduce turnover of emerging managers. Again, as he stated, if you're going to reduce turnover of emerging managers, there's a systemic talent approach that you've got to take, right? It's not a silver bullet, but he attributed a significant amount to being able to work with our people, our content, and our technology. Anything strike you about the actual learners themselves? The manager of radiology, the nursing leader.
They were eager to be managers, but they really didn't know quite what to do with the next step.
They were eager to be managers, didn't know quite what to do with the next step. I think that's important because when Will talks about learner engagement and enjoyment and application, you're not going to get the collective behavior change, and therefore the business result that we're looking for if you aren't tapping into the learner feeling like not just feeling, having the skill set and the tool set to be a better leader, that they're supported and that the company is invested in them. One of the things Paul said this morning is, "You don't have the ability anymore as a leader to say, 'What I'm gonna do is put out a task list and tell everybody to do it.'" There's a much more a focus on employee experience, a focus on do we have a culture of trust?
Is it a culture of belonging? There's an entire set of social media that they're going to go say what it's like to work there, and other people are going to look it up. It's all interrelated that you've got the learner, the behavior. It's that collective behavior to drive big results. By the way, the bow tie on that story, and I will be talking through our entire go-to-market motion, but for this one in particular as an example, they started with an emerging leaders program. During our quarterly business reviews, when our implementation strategist and our client partner meet with the initial, and you heard him speaking, client, they're always looking for, are we getting the impact we set out to give? Is this being implemented? Is there anything to be more effective on FranklinCovey's side?
In fact, moving towards the detractors, what could we do better? What could be more effective in driving this? Is there anything that needs to be done more on your side? At the same time saying, "Looks like we're really moving forward in the results. In this next meeting, would it make sense to bring in your peers in some of our other regional locations? Does it make sense to bring in your vice president of diversity and inclusion or your CHRO to talk about these results?" Always thinking about other decision-makers, by the way, with really great intent. We've gotten great results here. Could we get great results for them? Do they want to hear about it? As well as looking for other opportunities. One of the things Will showed you is where can we find other opportunities that they can expand.
Later, after this video, there was another decision maker at their headquarters, very focused on building an inclusive environment of care, that then took what work was being done with those leaders, looked at some of our other solutions, and did quite a much bigger expansion and working with a whole another group on in building an inclusive culture. We are currently in conversation about a much larger... As clients become more familiar with different decision-making groups, with what we can bring to bear, they see results, and there is so much value to unlock within our current clients, again, while enabling their great purposes. How does that happen? We've talked about this a lot, and this is what I tried to show in the AdventHealth example. We talked about healthcare.
If this were manufacturing, typical challenges, productivity, safety, supply chain. If this were finance and banking, typical challenges. If this were high tech, if this was professional services, local, federal government, there's challenges they're facing. When you get to the problems that we solve, the behavior of the individuals in their organization has a huge impact on that. On unleashing the potential of their leaders, having their great individuals, a culture where great ideas thrive, and sporadic performance in the system of predictable results. Sometimes in the industry, our principles and what we do get a different term, and we need to show how what we do had that term. Now everybody wants to talk about growth mindset. Well, you can see how this drives growth mindset. Everybody wants to talk about agility.
There was a moment when it was quiet quitting, how to work in a hybrid environment. As Will mentioned, we don't go put out a $10,000 course. We look at our timeless principles and how they drive the root cause of what that is most effectively. Clients come to us, Will showed you this, I'm breaking it down here with the kinds of things they say. He showed capabilities, they say things like, "We need to lead a new work model. We're in a hybrid environment." They need to be better at one-on-ones. You can't just give them a checklist of one-on-ones. They have to have that mindset of what it really means to have an effective one-on-one, the skill set, the tool set. I talked to a client yesterday.
The main thing they talked about is they had grown via mergers and acquisitions, they were worried about keeping their culture and also being able to maximize the growth and see the return of those mergers and acquisitions. All of these capabilities, ownership, how to drive it, is how we bring our solutions to match what they need. Clayton Christensen was on our board of directors for years. You may be familiar with him, since passed. One of his great quotes that we've put out in front of us as we look at how to go to market is, "The most important attribute of a customer value proposition is the precision, how perfectly it nails the customer job to be done. Oftentimes, it's not the individual resources and processes that make the difference, but their relationship to each other.
Companies will almost always need to integrate their key resources and processes in a unique way to get a job done perfectly for a set of customers. That's what we've tried to do or doing well by getting in the thick of things and integrating our approach to content, people, technology, as well as our go-to-market motion. With the example that I just showed you of a healthcare organization, in general, a very simplified view of how we go to market. This is the marketing funnel, and then I'll turn it on its side and show the sales and expansion and retention funnel. First, and Paul previewed some of this, for those that aren't aware of us, or they are aware of us, but not the depth of our capability and what we can bring to bear, we have massive approach to being known globally.
The books are highlighted here. In fact, I think one, the one in the middle is the one you have in goodie bags. Is that true? Is that the one we gave? Thank you. Over 50 million sold. We're not a B to C organization, but that is amazing for awareness of what we have in the marketplace. Those authors are on the stage quite a bit at the World Business Forum, at industry conferences like ATD, which is the Association for Talent Development, and others. The authors are out. They're keynoting. They're speaking. They are driving that live interaction. You see up here all the social media channels. Of course, we're on Instagram, very active on LinkedIn. We had over 2 million web hits where we have SEO and SEM that people are searching.
As we know, buyers often search online before they buy things at this point. We're out articles, speaking, social media to create deeper awareness of who we are, even if people have a remote idea. You move down the funnel, we do what you would consider direct marketing. We have over 200 events a year. Those range from top of the funnel, a live online event. You've undoubtedly been invited to them. "Please come to this webcast and learn about X." We have live events. We have passholder roundtables, and this is just a representative of the kinds of titles we do if it's a live online event, so that people can see how we're applying our principles, our content, our people, our technology to current problems. Lead your workforce through economic uncertainty. Accelerate your organization's behavior change.
In the first 5 months of our fiscal year, so September through December, we had a 30% increase in registrations. We have a lot of people come to events to see us. Of course, we have email marketing drips. We have lead magnets. They can download these same titles, and they decide, "Okay, I want to download that and see what this is about." We have a marketing engine. Once you get into an actual it's time to engage, we have a direct sales process. This team is actually the real team for one arm of what we're doing with AdventHealth. The salespeople are also emailing. They're going to events. They're working on social media. They're networking. They're asking for referrals when you think of new, and then they're asking for referrals within our existing clients.
Getting the result, asking who else might need to know, who might need to know in their peer group. This is the direct sales team for a part of AdventHealth. You see a Client Partner, and I'll talk a little bit more about what they do. Our Implementation Strategist. The Managing Director leads a set of Client Partners and oversees a geography or a particular approach to the market. A senior consultant like Andy, who's worked quite a bit with AdventHealth, and a Client Engagement Coordinator that does the invoicing and the logistics and the back and forth. We have an integrated account team that works with the client through the sales growth. That's a very simplified marketing model. If you turn it on its side, this is what we do.
I put awareness and engagement, the marketing piece, over to the side. Once you get into direct sales, Paul mentioned that we are working with a big logistics organization that is working with us to increase sales capability and sales leadership. It might make sense to you. We use our own methodology to teach our Client Partners how to particular advocate for who FranklinCovey is and what we do and our entire value proposition, and then to switch when it gets to discovery and listen to the client. What is this healthcare or high-tech or professional services or finance banking or federal government agency? What are they trying to accomplish, and how does that link to what we're trying to do to present solutions and then to get to contract?
I'll tell you a little bit more about where we hire and find that role. There is a direct selling process. Our Client Partners do stay involved through the retention and expansion, through the customer success motion, because our Implementation Strategist comes in here and says, "Okay, we need to very quickly get this client moving because this is an important business imperative for them." Whether that's scheduling live or live online courses, whether that's getting the cohorts loaded into the Impact Platform the way Will showed you. However it is getting them started, we need to have a really successful onboarding experience with a new client and start to see impact, both at the business and the learner level. We have Quarterly Business Reviews. It sounds like, okay, do you only talk to the client quarterly? No.
There's ongoing conversation, particularly with large rollouts. This is a very formal process where we say, "This is what you wanted to do. This is how we started. How are we doing on the measurements? Where else can we help? What other gaps do we see?" It's taking it a part of the day-to-day logistics and having this quarterly business review. Very effective in terms of finding additional jobs to be done, additional populations, and additional ways we can have impact, driving growth. You've heard it a couple of times. I think Paul had a little piece. Will had a piece. We have tremendous opportunity within our existing clients. We have tremendous opportunity to continue to expand in addition to those that we're not yet in. This is a really important model, and it can go back and forth.
Might be, to use the AdventHealth example, you might be doing really well in this regional location. They introduce you to headquarters. You've got to go through some of this process. You've just got some, you know, latent credibility because of the previous, and it goes there. You look at how large you can go within the rest of the population, and all frankly to drive impact in there and to help them achieve their own great purpose. This is how we go through the process. When you think about, well, what do you advocate for? You've heard a lot of it. We talk about our incredible content. They have with our content, not just the tactics, but we build in the checklist, the skill sets, the emotion. If you've ever changed your behavior, there was probably some emotion behind it.
There's the emotional motivation, the tactical motivation, the skill set, the tool set, the ability to access, and I'm going to talk about our global footprint. The Implementation Strategist is a huge thing for our clients. Huge. As I talk a little bit about their role, and you heard our client say the pricing. Shown by Paul, this is our current model in terms of first-year spend in All Access Pass and All Access Pass services, what happens over time to an average year spend and the gross margins. Industry shaping thought, leadership, and brand. Our last strategic puzzle piece, global reach and distribution. Will and I will have covered all of those, and I'll end a little bit with our culture of Achievers with Heart. Again, saw this map from Paul.
A couple of things to point out for me in the Enterprise Division. The direct is the royal blue. I'm kinda colorblind. Is that royal blue? Yeah. Royal blue. We are in the top five major economies in the world direct. We're in the U.S., we're in Japan, we're in China, we're in the U.K., we're in Germany, direct. We're also in Switzerland, Austria, Australia, New Zealand, and Ireland, direct. Top five is a great place. I really am happy with our direct leadership in each of those locations, we have our 140 countries we cover via partners with 21 languages. A couple of things that's really great about that. Brand, brand awareness globally.
Everyone in all of our licensed partners in our direct offices would give you this exact message, the same selling process, the Implementation Strategist, the approach to people, technology and content. If you sell a giant global deal from any one of these countries, as Paul said, they expect you to deliver in local language with some level of adaptation to local culture, if applicable. We have an unmatched ability to serve global clients. Couple few things as I get to the end here. Our Client Partners. You saw a picture of one. You could actually go on LinkedIn and just say, "Client Partner, FranklinCovey," and see a whole bunch of them. We typically don't hire straight from university, have a few years of experience in selling to many years of experience of selling, depending on where they're coming in.
They are focused on building mutually beneficial relationships, becoming a trusted advisor that actually knows this client, knows their business, can talk about how our behavior change drives their business results and generates, of course, sales and expansion. Paul showed you some of the opportunity we have for growth, even within the client partners that are already here, one of his first charts, and talked about our typical ramp model, how the standard or the average works. Of course, we have some that go well above that, but what we're doing to drive growth through our direct sales process. The implementation strategist, I've been asked a lot of questions about in the last couple of days. These folks, and by the way, this is one. Our branding pictures are all of our own people. This is Dr.
AJ Lee over here on the, on the big banner. Dr. Lee, they come from actual, often clients. They've been clients. They understand learning science in the way that Will outlined. They typically are very good at the entire talent management life cycle and how we fit in. Our clients are talking to experts that have either done exactly what they want to do or have led these kinds of implementations across the board. They are a thought partner. They develop how this client will measure success. What's the success plan? They look for opportunities where there are other gaps or other populations, but they're really a partner to implementation and impact with the client. The client partner is overseeing the entire account and looking for expansion, retention, ongoing opportunities. They are part of this integrated account team.
It's been very differential in our growth of the subscription, and they plan for future years of partnership. Last, strength of our culture. You've heard it from a few, Paul and Will this morning, but I believe fully that one of the unique value propositions that FranklinCovey brings is we are focused at Achievers with Heart. That experiential part of being someone who works here linked with customer experience and customer growth and impact is what's one of the main things that's driving our success. These are all people. Some of these, Ashaan, were education. Some of these were education. These are all people that I can name their names that work here.
We have incredibly talented implementation strategists here, people who are consultants like Andy's, folks who support customer care with All Access Care, marketing leaders, and really excited about what we've been able to build. I know we're very excited about our long-term tenure. I'm also thrilled about what we've been able to bring in new and what we've been able to increase our strength through new talent, new thoughts, new ideas, and how that will take us to even a greater place.
All right. Hi, everybody. How are you?
Great.
Good. Good. Hanging in there? It's only an hour before lunch. Good to be with you, as you can see, I work with some amazing people here. I'm here at this company, you know, there's always options for all of us, right? I'm here because I think this company is really something special. The work we do, the way we impact lives is really remarkable. You know, I'm one of Stephen Covey's kids, I'm number 4 of 9, I had to fight for food and attention. There's 2 brothers and myself that are still involved in the company. I've, as Paul shared, I've done many different things. I know this company really well. I ran a retail chain. I ran the international operation for a while.
I ran innovations for 15 years, and as of late, I've been running education. I've seen everything, and it really is quite an extraordinary company we've got going here. I also have authored a few books. Right when I came here, just a few years after joining FranklinCovey, I wrote the book The 7 Habits of Highly Effective Teens. Does anybody here have teenagers? Okay, I take back everything I said. When I wrote that book, I didn't have teens, luckily, right? Now that I have them, I take back everything I said. There's no such thing as an effective teen. It's an oxymoron. I used to be known as Stephen Covey's son. Now I'm known as Britton Covey's uncle. Britton Covey is the punt returner for the Philadelphia Eagles.
He'll be starting in two weeks on Sunday for the Philadelphia Eagles. He's an undrafted free agent, played here at the University of Utah. He's really small and really fast, and he won a starting job as an undrafted free agent with the Eagles. He picked a good team, don't you think? Who's cheering for the Eagles? Okay. Anybody for the Chiefs?
Yeah.
Sorry about that. I'm gonna tell you a little bit about the education group. I think this is probably a group you don't know as much about as the Enterprise because we're the smaller unit. We have some really good things to share with you, and I hope I can share information that's very useful to you. Of course, we'll have time for questions at the end and afterwards, any time you'd like to talk more. To start with, I'd like to just tell you three stories. I'm gonna go through these three things today. What's the play to the customer? In education, what are people struggling with? What is Leader in Me?
I want to give you a little demo on what Leader in Me is and how it's working, and then finally talk about the market and growth opportunity. That sound good? Okay. Three quick stories. The first one is about a student, then I want to tell you about a school, and then about a district. Okay? This is a story about Riley. Riley from Alberta, Canada. When he was four, he was diagnosed with autism. His parents, Rosaline and Rick, were concerned about him. They'd turn on a fan, and he would cry. The flush of a toilet would scare him and make him cry. They were thrilled to find out he was going to go to a Leader in Me school, a school that really embraces children and tries to help everyone develop the talents and gifts that they have.
He went to Joseph Welsh Elementary in Alberta, Canada, and he was warmly received and did really well for the first couple of years. Over time, he started to realize he didn't read very well, he was different than the other kids, and he kind of developed a negative view of himself, and he said, basically, "I'm a horrible person." Those were the words he used. The breakthrough came in third grade when their school, Joseph Welsh, was invited to go to the district office and to present about their school. They do this on a regular basis, and they usually have adults do it, and they thought, "We're a Leader in Me school where students have the opportunity to lead, so we're gonna have the students do the entire presentation to the district board." They asked for volunteers.
Riley raises his hand, they're thinking, "Okay, well, hope he can do it." Riley prepared really well. This is the poster that he showed, talking about autism, he tried to explain all the different colors, the different emotions, the blue, black, and the red, how, "This is how my mind works, there's a lot of kids like me in your district, they struggle too with learning." He gives this presentation with a bunch of people in the room with suits and ties on. He gets a rousing ovation at the end, he's thrilled. He comes to school the next day, he's wearing a tie. Next day, wearing a tie. Two weeks later, wearing a tie.
Finally, the principal calls him into the office, Mike Fritz, and he says, "Riley, what's up with the tie?" He said, "Well, after giving that presentation, everybody in the room had ties, and important people wear ties." He continued to wear a tie all through grade school, literally. This was kind of a, an inflection point for him, he just started to soar. He's learning the 7 habits. He took on leadership roles and responsibilities. He took on speaking opportunities because he saw himself as a really good public speaker, and he continued to wear his tie. I saw him when he had graduated from this school in front of 400 people give his story, and the standing ovation lasted for 2 minutes. Nobody would sit down.
Just a good example of how a Leader in Me school can. It takes the best of what every child has and helps to unleash the gifts and talents of students through opportunities, through affirmation, through teaching, giving them leadership roles and responsibilities, and through, you know, like one of the things we teach kids to do is how to speak in public. That's Riley. Let me tell you about a high school. This is called Battery Creek High School. This is a high school in South Carolina in a high poverty region. They had tons of discipline problems, low staff morale, really struggling. Just a classic case of a bad high school. Low academic performance and graduation rates. They had an image problem. They were nicknamed Assault and Battery Creek, if you can believe it. A brand-new principal comes on board, okay?
This is the way we go to market or how we create leads. We have about 25,000 leads coming into education a year, we do it in lots of different ways. You know, social media, sponsorships and conferences, thought leadership, like we've talked about, best-selling books, our website, and a lot of events. This lead came from one of our regional symposia events where we get 400 or 500 teachers and principals to come. Somebody was talking to our Client Partner and said, "Hey, Battery Creek just got a new principal. I think he'd be gung ho about Leader in Me because they need to turn around." Battery Creek adopted Leader in Me. This is one of the things we do in a Leader in Me school is we have a student champion team.
We have an adult champion team and a student one. Students help lead the implementation of Leader in Me. All these students came together and became the champion team to get this going into Battery Creek. I'm gonna show you a short video. It's about 2 and a half minutes long, and it captures the essence of what happened here. Okay? Here you go.
What it used to be known for and what is it known for now?
It was bad.
We don't talk about it. That's true.
Like...
I wanna go to Battery Creek, like I told my parents that, and the first thing they told me was, "No, you're not going there.
No one saw a good part of Battery Creek, and it was like that for a long time.
It's just like this stigma, like no one wants to say it outright, but more people are like, "Well, that's Battery Creek for you.
The culture of the school, it was rough. It was, "Go to your classroom, stay in your classroom," and lots of hall monitors, fights.
We were called Assault and Battery Creek. When you told people you taught here, the first thing they would always say is, "I'm sorry.
The mood was very much do your own thing. This mode of this is how things are, and this is how they're always going to be.
The academics weren't good, but I just never thought the kids had a fair shot at being successful. You know, I always knew it could be better. We began to just acknowledge and accept and own our faults, and that's how we led to Leader in Me. It was like lighting a match. Man, it took off, and it just spread like wildfire.
It's not the old Battery Creek. It's a little bit different now. Like, if you just come take a tour, I promise we'll show you all the good things about Battery Creek.
Once you get on the campus, you see how Battery Creek is.
When we was walking in the hallways, like the culture, it just wasn't like that when I was here as a freshman.
It's inspiring. The kids are loving, they're polite. They'll tell you, "Good morning, have a good day." So is the staff. It's that Creek spirit.
As we've implemented Leader in Me, the atmosphere around the school has changed, which I've got to see. I got to see the atmosphere inside of the school, just entirely different what everybody else says.
Advisory is what changed us. Before, it was a designated time that students honestly skipped. We started Leader in Me, and actually learning things that they could take outside of high school, we became a family.
I had ninth graders, and it was the first year of Leader in Me, said, "How about you let me teach a lesson?" I'm like, "Okay." She started teaching some of the lessons, and it went really well. Then another kid said, "Can I teach a lesson?" I'm like, "Sure." By the end of that year, I didn't teach a lesson. That just was a big change from everything I'd known in the first 18 years of being here.
I find that we have a lot more student-led programs now. Before it was like, "Oh, the teacher led it.
Just not another number here at the high school. There's always something you can do here at the Creek. You know, every person gets involved, and it's like a family. A lot of it comes from Leader in Me because of the habits that we teach. We're trying to better the students and the teachers as people, and that just makes a better group and a better society at our school.
We didn't focus on improving the graduation rate. We focused on the kid.
Because trauma was prevalent in this community, Leader in Me has not only given the kids, but I know has personally given me and why I walk lighter.
We all have teachers that we go to. We have a principal that we know is there for us. That's something that's really rare in a lot of schools.
I honestly can't wait for like the next few years when we grow as like a community and as a family.
I feel like we're just getting started. Like, there's just so much we can accomplish.
I believe they can do anything, but the more powerful is they actually believe they can do anything. When you think like that, man, bring it on, man.
Okay. There you go. There's Battery Creek. To increase your high school graduation rate, just a couple percentage points is a big deal. To do it 10% is really extraordinary. The school really using these tools transformed themselves. Let me give you another example. This is San Diego Unified School District. They've had a lot of challenges. They approached us a couple years ago. Administration and staff were feeling overwhelmed, these are very common in education. Mental wellness challenges after COVID, lack of connection among students and staff, and self-regulation, a lack of it among students and emotional maturity.
They had these challenges, struggling, classic struggling district. One of their, and again, this is an example of how we get in touch with people, one of their district people, district leader, wrote our Client Partner, Larry, and said, "I just read The Four Disciplines of Execution. It wasn't just amazing, it has changed how I plan to approach coaching principals and district leaders. Please thank the authors for such a great support." This came out, that was the touch point, right? Calls up the district. "Hey, we can help you." They said, "Let's start with summer learning. We've got all these students and they're coming back from COVID. There's a lot of learning loss, let's train them." We trained a lot of teachers and a lot of students.
They liked it so much, they said, "Well, can we bring this to the day school program?" We said, "Absolutely. We've got a program called Leader in Me." They brought on 50 schools, and now they're up to 70. They're gonna bring on 19 more this year. You know, we're just a couple of years into this, so we haven't seen the results yet, but so far it's looking really, really good. That's how it expands, right? It's one book led to a phone call that led to a summer learning program that led to this big implementation. It's a five-year contract now. There's lots of these. There's lots of San Diegos out there.
The way we work with districts and schools is, as has been explained already, is we have a client partner that sells, and then we have a lot of coaches that help with implementation. They get involved after we make the sell. Our coaches are extraordinary. They're former superintendents, they're former principals. They're the best of the best. We have hundreds of applicants for one spot. We get the best people here. Then we have a group of, we call them ESPs, that focus on retention and expansion. Then we have a client engagement coordinator focused on customer service. Very, it's the same thing that Jen has, the same setup. It works really well. It's all around serving the needs of the, of the client. In summary, just looking at these three stories, this is the plight of the customer.
These are the challenges that schools and districts are facing, not just here in the United States, but around the world. It's pretty consistent. In our travels, we learn this. Mental wellness is a big issue, high teacher turnover, learning loss from COVID, low graduation rates, low trust cultures, inequity, so minority groups scoring lower than other groups, skills gap, and number 8, insufficient social and emotional development. This idea that the workforce does not believe that our education system is developing the kind of skills that they need to succeed, these students need to succeed in today's economy. That's a big thing. We call that the skills gap, and this is one of the things that we address directly. Just a couple of headlines here to show this. ACT test scores dropped to their lowest in 30 years.
Depression and anxiety double in youth compared to pre-pandemic. Alarming number of educators may soon leave the profession. That's the situation with education. A lot of need. Some of these are classic, and some of these are new. Mental wellness has always been an issue, but in the last 5 years or so, and with the rise of social media, it's become a huge issue for young people and for the adults in the school. All right. Let me tell you a little bit about Leader in Me. I hope this will give you kind of a good feel for how it works. If a school or a district says, "We wanna do Leader in Me," we say, "Okay, great. It's a multi-year process.
We hope you're gonna be here with us for 20 years if you're gonna start." We take annual membership includes some coaching, it includes the platform, our All Access Pass equivalent, the platform, and we have 3 core trainings. There's about 8 days of training to the adults in the school over the first 3 years. They can take it where they want with these core impact journeys after that. The adults in the school train the kids. Here is another view of the Leader in Me process. This is how it's built. We teach, we start at the bottom with what we call these paradigms that we think are very important to instill in the minds of the educators that the idea that everyone can be a leader, that everyone has genius, that change starts with me.
My job is to empower the students to own their own learning and to educate the whole person, not just the academic child. These are kind of foundational to everything we do in Leader in Me. Up one level is all the content. As Paul shared, we share the same intellectual property as the enterprise division, we've got this rich content that's really remarkable. We use all the content in Leader in Me of FranklinCovey, all the content. The primary pieces, the foundation stones, are the seven habits for behavior and the four disciplines for achievement, they work together like the yin and yang of success. They work together extraordinarily well. All those principles are instilled inside of the staff. The students get it from the staff, that's how it works. We have other...
There are other key things going on inside the school. We teach the students how to lead. We teach them how to set and achieve goals. We share the leadership, that's why every Leader in Me school has hundreds of leadership roles, and every student has a leadership role and responsibility. They run for these. They make them up. They're assigned sometimes. The idea is, leverage the gift and talents of the individual student. It's all towards trying to build college, career, and life-ready students. That's how it works. Okay, I'm gonna give you a little online demo. I just wanna give you a little feel for what the platform looks like, okay? You saw the All Access Pass platform that Will's put together, which quite extraordinary. Let me show you what we're doing.
We talk with Will all the time, every good thing that they're developing over there, we wanna pull over here, we've got plans to do that over time. Quick little demo here. Okay. All right. Here is the Leader in Me Online, is what we call it. Every school that joins Leader in Me gets access to this, and we have just thousands of resources available to the school here. You can pick your language over here. This is called Leader in Me Weekly. It is a weekly drip feed micro-learning piece that comes out every week. It's sent out to everybody. We have new videos, new articles every week. It's like Jhana on the enterprise side.
I'll just show you one little one here, and I'm gonna show just a few seconds of these, so you can get kind of a flavor for how they work.
With the behavior of talking straight, it's pretty straightforward, right? We can imagine what that looks like.
Okay, we've got. This is just one piece we have. You know, these have been coming out for a week, we've got hundreds and hundreds of these. We have stuff to adults and also stuff that can be used in the classroom for the students, okay? For example, we have a resource called Leader in Me Studios, and we have literally hundreds and hundreds of videos and video series here. Could be used with kids, with, you know, elementary kids, preschool kids, high school kids. Let me just give you a little snippet here. This is the Jenny and Chris Show. It's really popular among middle school students.
This week we are talking about big rocks.
Like, what kind of rocks? Like boulders.
No, Chris. We're just calling them big rocks to help us remember what they really are.
They're rocks. We're not gonna forget what they are.
No.
Okay. You got a feel for that. Okay. Going down, we've got a big cartoon series. Actually, these cartoons are the most popular thing on the website by far. I'll show you 1 in just a second here. We have Science and the 7 Habits. We've got these other shows. We've got Erica Tyson on Reflections. That's what we just saw a second ago. This list goes on and on. Maybe I'll just show you 1 more. Get a sense for this. This is a really popular one with high school students. Manny and Clark.
Hey.
Manny and I have both come prepared today with examples of proactivity.
Mm-hmm.
Are you ready?
Yeah. It's gonna shake you up.
Okay.
Give me some examples of that.
You lose your job.
Okay, shake it up.
Your best friend moves across the country.
Yep.
All right. Your family will not listen to you.
100%.
Okay?
Now open it.
All right.
Okay. You get the feel. All right, we've got all those resources. We also have incredible resources for the school for managing your account. You can see all your upcoming presentations, all your upcoming coaching events. We have a section called the MRA. This is measurable results. We have incredible assessment tool built into this. Okay? School can go in and do student surveys, staff surveys, and family surveys. Everyone's trying to figure out how to measure culture and emotional health inside of schools. We've got an incredible tool to do this, and almost every school does this every year to form a baseline to see how they're improving. They can go in and take this, and they're given a score in the leadership category in culture and academics.
That's what Leader in Me is all about, is those three areas. We're gonna teach your kids how to be leaders. We're gonna create an incredible winning culture, we're gonna improve your academic scores. You can see all the results that come from this. This has been a really powerful tool. Also we've got a new thing that we've developed the last couple of years is our curriculum. Okay? Every teacher in every grade level has dozens and dozens of 15-minute bite-sized lessons that they can utilize in their classroom. A lot of them have embedded videos. They have practices. They have questions, everything is contained there. Let's just take a look at level two. We call it levels because this is used internationally, they don't always use the term grade.
Here's the entire lesson. If you're a teacher and you're preparing, it takes you, like, two minutes to look at what's happening. I can start the lesson. This will come up on my whiteboard in my classroom. If I want notes, I can just bring this up real quick. These are questions I'd ask, you know, for second-grade students, what's appropriate for them. A little video. Show this.
Hey. See ya, Haystack.
Haystack.
Okay, this one's on bullying, you know. These are again, really powerful and watched a lot. Yeah. Every week there are different lessons. They're 15 minutes. They're quick and bite-sized. This gives everyone all the resources they need to really implement Leader in Me well in the classroom. Okay? I could go on and on. There's on-demand workshops. This is on demand. It's kind of everything that we're doing in All Access Pass is right here, and we're gonna build this out over time. There's family certification. We teach everything we're teaching to the kids, we can teach to the families as well, so they can reinforce it at home. That's how it works. Family engagement and education is pretty important. All right? That's the little show there.
Let me just get back into this. Hope that gives you a little flavor for how that whole thing works. Okay. That's Leader in Me. A little bit about how it's done so far. Our retention rate historically has been about 90%. The last couple years, it was 92%, 89% last year. This is retention of the school itself, right? We're really pleased with that. We also wanna get it higher, and we believe we can get to 95%. Probably be hard to get beyond that, but we think 95% is achievable. We've been researched and validated by top universities across the country. This is really important, and this has allowed us to get into districts because we have great research to say Leader in Me actually helps improve attendance. It reduces discipline problems.
It increases test scores, increases graduation rates. This took years to develop, and we really put a team behind this, and it's paid dividends. As you know, you've heard this story before. Leader in Me was not something we, you know, planned. We didn't get on a whiteboard and said, "How can we penetrate the education business with FranklinCovey content?" Instead, we found a school that was failing, public school with high poverty, and they had taken our content and reinvented themselves to become the number 1 magnet school in the country. We saw what they did. Basically, they took our serum, invented a syringe, and we saw what they had done. We thought, "This can be codified and productized." That's how it began. It's got all of our content in it.
It's just we figured out how to inject it inside of a school. It's really grown well here in the United States. We have about 6,500 schools now across the world, about half in the United States, about half outside. The prospects internationally are really strong as well. It's really grown fast. We've got a lot of, there's a lot of competitors, and we're outpacing all of them. This is last year's numbers. This is the average, you know, trying to show lifetime customer value here. The average school last year spent $16,000. Our retention last year was 89%, as I showed before. Our gross margin is 66%. It's a pretty nice model.
If you look at districts, it gets even better. Last year, the average district spent $185,000 with us. The retention rate is higher for districts. It has been historically 94%, and it's the same blended gross margin. These are really good solid business model metrics, and we're really excited about it by this one because once you get into a district, you have the expansion opportunity like you do with an All Access Pass, right? Because they're unending, the opportunities are. Moving on. What is the market and growth opportunity? As Paul shared, it's a large addressable market, $59 billion in the United States alone. Internationally, it's really strong. This is just US, right? It's too hard to gather data internationally. Big market.
The funding for Leader in Me is diversified and steady. We have not had a problem. If schools want to do Leader in Me, they can always find ways of doing it. They can go to traditional budgets. This is from state and local tax dollars. A lot of times they can draw from these budgets. If they can't, they can go to federal government grants or some of these legislations. Title I, we use like crazy. This is huge. There's a lot of money behind it. Title II, we get in there too, professional development. We've talked about this some on our calls. This is the COVID funds, the ESSER funds, Emergency Education Relief funds. These are big.
There's $190 billion set out, and $140 billion has not been spent yet, okay? These are good. There's other federal programs. When ESSER runs out, there'll be other big government grants. They're always there. Before ESSER, it was Race to the Top. Billions of dollars poured out to help districts across the country. This is kind of an unending. If you're, you know, watching if you're a taxpayer, you're amazed at how much they can spend here. It seems to be never-ending. Another area that's helped us a lot is the community, okay?
Chambers of commerce love Leader in Me, and we have workforce initiatives all over the country, about 20 of them, where a chamber comes together and says, "We wanna develop the workforce of the future and be an attractive area. We're adopting Leader in Me system-wide in these 5 districts." They raise money for that. Typically, the schools are paying as well, but they're firestarters. It helps the schools get started. It pays half or more of their initial fees for the first 3 years. United Way has been a big funder of a lot of Leader in Me schools, district foundations, national foundations. We had a foundation called Leader.org that funded over 750 schools, gave them half the money they needed for the first 5 years. We have another foundation that just came to us.
They have $1 billion to spend in the next 12 years, they said, "We have searched far and wide for character development programs. We like you, we're gonna partner with you." They wanna fund and sponsor hundreds and hundreds of schools as well, have committed to it. Last year, they sponsored over 100. We've got a big bucket of funding opportunities here. It's been good and steady. We can draw from all 3 of these buckets, we've learned how to train our districts and schools how to go after this money. All right. Using the puzzle pieces, just wanted to highlight a couple of things here. First of all, on the content side, Leader in Me is a best-in-class comprehensive solution. Okay?
When I went through that little demo here, you'll notice that we do a lot of different things. Okay? This is what makes us really powerful is, first of all, it's got the best content, second, it's broad and comprehensive. Most of our competitors will do 1 thing. They'll do coaching or they'll do measurement or student curriculum. We do it all. It's integrated. If you add it all up, we're relatively inexpensive in comparison. This is a key competitive advantage for us, is this holistic, comprehensive nature. Second, on the kind of the digital front, these dots here are all of our key competitors right now. Some classic ones have been around a long time and some new ones, and there are 50 others. Our axis here on the Y is schools onboarded annually.
This is how fast we're growing, where people are growing, and down here it's impact, the outcomes they're getting. We have a unique position where we're scaling really fast and we're pretty big, and the outcomes we're getting are extraordinary. Okay? Some of these competitors here they're getting great outcomes too, and they'll never get above, you know, 300 or 400 or 500 schools because of the intensity of implementing these solutions. We've got a unique position here that we've staked out, where we believe, we can continue to increase our impact and our scale over time. All right. Leader in Me is now in over 71 countries around the world. We're excited about this. Our biggest operation, of course, is in the U.S. and Canada. In Brazil, we have close to 1,000 schools. We have schools all throughout Europe, Asia.
Asia is gonna explode at some point. China's kinda shut down for now but just wait. Just a couple of charts here on the advantage of selling to districts. Here's the average revenue for a single school, $15,000. Right now, this is what all of our districts last year spent on average. New school acquisition, you do 1 versus a whole bunch. Retention rates tend to be a little higher with districts. The expansion is virtually unlimited. If you start with a district, think about it, just say they have 20 schools, you start with 2. We can keep expanding to the 20. If you get there, guess what? They have summer learning too. Almost all districts have it. When you get there, they have secondary. You might just start with the primary, elementary grades.
If you get there, you have pre-K, and pre-K is massive. The money spent there is massive. If you get there, you have professional development at the district level, developing the district administrators. We can just keep going. It's just an unending expansion opportunity. The district penetration upside opportunity is also very big. To give you a sense for the size, there are 13,000 districts in the United States. We're in 157. Now, remember, we only started doing this a couple years ago. It was always school-based selling, and we had to start there because we did not have the credibility to go to districts. We've gained the credibility, we've got the research now. This is a new frontier. We're going after districts now.
We will continue to sell to single schools, of course, because that's oftentimes how we get to districts, is we do really well with a single school, they see it, they wanna bring us on. The bigger opportunity is to go right after districts. We think there's a lot of upside. We're only 1.2% penetrated. Some of our competitors with, you know, Walmart-like product offerings are getting into the 5% to 10% to 15% range. There's a lot of upside opportunity here as we go after districts. This is the future of our growth. All right. How we doing on time, Boyd?
Five minutes.
Okay. I'm gonna show you one last video, and we'll have five minutes for questions.
Sure.
Okay. One last video. This is Collier County, and this is in Florida. This is the situation there. They've got 48,000 students, 51 schools, 56% economically disadvantaged, high minority population, 68%. Lots of languages and countries of origin. Real diverse, spread out district. They came to us, this was many years ago, and needed help, and we said, "Great, we'd love to partner with you." Their biggest thing was increased graduation rates. Every student has a chance. They have an incredible superintendent, and we've just been chipping away with them for years. They started with 7 Habits to create culture, and then they went into the 4 Disciplines, and they went to town with 4 Disciplines.
When we do 4 Disciplines at the district level, what happens is they'll set a goal at the district level. It's cascaded down to the school. The school cascades it down to the classroom. Classroom cascades it down to the student. The students have individual 1-on-1 meetings with each other once a week. How are you doing on your goal? Here's my goal. How are you doing on your goal? These are we call them accountabilibuddies. This is how it works. It gets results because it's a cascaded approach up and down the organization.
We get districts and schools to get better outcomes academically, not because we teach reading and math, but because we teach goal setting, and the kids set goals around reading and math, and the classroom sets goals, and the school sets goals, and the district sets goals, and it works like that. Okay? Watch this little video, and we'll wrap it up.
We have a very large, very diverse school district.
Everything from coastal schools to geographically isolated schools. Our vision in Collier County Public Schools is that all students, not some, all, are college, career, and life ready.
You know, this began with one school, then there were two, then there were four, and suddenly, you know, we're at 23. At some point, we decided something's here. We need to take a deeper look at this.
We began a book study where every staff member received a 7 Habits book, and then now we're moving on to the 4 Disciplines.
It truly is a pairing of the Seven Habits and the Four Disciplines of Execution. The habits are building the child's routines, how they speak with each other, how they interact. The four disciplines is providing them a system or a framework to set goals and not just set them, have a pathway to support them in reaching that goal.
That's really the secret. We are a school system with systems in place.
What does 4DX do? It breaks down problems, right? At the district end, it's that graduation rate. Where are we at? There's our data point. We break it down by subgroup. What changes are what that WIG would be school by school by school because it's a different need.
From there, we meet as a faculty and talk about how each grade level team creates a WIG and how that then cascades into each classroom. Then every individual student creates a WIG that will support that. When we're talking about our WIGs and how they align with the district, it's very cascading.
Once you start engaging students, I always say get out of the way because the enthusiasm, the energy, they know best what's working for them and have some ideas on what might make that even better.
Just to know that we were 72.5 and now sitting at 92.6, watching our migrant students, approximately 53%, now sit at 88.9%, that's breaking generations of poverty. It can be done; there are systems to do that. Didn't just randomly happen. When we look at Leader in Me and we look at 4DX, we've seen it firsthand. Not only is it research-based, we have living proof that these strategies, these frameworks, they absolutely work, and kids are better.
Okay, there you go. Big opportunity. The great thing is the synergies between the two divisions is incredible because we've got the same intellectual property. It's the same sales framework and how we go to market. We're using the same books to help market both. We've got international partners and licensees, global. We've got multiple languages. It really is nice. It's a nice one-two punch. The idea of, we build leaders at all levels, right, from the classroom to the boardroom. All right, that's what we do. We are known for leadership, and we can do it with board members and senior executives and frontline managers, and we can do it with a high school student, and we can do it with a kindergartner. Leadership at all levels.
My first introduction to Dr. Covey was about the same time as Bob. In high school, we were introduced to his content. That was a little while ago now, Bob. Then in my college days, had an opportunity to attend a conference, if you will, with 200 other people about my age, and Dr. Covey was the one who came and spoke to us. I was pretty excited because I had some interface in high school, happy that Dr. Covey was coming. When he stood up to talk, the first thing he said is what we have here is a unique combination of positive variables. I told my wife I was gonna use that today.
She said, "How do you remember that?" I said, "Well, I'm from Heber. People don't talk like that in Heber." Anyway, what we have here in the company is a unique combination of positive variables. As you've heard about, one of the things we wanted to do is help everybody understand what we do, to maybe give some more credibility as to why we think we can grow. I never break up when I'm talking in the mirror, Jen. Finance people are always the most emotional, sorry about that. My wife and I have 15 grandkids. I don't know what kind of a Excuse me. What kind of a world they're going to grow up in. Sean, we appreciate people like you and your division that can prepare our young people for maybe what's coming. Thank you.
Jen, we also have four kids. They're working now. They're poor and trying to get by, and it's very helpful for them. They all use our content, our 7 Habits, our time management content, to try to, you know, progress their own careers and what they're doing in their lives. Thank you. Thank you to Bob and Paul, for Bob, for helping the company survive from his unique abilities when handheld devices kind of interrupted the paper planner. Paul for direction now of leading us in expanding growth. Paul, in an odd way, that was my way of saying, why should we be positive about the value of the company?
At the basic foundation of everything else, in order to believe that we're going to have increased value of the company, and therefore increased shareholder value, is a belief that the content actually works, that it changes individuals, and organizations and students. I believe that from having been exposed to the content from high school days, college days, and then actually went through a couple of the training courses before the Covey Company or the FranklinCovey existed. They were teaching content, trying to figure out if they wanted to start a company, and I was fortunate enough to learn some of the content before the companies even existed. I've used the content in my personal life for many, many, many years.
That's why I believe that we're going to have increased value because of what we do and the impact that it has. We're in a position of these aren't audit quality numbers, so don't write this down, but let's say we have $250 million to spend. My way of looking at how we're going to spend that money is spend it in a way that we can delight our customers, be a workplace of choice for Achievers with Heart, and provide a reasonable return to our shareholders. Now, someone might say, rather than a reasonable return, extraordinary return to shareholders, but to provide a return to our shareholders. Customers, employees, shareholders, and allocate our resources in such a way that it will do that.
As we've talked about many, many times, we're spending more money than we've ever spent before in client-facing activities, content development, salespeople, implementation people, the client-facing costs, and then we're working as hard as we can to keep all the costs down so that as we grow our revenue at an increasing rate, our profitability will grow at an even faster increasing rate, as will our cash flow. We, we kinda chuckle about the fact that some people say we're unique because we want to grow revenue, be profitable, and generate cash. I mean, that. Okay, let's say that's unique. We definitely don't get the valuation we would if we didn't make any money, but still, that's what we're about.
Grow revenue, increase profitability, increase cash, then use that cash first to grow the business. I can't envision we'll ever be in a position where we want to hire this many salespeople, and we got something for them to do, et cetera. We think it's gonna work, and say, "Well, we don't have cash." First thing we'll do is run the company, and we're gonna have enough cash to run the company however we think is best. After that, if we can do acquisitions that are more like the fit-in type of acquisitions, we're gonna do that. We think that we can run the company, do a reasonable amount of acquisitions, and still be generating more cash than that requires. So far, we have participated in opportunistic buyback of shares. We've said that.
You've also said many times. Opportunistic buyback of shares doesn't exactly mean that we wake up in the morning, decide if it's a good day to buy shares, but it is more like that than it is setting all the legalese in place so all y'all know exactly how many shares we're gonna buy each month. We just have chosen not to go that direction. In summary, the value of the company is gonna increase because the content works, changes lives, individuals, organizations, schools. We're gonna grow revenue. We're gonna be profitable. We're gonna generate cash, and we hope that we're good stewards of that cash to increase the value of the company. I went over, but thank you.
Well, I'm delighted just to get to say thanks. I would like to start out there in saying thanks to each of you for making the huge effort to come out and be with us, and for your efforts over the years. We're much better because we have you all as partners. Express gratitude to the analysts who, you know, invest all this time. I mean, Alex Paris was the very first analyst who decided to cover the company right after we'd sold all the consumer business off. Alex Paris invited us to... We met, and then Alex Paris invited us to his spring investor event, which was an important point for us. Each of the analysts who have come on since, you know, I mean, it's a tough decision to come on, right?
I mean, is this something that is an industry that's got a runway? Is this a company that can execute on it? We know it's a leap of faith and trust. We really do thank you. We thank our investors who many of whom we've known for years, and who have made these investments, have stayed with us, have worked through the change in many cases that we went through and still stayed in and believed that we'd get across. Those who see the vision and are nice enough to call and give us thoughts about, you know, if you'd think about this or think about that. The questions really are taken seriously.
I can tell you before analyst calls, we spend hours trying to think of what are the questions, and we spend hours afterwards saying, "What were the questions? Hey, those are great. We should get better at that." I think we all get better. Thank you and thanks for making the huge investment of time in preparation for this and being here. Second thought, I've reflected often about a little over 100 years ago, George Merck, who grandson of the founder of Merck, and as you know, Merck was split Europe but I mean, US Merck, you know, got the team together and said, "Look, what are we really gonna be about? Are we just a purveyor of other people's chemicals and so forth?
What are we gonna really do?" They identified 10 of the biggest health challenges on the planet. They were kind of intractable health challenges. Smallpox, mumps, tuberculosis, river blindness, some of these things. They said, "We are gonna dedicate our..." You know, they determined together they were gonna dedicate the entire company to solving these big problems. With the belief that, you know, that they should be solving the problems for the patients, that if they did that and did it well, you know, they still had to run a business to do that. If they did it and did it well, the profits would come, and that the better job they did at it, the, you know, the more the profit would be.
They'd get they'd create a medicine or a virus or, I mean, a vaccine that was efficacious, but it had side effects. They'd stay on that for a while until it had fewer side effects. They'd find there were problems administering the vaccine, and they'd try to deal with that. They'd deal with the distribution problems with it. The knowledge of the doctors about it, they'd get the thought leadership pieces. They'd build a culture around this. But with that kind of commitment, you know, and again, every company has challenges, but they had this tremendous breakthrough that lasted for, you know, for five or six decades by taking these big, big, hard challenges on and solving them.
What you've heard today is that, you know, they kind of had their own puzzle pieces, but they were kind of the same ones, which is you've heard today from Paul and from each of the team members is that there really is that kind of a commitment here is we, you know, the decision was made two decades ago not to do the easy stuff because that's easy to just create content. It's not that easy, but I mean, it's easier. Think how, I mean, Richard Feynman, you know, the physicist, Nobel laureate, you know, once made the observation, he said, you know, "Physics would be a lot harder if electrons had feelings." You know? That's the business we're in is it, you know, it's 1 thing to solve things formulaically, but you have...
You know, getting large numbers of people to do something new or better on a consistent basis is one of the hardest challenges people have. Similarly, the company's committed to having the best-in-class content to do that. That isn't a one-time thing. That investment, just like Merck, is getting it better and better and better, and they're getting the latest science and the latest research and the latest tests of what really changes behavior. Even if you could get behavior change, if it's hard to distribute or hard to consume, you saw the new Impact Platform. You know, there's a huge investment there. Well, that's not gonna be the end of it. You know, every year there'll be investments to refine that. Thought leadership. People even know there was a solution. Some people don't even know they have the problem, you know?
In fact, interesting for us, I mean, you know what it looks like when a disease is cured. For us, we draw this curve that a different curve. Not the change curve, but we kinda say, "Look, every organization has pockets of great performance. Every organization also has variability." You know, you know how to do it. You don't know how to institutionalize what you do. People over time, because they don't know how to move it, they just accept the shape of the variability curve as a given. Once you do that, then basically your performance is stuck. What really the metric that we look at is this curve. Can you move that curve right or entirely? There'll still be variability, but if you can dramatically... Think of your sales force.
You've got 10% of your sales force is really, really good. You've got this variability. If by applying FranklinCovey sales solution, you know, at Dell, at Hewlett Packard Enterprise, at Accenture, EY, the whole idea is to move that curve righter and tighter, whether it's customer loyalty at Marriott, 8 million team commitments kept to move their curve by 600 basis points up from Hyatt and Hilton. You know, that's really what it's about. Every day you're saying, "How do we get the solution better? How do we get the delivery better? How do we get the thought leadership better? How do we do a better job at communicating to the world that there are the nature of the problem and the nature of the solution?
How do you build your distribution to, and your client-facing distribution? We've got those same challenges, the center of which is a great culture. Not a perfect culture for sure, but a great culture that comes, that's mission-oriented and dedicated to it. I think hopefully you've gotten a feel for that commitment today. This for us is a flywheel where, you know, Paul and the team every day are thinking, "Which portion of the flywheel is the stickiest? You know, where's the biggest opportunity for moving forward?" I'd just add one other piece to our puzzle, which is our board, which is an interesting board. We recognize that, you know, a lot of what an organization does, it comes from institutionalizing processes and ways of thinking about things.
Well, gosh, we're in a very interesting industry. You know, in 2005, I started to recruit Clayton Christensen. He's just kind of the father of disruption. You know, this whole idea of being disrupted. Listen, we have to assume we're being disrupted all the time. We just don't know it. We got Clayton to join the board, and we formed an innovation and growth committee saying, "Let's institutionalize process. We're researching our customers. We're looking at our own data about where we're winning and losing and having a board-level oversight of that." Clayton led that for a number of years. Today, Derek van Bever leads that. Before Clayton's health problems, eventually, you know, he died, you know, two years ago.
Before that, we had hired Derek van Bever to come on. Derek at the Harvard Business School is the one who teaches and carries Clayton's work on. That's not really why we did it, 'cause we had Clay then. Derek was the co-founder of the Corporate Executive Board. He was also the head of innovation there. All the product development and research and so forth that was done at Corporate Executive Board is a subscription model. We said, "We're gonna need that." Today he heads that committee. Thought, "Well, gosh, in the sales side, we have a big enterprise sales response." Well, he's also in education. We have a big enterprise sales opportunity. What can we do?
Eventually we recruited Anne Chow, who is the CEO of AT&T Enterprise, so the $35 billion portion of AT&T that sells to enterprises around the world of all sorts. She has done an amazing job. You know, AT&T has had its challenges over the years, but she was recognized as somebody who could figure out how to segment markets, deploy salespeople. We brought her on. She's on the growth committee too. Nancy Phillips, the Chief People Officer, Chief Human Resources Officer at ViacomCBS, now Paramount, you know, she's been in that role, at Hewlett-Packard, at, what?
GE.
GE, yeah. GE, three different divisions at GE. She is of course an expert for all the board level things. She's also one of our biggest customers. Not really. We use her as that's exactly the person we want and what does it take. She's on that growth committee and challenging. As a consequence of that committee, Adam, you know, is focusing his full effort on this, you know, sort of market and customer intelligence. We're challenging things all the time. Craig Cuffie, you know, the chief purchasing officer at Salesforce, knowledge of the subscription business, knowledge of technology. He buys all the technology there. Now he's the chief purchasing officer at HSBC. His job is buying technology.
If we think that technology's gonna be important to our delivery in the future, you know, he's negotiating things with everybody on the planet, you know. And so we have this tremendous board in transactions. Don McNamara is a very experienced private equity investor. Joel Peterson, same, professor at the Stanford Business School. Has won the teaching award several times. I just say that there's another player on the field, which is this great, this great board. And the great thing is they really, I mean, while we are punching above our weight a bit in terms of you know, the board members we have, we're not punching above our weight to have those people to help us take advantage of the opportunity. The opportunity is that big. They see it. They're inspired by it.
I just say there's one more puzzle piece, that it's an important one, both for governance, but I think more for driving the business forward and challenging, setting up processes. One of my roles now is trying to make sure that we're getting the best out of the board. You know, they spend a way disproportionate amount of time for the pay they get, you know, than versus a normal board member, which I've been for other companies. Finally, I'd just express that you've seen the leadership. You know, I think whatever you heard, what you saw, I think, was these leaders who care, who know what's going on, have been through change, have led, are leading big teams in accelerating that.
I mean, I love my family more than anybody. The next group of people I love and admire more than anybody in the world is the executives team here at FranklinCovey. You can trust them, their intent and their integrity. Every day they're waking up thinking, "How do we improve on this?" Any critique or whatever you provide is not. No one comes in and says, "Can you believe that?" I mean, it's exactly the opposite. Wow. You know, they accept that you really want us to be our best, and therefore we ought to be better. Paul is the leader overall. You know, there's just no finer person or partner that you could have. Steve for 22 years, you know, we've sat together, you know, every decision.
Jen, Sean, Will, Adam, you know, Todd all these years, and our people is just remarkable. I would just say a huge thanks to, again, to everyone, but also the board's confidence is such that, I mean, we're, you know, the board is fully behind this team, fully behind the strategy. Is allocating the resources. There's plenty of challenging, you know, the hows and wheres, but no challenge as to the support. Thanks again for being with us today, and we're thrilled to have you as partners on this great climb. Thanks.