DayBlink is a professional services firm with management consulting and venture capital funding. They help clients optimize their businesses for maximum growth. And when they spot companies with high potential, they provide financing and resources to help them scale.

Founder and CEO Michael Wong says it’s a unique model for their industry. But that’s not the only thing that makes DayBlink one of a kind. Because they also train and develop their employees differently than other companies — and the approach is both intentional and strategic.

Unlike most leaders (who want to retain their team), Michael isn’t afraid to lose his employees to the best brands. He develops his people so well that they’re “poachable.” Whether that means pursuing more education, founding a firm, or even working for someone else.

According to Michael, this strategy not only helps employees become better at what they do, but it also helps continually attract and hire the right people. So, we invited Michael on the Fastest Growing Companies podcast to see how DayBlink takes this people-centric approach:

They attract like-minded people

DayBlink hires people based on values instead of solely focusing on skills. And their best employees are entrepreneurial people. “We’re not looking for someone great at PowerPoint. We want great entrepreneurs because we want the right talent,” Michael explained.

In other words, their top players are not only problem solvers and executors, but they’re also big dreamers (and often autonomous). That means the same values that brought them to DayBlink might also be the reason they leave one day.

But when employees start their own firms or find work with great brands, it doesn’t bother Michael. He believes it’s a testament to the leadership team’s vision and what they’re trying to accomplish.

“Being a people-centric firm is core to who we are,” Michael shared. “And if I can develop [an employee] so they either start their own firm or join other amazing firms, I’m very proud of that.”

Because it means they’re recruiting and hiring the right people — those who are entrepreneurial and growth-minded. And they use those characteristics to support the company’s goals and help business grow.

“Everybody on the firm has options because they’re really good at what they do. So my job is not to keep them here, but to create an environment where they want to be every day.”
<blockquoteauthor>Michael Wong, Founder and CEO at DayBlink<blockquoteauthor>

They’re a training ground where people hone their skills

Once they bring in a top recruit, Michael says it’s his job to guide that employee’s development. “I give the right opportunities individually to develop their journey,” he explained. “And some people end up leaving our model, which is actually part of the journey, too.”

According to Michael, their headcount is around 50. And they’ve held that number for some time because employees are encouraged to grow. Sometimes, that means that they leave.

Despite employees coming and going, DayBlink’s revenue continues to grow. And Michael says it’s because they’ve recruited high performers with their people-centric model.

This model promises to develop employees with a proper training ground. One where they can hone in on their skills, grow their knowledge base, and find what they want to do professionally. Plus, they have the opportunity to be mentored by Michael while doing it.

“I want to help [employees] get to Harvard or Stanford. Because if I do, I’m able to attract other individuals who want to work here [and do the same].”

That way, they maintain their reputation as a company where employees can advance skills. And as a result, they continually attract, recruit, and hire the right people who are ready to hit the ground running. DayBlink's employees want to work toward the reward at the end of the road.

They help their people get to where they want to be

Like the individualized training, DayBlink also looks at employee experience from the team member’s point of view. And part of that philosophy is helping people get to where they want to be professionally within the company (or even somewhere else entirely).

For example, Michael says they recently moved one of their superstar employees from client delivery to staff development because they wanted to travel less than what the current role required.

This philosophy also encourages team members to go to business school, start their own firms, or join another one. And for Michael, it doesn’t matter what the reason is for his employees. He just wants to help everyone get where they want to be.

“My promise to [employees] is we’re going to develop you while you’re here. And we’re going to get you to where you need to go.”

DayBlink shows they genuinely care about their team by being empathetic to employees' needs. But Michael is not alone in following this new paradigm. More business leaders than ever are choosing empathy because it leads to innovative, engaged, and loyal team players.

Plus, encouraging employees to follow their interests ensures everyone at the company wants to be there. And that contributes to a better employee experience, which impacts the customer experience. Since it’s your front-line employees who dictate what that looks like.

All in all: if you want to have a happy workforce, give them the freedom to guide their own experience. And when possible, move them within the business so their role better fits their goals. That way, you prevent employee turnover and offer a culture aligned with employees’ needs.

DayBlink’s people strategy is unique. And it might not work for every business. But for Michael, it’s part of the reason why they stand out in the industry. And how they’ve built a pipeline full of the right people who are ready to deliver and grow the firm.

As for the future, Michael says they’re ready to open the next chapter because they have a strong foundation for hyper-growth. It’s just a matter of understanding market opportunities, quickly going after them, and enabling his team to do what they do best: execute.