Staffing is usually the limiter. Not demand. Not marketing. Not even operations. It is the fact that your best people are drowning in “button clicking” work that drags down the entire business.
That is why Aizik’s model at Jay Blanton matters. It is not a one-off hiring hack. It is a repeatable way to build a team that scales, without bloating payroll or adding layers of chaos.
The principle is clean.
You keep high judgment, high ownership roles onshore. Then you build offshore support around them so the onshore leaders can spend their time thinking, solving problems, and moving the business forward.
Aizik described it as a hub and spoke setup. The US person owns the function and sets direction. Offshore team members own clearly defined parts of execution inside that function.
Once you see it, you cannot unsee it.
It explains how he can run a 140 person company with 50 plus overseas team members across nearly every discipline.
The playbook you can copy
Step 1: Pick one function, not “offshoring” as a project
Do not start with “I want overseas staff.” Start with one business function that is currently slowing you down.
In the transcript, the easiest entry points were roles like call center and recruiting. Those functions have clear inputs, clear outputs, and daily volume that makes the value obvious.
Step 2: Create a hub role that owns outcomes
Aizik’s pattern is consistent. One strong US leader per function. Controller for accounting. Marketing lead for digital. Install coordinator. Dispatch leadership.
That hub is the person you want driving decisions. They are not the person you want stuck in email threads and admin work.
Step 3: Break the work into the smallest possible specializations
This is the part most operators skip. They hire one offshore person and give them five responsibilities. Then it breaks.
Aizik does the opposite. He chunks the process down and gives offshore people narrow ownership. One part of permitting. One part of scheduling. One part of customer communication. One part of POs. One part of price checks.
He even said he would rather have an offshore person focused on one leverage point, even if they are not at full utilization, because the leverage on a high return item is so high.
Step 4: Build “execution pods” around the hub
Here is what that looks like in practice, straight from the conversation.
- Accounting: US controller supported by overseas accounting staff and bookkeeping support
- Install coordination: One US install coordinator with five overseas team members supporting permitting, scheduling, and service tasks
- Marketing: One US digital marketing lead with offshore support, then moving toward domain specialists like SEO, paid ads, email
- Recruiting: Overseas recruiters spending all day on Indeed, resumes, pre-screens, and scheduling interviews
- Dispatch coverage: A single overseas dispatcher running weekend dispatch, coordinating with weekend CSRs, and keeping the whole weekend moving
- Fleet coordination: An offshore role handling vehicle deliveries, wraps, repairs, towing, gas card issues, and technician coordination
If you are wondering what to copy first, start with the role that is currently being done as someone’s “secondary job.” In the transcript, recruiting was a perfect example. When it is secondary, it never gets done consistently. When it is someone’s only job, it becomes a machine.
Step 5: Don’t wing onboarding, make it feel like the office
Aizik was blunt about a common mistake. People think overseas hiring is plug and play. It is not.
Their solution is culture and integration. They try to make the overseas experience simulate being in Chicago.
- The whole call center sits on Zoom together all day with video on
- They mute to take calls, but they cannot disappear
- Install coordination uses continuous video and audio so overseas staff can hear the dispatch room and jump in without friction
That continuous “always on” environment was an unlock for roles that were harder to offshore, like dispatch and coordination. Slack messages and random calls created too much friction. A shared room solved it.
Step 6: Put accountability into the operating rhythm
The transcript laid out practical controls that reduce underperformance and the “two jobs” problem.
- Round robin call distribution so missed calls show up instantly
- Clear expectations that you are present and integrated, not working alone in the dark
- A layered structure inside the overseas team itself, including pod leads and a manager
Aizik described three layers offshore in the call center, then reporting into a US leader. That matters because performance management cannot live only in your head. It needs a structure.
Step 7: Use remote staffing to buy back time, then reinvest it
This is the real goal.
You are not doing this to say you have offshore staff. You are doing it so your best onshore people stop clicking buttons and start making decisions.
Aizik also made a point that this lets you invest more in onshore talent. When execution costs drop, you can pay higher for true “thought leaders” onshore. John echoed a similar direction. Fewer people, paid more, with offshore support increasing their output.
Step 8: Assume every role can be offshored until proven otherwise
This was the mindset shift at the end of the conversation.
If a role can be done remotely, it can be done from anywhere. Default to offshore first, then require proof that you need a US hire.
Once Aizik proved they could recruit technicians overseas, the rest opened up. If an offshore recruiter can interview and coordinate plumbers, then calling suppliers, placing orders, pulling permits, and handling pricing is suddenly on the table.
What this changes in the real world
This model does two things at once.
It creates specialization earlier than your business “should” be able to afford. And it expands coverage, like 24/7 call handling and weekend dispatch, without building a massive domestic admin team.
That is staffing that scales.
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