Instant Teams maintains 18% annualized attrition in customer experience roles where the industry averages 40-60%. The difference isn’t compensation structure or benefits packages. It’s building around military spouses who treat remote work as their career identity anchor while relocating every two to three years.

Liza Rodewald, a former software engineer turned CEO, explains how she built a customer experience marketplace that solves a structural problem: military spouses aren’t a protected class, so you can’t specifically recruit them. Her solution was building a mobile app and community that organically fills the talent pool with military spouses before roles get posted. The unexpected advantage: US citizens working globally across every timezone on military bases, which are technically US soil even in Germany or Japan.

The conversation reveals how Instant Teams structures three revenue streams (BPO services, SaaS job board, brand activations), why Liza required every corporate employee to complete Google AI certification for baseline knowledge, and how they’re positioning tier-two and tier-three support roles as AI eliminates tier-one. The key insight: whoever owns the training data and implementation expertise wins as customers struggle to train their own models.

Topics discussed:

• Skills-based assessment system that translates frequent job changes into CX capabilities
• Three revenue stream model: BPO margins, SaaS subscriptions, brand activation fees
• Mobile app strategy that creates community stickiness and continuous engagement
• Military base advantage providing US payroll and compliance across global timezones
• Company-wide Google AI certification mandate establishing shared knowledge baseline
• Tier-two positioning strategy as AI automates frontline support and chatbot functions
• Training data ownership as service offering for customers implementing AI tools
• Partner evaluation framework testing subject matter depth, technical capability, and financial viability
• Seasonal staffing model working through annual returning worker relationships
• Finance and cap table mechanics as primary learning gap for technical founders