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Cindy Rawlings with Captured Moments by Cindy, Giselle Williams with Staffordshire Home Advisors, and Bethany Nugent with BEATS

March 15, 2022 by Jacob Lapera

Women In Business
Women In Business
Cindy Rawlings with Captured Moments by Cindy, Giselle Williams with Staffordshire Home Advisors, and Bethany Nugent with BEATS
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This Episode is brought to you byAlpha and Omega

Cindy RawlingsCindy Rawlings, CEO and Owner at Captured Moments by Cindy, LLC

Animal lover and advocate, some of her best days are spent lazing around with a cat or dog (or two or three) next to, or on top of her. Bottle baby (neonatal) kittens who have lost their mama are a special focus of hers. Not a huge fan of coffee, but they had her at the word “latte.” Music speaks to her soul. “Pride & Prejudice” with Kiera Knightly is her absolute favorite movie. She would watch it every day if the men of the house would allow it. She really connects with Elizabeth Bennett in many ways, but the true connection is when she says, “…I dearly love to laugh.” Laughter exudes, brings, and spreads joy. It’s her favorite. Good humor, not at the expense of others, and funny people and animals bring her so much joy!

And then, there is her love for photography. Nature, families, babies…oh, how she loves babies! She loves to try new techniques and improve her skills, while continuing to focus on capturing their moments…the looks, connections, their heart overflowing in expressions and actions. Don’t forget laughter! It is not unusual for her to say something that gets an honest reaction or two from them and their family. Making connections with families, hearing their stories, and becoming a small part of their story, makes her heart sing.

Connect with Cindy on LinkedIn.

Giselle WilliamsGiselle Williams is in business development/Marketing at Staffordshire Home Advisors. Giselle oversees improving the organization’s market position, building key customer relationships, identifying business opportunities. Also, help manage existing clients and ensure they stay satisfied and positive.

Connect with Giselle on LinkedIn.

BethanyBethany Nugent, Owner at Bethany’s Equine and Aquatic Therapy Services (BEATS)

Bethany Nugent, MSPT, HPCS, is a licensed physical therapist and founder of Bethany’s Equine and Aquatic Therapy Services, Inc (BEATS). An equestrian and swimmer since childhood, she found a natural fit in combining her love of these activities with her career as a therapist. Bethany has been practicing hippotherapy and aquatic therapy since graduating from the Master’s program at Ithaca College in New York in 1995. In August 2001 she earned the title of Hippotherapy Clinical Specialist. Bethany is the founder of the Georgia Hippotherapy Club, an organization that promotes education and networking among therapists practicing hippotherapy in Georgia. She is the Georgia state liaison to the American Hippotherapy Association, a Certified Therapeutic Riding Instructor, and a classifier for disabled riders. She is also an associate faculty member of the American Hippotherapy Association.  She is married to Michael Butler and they have a daughter, Macayla and a son, Ethan.

Connect with Bethany on LinkedIn.

 

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:07] Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. Welcome to women in business where we Celebrate influential Women making a difference in our community. Now here’s your host.

Lori Kennedy: [00:00:29] Hello, this is Laurie Kennedy, and I’m your host today for women in business, powered by Business RadioX Stone Payton, our producer is also in the studio with us today and we are grateful to have you tuned in today. We are interviewing Cindy Rollins with captured moments by Cindy. Bethany Nugent from Beats and Giselle Williams from Staffordshire Home Advisors. So welcome everyone. We are so glad you’re here. The first thing I want to know is just to tell us about your business, how long you’ve been in business, how you got started, what you do, that sort of thing. Cindy, I am going to start with you. Why don’t you tell us about your business, what you do, how long you’ve been in business and that sort of thing?

Cindy Rawlings: [00:01:15] So I am a photographer that specializes in maternity, newborn and family photography. I’ve been in business for about four years, and I just love connecting with families and helping them celebrate those special moments.

Lori Kennedy: [00:01:30] That is amazing, Bethany. What about you? Tell us about your business.

Bethany Nugent: [00:01:35] I’m a physical therapist and I founded Beats in 2003. We started taking on clients. We originally were focused on fundraising and educating the public about our services. But then we started taking on clients in 2008. So that’s when we started. And our company provides physical therapy, occupational therapy for children with special needs, using horses and horse movement. And we also provide adaptive writing and we are the host of the Cherokee County Special Olympics team.

Lori Kennedy: [00:02:05] That is amazing stuff. Thank you for sharing that, Giselle, what about you?

Giselle Williams: [00:02:09] Well, we are a home inspection company and I am the marketer of home inspections, and it really blends good with for me because I love meeting people, building relationships, and that’s what has gotten us where we’re at right now and we’ve been in business five years.

Lori Kennedy: [00:02:25] Ok, great. So what made you, Jozo? What made you go into this particular line of business, like what captured your heart in reference to exactly what you guys do?

Giselle Williams: [00:02:39] Well, we we we used to own a nutritional company, and Glenn was a little burnt out for all the things FDA, and he said, I don’t know what I’m going to do next. Every home that we owned. We gutted it out and fix it up ourselves. So he knew about everything, every component of the house. I said, Glen, why don’t you do home inspections? You’re very thorough. You’re very detailed. And he looked at me and he goes, You’re right. So he went ahead and got certified. And then since then we’ve been we’d never looked back. We enjoy it. We love helping people, which is when somebody’s buying a home, that’s one of their biggest purchases and he’s very detail of what he does. And he loves doing, helping, informing people about the status of the home they’re buying. That helps them make a decision. So serving people is what we love.

Lori Kennedy: [00:03:33] Awesome. Thanks to sell. Bethany, what about you? What made you like? This is a very unique space within, you know, physical therapy. What made you move toward horses?

Bethany Nugent: [00:03:47] Well, it’s funny. I actually decided to be a pet when I was six. Believe it or not, I was reading stories about kids with disabilities. Lori Brightman and Louis Braille, Helen Keller and a relative of mine who’s a physical therapist, suggested it. And that was just that. I decided then got through college about three quarters away through college, and I was a little bored in college. You learn a lot about orthopedics and geriatrics and weren’t areas I was thinking I’d go into. And at my last clinical, second to last clinical, I was at a facility that was on 900 acres and had horses, had a pool, had cabins where the clients lived. And my mom happened to see an article about therapists starting to use horses as a treatment strategy. And I wrote all my life. So I thought that sounded cool and I went and I mentored with somebody. And it was the the time where the light bulb went off in my head with all the academic stuff that I had learned and putting it together, and it just made sense to me. I watched the clients the difference between the clients in a clinical situation versus at the pool or on a horse, and how hard they worked, not knowing they were working hard. And it was just that was it. And so when I came up to Georgia, I sought out starting such a company.

Lori Kennedy: [00:04:59] Wow, that’s really. I love that you get to do your heart’s desire in a way that is uniquely specific to the way you’re wired. That’s awesome. Cindy, what about you, babe?

Cindy Rawlings: [00:05:12] So I love nature. So I started with a camera taking pictures of, you know, God’s glory, and friends started asking me, Hey, will you do my pictures? Will you do my family’s pictures? And I was like, No, I don’t know. I don’t know what I’m doing. I don’t know what to do. And they kept they were persistent, and so I started doing that and I found that I loved capturing who they are as a family, their connection with each other. And I decided this is what I want to do. And then I sprung it on my husband. And he said, OK, and I said, by the way, I want to do maternity and newborns. And he said, Oh, OK. And so that’s that’s how I got started. I love being able to connect with moms and families, you know, during a time where emotions are all over the place, you know, uncertainty, excitement, terrified and just being able to help them focus on the joy of the moment and just the beauty.

Lori Kennedy: [00:06:17] Yeah. Didn’t you open a studio recently?

Cindy Rawlings: [00:06:19] I did. I have a studio in my home, in the basement, in Canton, Georgia, and I just, I love it. It’s exactly how I wanted it. And it’s amazing. Yeah.

Lori Kennedy: [00:06:31] How long did you have to like? How long did that take to put that together exactly the way you wanted it?

Cindy Rawlings: [00:06:37] It took about three months for the builder to come in and get everything taken care of, and there were specs that I wanted and he was like, You want to watch it? And I’m like, I’ll get you a picture.

Lori Kennedy: [00:06:50] Pinterest was your best friend, right?

Cindy Rawlings: [00:06:52] And other photographers, you know, we learn from other people within our industry, you know, on ways that we can streamline things. And so, yeah,

Lori Kennedy: [00:07:02] Giselle, how how is how does who you are as a person reflect in what you do?

Giselle Williams: [00:07:11] Wow, that’s a great question. Basically, I love people, so what I do reflects on what I bring to people, other people in, whatever, helping them out because I’m about helping other people. So what I do, it’s really reflects who I am.

Lori Kennedy: [00:07:33] Well, how do you use your influence in the community by serving? Awesome. Give us some examples of where you serve,

Giselle Williams: [00:07:42] When I serve, like like, let’s say, I don’t know if you’ve ever heard of a Dominick’s.

Lori Kennedy: [00:07:48] Oh yes, the yes, he has a food truck.

Giselle Williams: [00:07:50] Yeah. Intermissions. Yeah. Helping them even helping any other business person grow their business with coming up with ideas on how to do better. Now that I’ve been in business for so long, I can be an influence to them as well. Hey, you could do this better. You could do it this way. And I have so many people come to me and ask me for, you know, advice and they run with it, and that makes me really happy. Helping others that way in their community.

Lori Kennedy: [00:08:18] That’s awesome, Bethany. What about you? How do you use your influence in the community?

Bethany Nugent: [00:08:23] Well, we set up these as a nonprofit so that we could scholarship kids who could not afford services. So I think that’s the biggest thing is that and networking with other agencies to just provide services and things that are special needs, community need. So we try and fill in any gaps or support them in any way we can.

Lori Kennedy: [00:08:42] Ok, awesome. What about you? Cindy, how do you use your influence in the community?

Cindy Rawlings: [00:08:48] So I love serving, I love serving moms, but I also love working with local nonprofits to help when moms need a session, but they can’t afford it. I love working with those nonprofits to make it happen. I fully believe that no matter where you are in life, that you should be able to have pictures of your loved ones. I also love helping others. It’s not unusual for people to ask me, so I’m I’m thinking about doing this, and I just don’t know about the whole marketing thing and where to start. And I’m like, Oh, let me help you. So I always love giving nuggets and helping other people be able to realize their dreams.

Lori Kennedy: [00:09:37] Yeah, I met with you when we were working on some marketing stuff, and you have great ideas and you’re really good at it. Thank you. Yeah, it’s really another arm of your business that is specific. Like, not a lot of people just are naturally gifted there, and you definitely are. Thank you. So what makes your life, Bethany? What makes your life significant and how does that affect and feed into your work?

Bethany Nugent: [00:10:08] I mean, the most significant thing is seeing the changes of our kids. I get a lot of first steps, first of things that kids are doing and seeing the parents pride and stuff and just knowing that I was part of it, my team was part of it. What we created was part of it is the biggest thing.

Lori Kennedy: [00:10:22] I would love an example or a story or something that you can give us.

Bethany Nugent: [00:10:27] We have a little boy who came in, Gosh, I think he’s been with us for three years now. But when he first came in, he was walking with a walker. He has a neuro neurologic condition, but it’s not diagnosed yet, and he was able to walk with a walker. But it was a little tipsy and he just such a hard worker, very supportive family, all the right ingredients and the use of the horse. He was a perfect example of why it works, and it was only about two months into that that he was not only walking with his walker, but we started taking that away and giving him crutches and and moving him along. And his family was so happy with his progress, they asked if he could come twice a week if he could change his clinic to us. And at the time I said, No, I didn’t feel like, you know, I like the kids to have a lot of resources and I didn’t want to limit that. But then COVID hit, and most of the clinic therapists went to telehealth, and because we were outdoors, we took all precautions and saw anybody who wanted to be seen. And so he started coming twice a week, and the progress he made just coming in twice a week was just phenomenal. He can walk a little bit here and there with nothing. He can walk very easily with just one crutch holding stuff in his hand, walking along, chatting. The difference in him is is unbelievable and I still see him twice a week. In fact, he’s my first client when we’re done here and I can’t wait to see him every time.

Lori Kennedy: [00:11:50] Oh, that is awesome. I I get it like I get if you have to balance yourself on top of a horse and that definitely will increase your ability to balance yourself when you’re you’re walking to it.

Bethany Nugent: [00:12:02] And the horse is so powerful because the rhythmic movement, the constant rhythmic movement for the time they’re on the horse affects their whole system. So as a physical therapist, I’m looking at their walking, I’m looking at their running and looking for those physical needs. But we get parents reports of all sorts of things they see progress with when they’ve been doing their status quo therapy for a few years. They’re recommended to us. They start and within a couple of weeks they’re doing other things. I had one mom, it was crazy, she goes, he hasn’t eaten chicken nuggets in years and he started eating chicken nuggets. And the only change was you now. Can I prove that the hypnotherapy caused him to eat chicken? But it was the only change. So the parents start reporting us all these things that change in their kids and stuff. So it’s not just my area of physical therapy, but seeing the changes. I’ve had a lot of first words, even though I’m not the speech therapist. They just they want that horse to go. They’re going to say something. So I see that a lot.

Lori Kennedy: [00:12:55] That’s awesome. All right. So I’m going to ask this of all of you. I will start with you, Bethany, who is in your household.

Bethany Nugent: [00:13:03] I have two wonderful children, my daughter, Mikayla, 17, she works for our company and she attends Woodstock High School and my son is 15. He also goes to Woodstock High School as a freshman there. And then my husband, Mike, who’s a graphic designer.

Lori Kennedy: [00:13:17] Ok, awesome. What about you? Miss Cindy?

Cindy Rawlings: [00:13:19] So my husband, Kurt and then my son Jonathan, he is 17. My daughter has moved out, but she’s 20. She’s Jade. And then we have two dogs, three cats and a hamster.

Bethany Nugent: [00:13:31] Ok, I’ve got four dogs and 10 cats.

Cindy Rawlings: [00:13:34] You got me.

Bethany Nugent: [00:13:35] I didn’t mention them. Should I mention that

Cindy Rawlings: [00:13:37] I’m coming to play at your

Lori Kennedy: [00:13:38] Place? You kind of have a whole farm, though, right? Well, we have a farm.

Bethany Nugent: [00:13:41] So no, no, we don’t live at our farm. We live in a three bedroom house. But people tend to drop animals. Fit our farm, so we tend to get attracted to them.

Lori Kennedy: [00:13:51] Got it, Gisella, who’s in your household?

Giselle Williams: [00:13:53] My household is Glen, me and my four four legged babies. Ludovic, Tito and Lola.

Lori Kennedy: [00:14:02] So you have 16 legs between them? Yes. Ok. My mouth was very fast. Awesome. Well, can you tell me, Cindi about a mistake that you’ve made in your business and what you learned from it?

Cindy Rawlings: [00:14:18] So I would say a mistake that I made is in the beginning comparing myself to others and allowing uncertainty to hold me back. So now I just I stay in my lane. I do what I want to do and I execute. And if it’s a flop, then it’s a flop and I learn from it. But it’s not me allowing my perception of other people holding me back.

Lori Kennedy: [00:14:45] Yeah, I love that. Basically, it comes down to fear, you know, walking through that fear. That is awesome. And I love it, and I wrote it down because I want to be reminded of it. What about you, Bethany?

Bethany Nugent: [00:14:58] Oh, there’s so many. I think the biggest mistake I’ve made and continue to make is just taking on too much, trying to do too much of it myself, not delegating. Not I don’t want to say not surrounding myself. I’ve tried to surround myself, but not allowing people to help me when I need help. So, yeah, that’s the biggest thing. I recently was in a session or about to start a session, and I was tending to my three or four different things at the same time. And the dad was just like, You’re you’re doing too much. You just need to focus on what you do best and and treat the kids. And I was like, I would love to, but who else would do the rest? And so he very graciously has put together a new board for us. So I’m learning. I’m hoping that that board will expand and grow and take over some of those responsibilities. So it’s still a work in progress.

Lori Kennedy: [00:15:49] But yeah, wow. Awesome. Ok, what about you, Giselle

Giselle Williams: [00:15:53] Taking on everything? When we first started, like the social media, the networking, everything that you have to learn in the home inspection business, it’s not just going to a home inspection, you have to learn everything. So I was doing the social media, the networking. I was like, Oh my God, I’m getting burned out. So we had to hire somebody else to do our social media for the first six months. That way, everything could balance out, and it was overwhelming. And I just I said I was about to say, I’m quitting. I’m not doing this anymore. I think it’s just more like taking on too much. You just have to learn how to delegate.

Lori Kennedy: [00:16:31] Yeah, yeah, for sure. What are the greatest challenges that you’re facing now as a business or an industry

Giselle Williams: [00:16:37] Right now with the market the way it is, it’s like we get booked and then oil. The deal didn’t go through because somebody else offered more money than my client. So we are booked, but only with new construction. That’s what’s been going on right now. But we have agents or people call us. I need to have today due diligence. Do you think you can do it? Yeah, of course we can do it. But they come and they didn’t get. They don’t get the deal because somebody else offered more. Those are one of the challenges we’re facing right now with real estate.

Lori Kennedy: [00:17:10] Yeah, it is. I think that I think we’re in a unique situation with real estate market overall right now. So I think I hope that’s a temporary challenge for you and not a long term one, for sure. Bethany, what about you?

Bethany Nugent: [00:17:27] I think as a therapy industry has our biggest challenge is insurance, specifically with our special niche of using horses. There’s a lot of primary insurance as we’re still educating on what we do there, using some very outdated material to list us as an exclusion. And then so a lot of our kids are built in Medicaid and Medicaid itself as a pretty hefty process of every six month reporting and stuff, which I’d love to see changed as a nonprofit. The work, we’re starting to come out of it and hopefully this year will be better. But the last couple of years people haven’t wanted to gather. So just doing fundraisers and trying to think of new and unique fundraisers that didn’t involve people being near each other and stuff or whatnot just having that support. So we didn’t lose too much during COVID on clientele, but we have struggled to to get those fundraisers going back.

Lori Kennedy: [00:18:21] So what are some of the fundraisers that you do?

Bethany Nugent: [00:18:24] We’ve had in the past a fundraiser every year at a brewery. Usually that’s just the location, and at the brewing event, we do a silent auction and we do a cash raffle or something like that. We’ve done a haunted house in the past. That was really fun. The community loved. It really felt like it was going to start to take off. But then the founder or the guy who does the haunted house himself went into the. Army so that that ended last year. Oh no, so, yeah, so we were kicking around a couple ideas, I don’t want to mention them yet, but what the board and I have talked about a couple ideas. We will probably still do a 5K. We started a 5K last year was our first one. We did two of them last year and kind of jumped right into it. There wasn’t enough planning and stuff yet they were still moderately successful, so we’re hoping to continue that. So we do have that planned for August.

Lori Kennedy: [00:19:17] Where are you located?

Bethany Nugent: [00:19:19] The barn is located in Canton, right? Yeah, right off of Arbor Hill.

Lori Kennedy: [00:19:25] Ok. Awesome. Cindy, what are the greatest challenges you are facing now as a business or industry?

Cindy Rawlings: [00:19:32] So as a business piggybacking on what Giselle was talking about, about being a one man show? I’m a one woman show at this point, so trying to figure out what I could delegate out. It’s not the, you know, capturing pictures because I love that. I love connecting with the families. It’s not the editing because I love bringing what I see and what I’ve captured into what I wanted to create. It’s not the marketing, because who’s going to present me in my marketing? So just trying to figure out what what I’m willing to let go. And yeah, and then I have all these ideas that I want to execute, and I just have to find the time being a full time mom, full time photographer and then executing all the the set ideas and everything.

Lori Kennedy: [00:20:29] So how do you get clients?

Cindy Rawlings: [00:20:33] I would say ninety five percent of my business is word of mouth. So, for instance, have been doing sneak peeks this week of a gorgeous mom, and I’ve had multiple people reach out to me because she’s like, Oh my gosh, look, look at my pictures. These are so awesome. And so people are like, Oh, I’ve seen Ashley’s pictures. You’ve done such a great job. I want to. I want to connect. And so, yeah, about word of mouth

Lori Kennedy: [00:20:59] And what is a typical week for you as far as how many sessions that you get to do?

Cindy Rawlings: [00:21:07] So it ranges. Usually, I average about two sessions a week, but it can be five or six, which is a bit overwhelming for me. Again, one woman show.

Lori Kennedy: [00:21:18] Right? Yeah. How long does editing take?

Cindy Rawlings: [00:21:21] Typically, so if you if you shoot for an hour, you can usually take that and multiply by three, and that’s what you can expect to be your editing time. However, there are times when it’s longer or shorter, just depending on what the setting was. And you know, if it’s a baby that has, like severe acne, then that’s going to really bog you down in a good way because you’re still focusing on the beautiful baby, but removing the acne and everything is, you know, extra steps.

Lori Kennedy: [00:21:52] Gotcha. Ok? How do you get clients, Bethany?

Bethany Nugent: [00:21:56] Most of the time, through family word of mouth, the families who come to us talk at other therapy sessions and stuff, or at school or whatnot. Sometimes it’s therapists who have had a child and just want something different, either instead of or attitude. Most of the time it’ll be added to and will work side by side with another therapist. Not literally but figuratively, just supporting their plan of care and adding to it.

Lori Kennedy: [00:22:21] And you said something about Special Olympics. Tell us about what that looks like.

Bethany Nugent: [00:22:27] Special Olympics? Well, they just moved it last year. So it’s local. It’s at Will’s Park. It’ll be Memorial Day weekend, the Friday and Saturday, and teams of the last couple of years have been tough. Last year there was only a couple of teams there the year before they canceled, so it’s building back up to what it used to be. Right now, I believe there’s eight teams confirmed to be there. The kids compete in showmanship where they lead the horse through a pattern equity nation, where they’re judged on how they look and how they sit on the horse and control the horse trail where they go through obstacles. And then the our favorite class is called unified partners. And it’s where you have two athletes paired with two partner riders, and they do it to musical a musical number.

Lori Kennedy: [00:23:11] Oh, that sounds like that would be fun to watch.

Bethany Nugent: [00:23:13] We’ve always we’re known for kind of going all out. So I’m not disclosing our theme this year because other teams know how hard we work to make it super spectacular for our kids. But we go for full props and scenery and excite excitement factor for the audience as well. Ok. And the kids really get into it, but they can’t wait to practice their musical numbers every week.

Lori Kennedy: [00:23:37] Oh, that is awesome. That sounds like so much fun. So Giselle, how do you get your clients

Giselle Williams: [00:23:44] By word of mouth building? Relationship networking people that use us in the past refers to our families, and we stay pretty busy all week.

Lori Kennedy: [00:23:54] And you partner with people in the community as well, like real estate agents and that sort of thing. Do you want to tell us about that

Giselle Williams: [00:24:00] Little real estate agents and also closing attorneys and also mortgage lenders? We get a lot of referral from mortgage lenders, but our best referral partner is a realtor. Those are like our direct referral partners and they referrals to other centers, referrals to other realtors as well. So it’s about, you know, trust and they like us would do a great job.

Lori Kennedy: [00:24:29] And so you have some common goals with some people in the community, and I see that you’re on the front of the town later this month. Tell us about your common goals and how that works

Giselle Williams: [00:24:40] Is about doing a great, awesome inspection. That way, the client is satisfied. Those are common goals. When you have a good realtor beside you, make sure that you know you do a great inspection. They’re happy, you bring everything to light that it’s needed to be known and that’s how we serve.

Lori Kennedy: [00:25:04] Awesome. All right. So Cindy, what are some misconceptions about your industry?

Cindy Rawlings: [00:25:11] We’re too expensive. Sometimes people are a little bit shocked by the the price tag and what they need to understand is people in my niche are educated. We spend a lot of time making sure that we understand what the what needs to happen in order for mom and baby to be safe. In fact, this year so far I’ve completed twenty four hours of education just this year, so just making sure that they’re they’re OK and they’re enjoying our time together, but really, it’s more about their safety.

Lori Kennedy: [00:25:54] Yeah. Wow. Ok, Bethany, what are some misconceptions about your industry

Bethany Nugent: [00:26:00] On the therapy end with using a horse? A lot of people don’t understand that there is a science behind it. There’s a lot of research behind it and they think, Oh, we can just put a kid on a horse and route around, and that’s what they’re doing. And that’s the problem we have with insurance is not understanding very specifically that we’re looking at. We analyze the horse’s movements, so we know every horse in our barn, what movement they give. We match their size, their temperament, their movement to the children. And then what we do while the child is on the horse is specific to their needs. Also, there’s not regulation in the sense that there’s no mandatory education, so if any physical therapist can use a horse, but if they haven’t gone to the courses learned, then it’s just buyer beware. You know, it’s kind of you need to know your therapists, know their background, their education, and that they’re doing things not only in a way that’ll be beneficial clinically, but also safety.

Lori Kennedy: [00:26:56] Yeah, it’s a lot to think of because I also you also need people to do things like clean out stalls and feed horses, which would be atypical for, you know, a physical therapist inside of a building doing something more.

Bethany Nugent: [00:27:11] Every time I pick up a pile of poop in the ring, I think how many of my classmates getting their master’s degree are picking up poop right now as they’re working for the main barn? We have other staff that do that. But yes, during a session, yes. If it’s in our way, I’ll go over and pick it up. And yeah, I didn’t. I didn’t need my pet training for that.

Lori Kennedy: [00:27:29] But for sure, what are some misconceptions about your industry?

Giselle Williams: [00:27:35] Just so would be we’re generalists. We know a little bit about everything. That’s what home inspectors do. We will if there’s evidence of mold, we’ll know that. But we’re not mold inspectors. We don’t look behind walls. Some people might think that, look, we don’t. We don’t look behind walls because we can’t tear out a wall and basically just being thorough with the little things that you can visible things that we can test. That’s basically

Lori Kennedy: [00:28:06] Just all. You had mentioned something earlier about how you like to help other business owners and that are just starting out and that sort of thing. So who who are your mentors and or are you being mentored and are you? How are you mentoring others?

Giselle Williams: [00:28:20] Well, when we first started, I got a mentor in our industry, but this person that mentored us knows all about, you know, it’s like more like a whole, a business mentor for our business. But I can mentor other things, other people through what I learned. So if it’s marketing, I learned a lot of marketing how to be a good marketer like social media. So if somebody starting a business, I can help you with that because, you know, and I got great ideas on that.

Lori Kennedy: [00:28:49] Yeah, because you’ve been through it, I’ve been through it. So are you still actively being mentored?

Giselle Williams: [00:28:55] Every time.

Lori Kennedy: [00:28:55] Yeah, OK. And then you take an active role in mentoring others as well.

Giselle Williams: [00:28:59] And I love mentoring others, like empowering other people that are about to give up like, Oh, I don’t know if I can do. Yes, you can. Don’t give up. That’s your head telling you that you can’t, but you can.

Lori Kennedy: [00:29:10] Exactly. Yeah, I think we have a mutual friend who was considering changing industries, and I feel like you were a key element in pushing her into opening that business again and moving back into that other industry.

Giselle Williams: [00:29:26] That’s right.

Lori Kennedy: [00:29:28] Yes. Yes, I see you as that for sure. Bethany, are you being mentored and are you mentoring others and what does that look like?

Bethany Nugent: [00:29:37] I actually have an intern right now, so I have contracts with about six universities throughout the country who send DPT students doctoral students for their last or second to last clinical time. So I have a student right now. I do that throughout the year. I’ve been on the faculty, but it required a lot of traveling, which I wasn’t at a point in my life to do. So I felt like this was a better match for me to be here in my home and teaching others. And I frequently mentor and mentor with other agencies in the area that provide similar services of the same service. I’m usually helping them with a therapy I. Respect, and they’re helping me more with the business and what’s worked for them and stuff.

Lori Kennedy: [00:30:17] Ok, awesome. What about you? Miss Cindy?

Cindy Rawlings: [00:30:19] So I have a couple of mentors. I have one that is specific to photography and then I have one that’s more specific towards business. And then I have a couple of photographers that come to me asking me questions, Well, how did you do this? How do I make this work? And how can I get, you know, my marketing up to par?

Lori Kennedy: [00:30:39] And so I feel like in your industry there would definitely there may be in all industries, but in your industry, there would definitely be like a group of people that are available to connect with to find out about different kinds of, you know, how did you focus this or what lens did you use for that or whatever is, is that something that you’ve found is available?

Cindy Rawlings: [00:31:03] There are so many Facebook groups full of photographers. Hey, I’ve got this family of 15 three littles, a couple of teens, mom, dad, grandma, grandpa. How do I pose these people and what kind of settings would you use? And blah blah blah and people just come in and they’re like, Here, here’s an example of one that I did, and I use these settings and blah blah blah blah blah. And so it’s really cool because you can learn on the fly if you feel stuck.

Lori Kennedy: [00:31:30] Yeah, that’s awesome. So Giselle, this question is for you because I think out of all of us here, you’re well besides me, but you are the only one that’s a husband, wife business. Yes. Yes. Ok. So how do you divide your duties out? And you’ve kind of mentioned this, but do you go crawling around in crawl spaces to girl?

Giselle Williams: [00:31:53] I do not go to crawl spaces. I stay in my lane. When we first started this business, I said, Glenn, you’re not going to be going to doing marketing and doing home inspections. It’s not going to work because we’re not going to be successful. Let us be successful by you focusing on what you know, what to do and what I know and what I know and like doing, which is marketing, building relationships. I do go with him sometimes if I’m going to videotape something, film something that he’s doing to post it on our social media. That’s the only time I’m going to go with him. But other than that, I stay in my lane and he stays in his eye.

Lori Kennedy: [00:32:31] Probably makes for a happy marriage. Your husband was in business about 20 years before I started jumping in and trying to help with marketing. And yeah, it took us a minute to try to figure out how to work together without killing each other. So, Bethany, tell us what Beats is an acronym? Yes. Yes. Tell us what that stands for.

Bethany Nugent: [00:32:53] It’s Bethany’s equine and aquatic therapy services. So we provide physical and occupational therapy, but our specialties are using the horse and using water.

Lori Kennedy: [00:33:02] Ok, so we haven’t talked at all about the water. Tell us about the water.

Bethany Nugent: [00:33:05] The water offers a whole different medium for therapy. Because water provides buoyancy, it provides resistance. So there’s different activities you can do in the water, especially with kids who aren’t walking yet. The water help gives you basically support to help them walk and stuff. And right now we have a contract out of the Cherokee Aquatic Center in Texas. Our therapists, however, is in residency for the year, so we don’t have that service right this second. And we’re probably looking for a therapist to take it over because she wants to focus on the horses when she comes back to.

Lori Kennedy: [00:33:37] Yeah, I guess in my mind, I’m seeing the horses swimming, but that’s not.

Bethany Nugent: [00:33:41] No, no, no, nobody’s swimming. We just use the water as a medium for for our services and and I love it when I first graduate. Well, when I was at that internship, my last clinical, I had the option of a pool. And so and I was a swimmer all my life too. So those two things just went together. And that’s where I saw we put parallel bars in the pool and worked in there, and it was just a great environment. But I learned very quickly up here that I can’t I can’t do them both. I don’t have both on the same site. It’s not really feasible. So Beats is much more known for the use of horses, not just for therapy, but for our recreational program and everything. So.

Lori Kennedy: [00:34:20] All right. Awesome. Understood. So what motivates or inspires you, other kids?

Bethany Nugent: [00:34:25] The kids is every day. The kids, I mean everything to. I mean, I work. I every child takes three volunteers. I meet some fantastic people who are giving their time to be a part of this and and hearing their stories. Why they volunteer varies greatly. And there have been some really inspiring stories out of my own volunteers and why they want to be a part of this. And then the horses, you know, the horses, just the horses that we accept in our program. We vet out very strongly and they they have a quality that, you know, they love what they’re doing. Not all horses do love what we do. So we’ve had to turn away a few. But yeah, the ones that love it, love it. And to see the session come together with a horse that looks happy. And is being well cared for, some of them have been rescued as well, so that’s always, you know, in the back of our minds that look where this horse came from and now they’re doing this for this child and then seeing the team around them and and what they’re giving is just very powerful.

Lori Kennedy: [00:35:27] How do you find your volunteers?

Bethany Nugent: [00:35:30] A lot of social media, again, word of mouth. Our volunteers love coming out. I have volunteers. I had one one woman who was with us for 16 years. Every week I’ve got another guy who’s every other week, but he’s been with me since the day we started.

Lori Kennedy: [00:35:42] So what is a volunteer commitment look like? Typically, most

Bethany Nugent: [00:35:45] Of our volunteers come in for two hours a week. They’ll they’ll help with two sessions back to back, getting the horses ready or getting the equipment ready. Walking alongside the horse or leading the horse if they’re qualified and then switching that all out to another kid. And then that’s it. So that’s what I’d say 90 percent of our volunteers do. And then, of course, we always have volunteers helping with projects and fundraisers and events and stuff.

Lori Kennedy: [00:36:08] Ok, what am I? What motivates or inspires you, Cindy?

Cindy Rawlings: [00:36:13] So I’m a silver lining kind of girl. So no matter the situation, I always try to find the joy. And so when I see moms who are going through their pregnancy and they’re not feeling well, they’re like my ankles are swollen. I’m a big fat whale, blah blah blah blah blah. You know this, this, this this. And I’m like, But what you’re doing is so amazing and it’s a miracle. And so I love bringing joy to them and allowing them to see what we see when we look at them versus what they see when they look at themselves. It’s often the case is when they get their gallery, there’s tears. They’re like, Oh my gosh, you know, because they totally don’t see what we see. I I just I love the connection between people too. I will sit and watch people all the time. I love watching the connection. You know, mom brushes the hair back from baby’s forehead and I’m like, Oh, that’s love. You know, and so I love capturing that connection.

Lori Kennedy: [00:37:26] That’s awesome. Chazelle, what motivates or inspires you?

Giselle Williams: [00:37:29] What motivates me is that I’m able to help my husband grow his business, and we’re working towards a common goal right now, which is growing it, which has been really hard right now because what we spoke about earlier, not a lot, a lot, a lot of inspections are being canceled and we’re trying to grow our company. And our fear is like if we bring somebody on to work with us, is there going to be a lot of work? But what helps me like motivates me is that I’m being able to help him accomplish his goals, just helping my family.

Lori Kennedy: [00:38:04] Yeah, I love that. Any of you can speak out to this. Do you have a message that is for women specifically?

Giselle Williams: [00:38:13] Just don’t give up. If your mind is telling you, I shouldn’t be doing this, why did I get into this? Keep on going. It will flourish. It will flourish, I promise you.

Lori Kennedy: [00:38:26] Anyone else?

Bethany Nugent: [00:38:27] I think in my she’s just that women can do whatever they want to. I mean, there’s really no I mean my my industry is completely female dominated as far as the therapy aspect, but as far as the bar in care goes, a lot of people think, Oh, that’s you know, we’re lugging around, you know, 50 60 pound bales of hay and 50 pound bales of feed and managing horses and all this stuff. But most of the people at my barn are also female and we can handle it.

Lori Kennedy: [00:38:52] It’s awesome.

Cindy Rawlings: [00:38:55] I think if you have a dream, you owe it to yourself to give it a shot. I had a name for my company for two years before I actually executed. So yeah,

Lori Kennedy: [00:39:07] That is great. Ok, we are going to go into the final question here. And Cindy, I’m going to start with you. How can others get in touch with you, with you and your business?

Cindy Rawlings: [00:39:21] You can visit my website. Ww w see moments dot me. It has my contact information. It has all my pricing and all the different styles of photography that I do.

Bethany Nugent: [00:39:37] Our website is probably best as well. It’s W-w-what Beats Inc Dawg, so it’s Beats Hyphen in Seaborg.

Giselle Williams: [00:39:46] You can go to our website WW Dot, Staffy, S.T.A.R. Fly Home.

Lori Kennedy: [00:39:53] Great. Well, thank you ladies for being on here. Is there anything that you want to leave us with today? Ok, then I am going to leave us with this. I want to remind you to keep learning and growing, so thank you for joining us today on women in business powered by Business RadioX until next time.

Angela M. Baptiste With INspire

March 15, 2022 by Jacob Lapera

inspire
Coach The Coach
Angela M. Baptiste With INspire
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AngelaM.BaptisteAngela Baptiste, MBA has been a leader in the field of Business-to-Business Sales Operations in the Telecommunications Industry for the past 26 years winning several coveted awards in her field.

Recognizing the desire that people had for uplifting, inspirational and motivational content after transitioning from the corporate world, she got certified as Speaker, Coach and Trainer with the John Maxwell Team and began her independent business, INspire as a way to positively influence, inspire and empower others in her community.

Angela’s main focus is providing strategic supports to businesses and individuals such as organizational leadership, team building, change management, equitable practices and personal growth and development.

Angela enjoys being a part of the lives of others and desires for them to be successful, providing workshops, training, coaching and constructive feedback to ensure they never cease to pursue their dreams and set tangible goals and objectives. She is passionate about maintaining a positive mindset and lives by the mantra, “whatever you feed grows”

Angela helps her clients become better leaders, be intentional with their growth plan, increase their self-awareness, be accountable, build their confidence, and shun their limiting beliefs, establish goals, make strategic plans, identify and eliminate barriers, and when she’s not running her business and training leaders enjoys traveling the world, reading books and gardening.

Connect with Angela on LinkedIn and follow INspire on Facebook.

What You’ll Learn In This Episode

  • About INspire
  • Growth and development

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Coach the Coach radio brought to you by the Business RadioX Ambassador Program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com To learn more. Now here’s your host.

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a good one today on the show, we have Angela Baptiste and she is with Inspire. Welcome, Angela.

Angela M. Baptiste: [00:00:44] Oh, pleasure to be here. Lee, thanks for inviting me.

Lee Kantor: [00:00:47] Well, I’m excited to learn what you’re up to. Tell us a little bit about Inspire. How are you serving, folks?

Angela M. Baptiste: [00:00:53] Ok, well, I. My desire is to help them become their best selves, right? And I work with the individual as well as the business and so that they can grow to be better communicators, better leaders, better able to resolve conflicts, identifying their profile. I offer the disc behavioral analysis as well, so I’m doing various things to uplift and make people feel better about themselves, especially in this society as we know it.

Lee Kantor: [00:01:33] Now, are you working with a certain type of person? Is there a niche that you serve or is this just kind of all comers here, any person that wants to become the better of them?

Angela M. Baptiste: [00:01:44] Well, my niche is a small to medium business from five to five hundred.

Lee Kantor: [00:01:52] So then those leaders that are running those companies, what is kind of the pain that they’re having where they’re like, You know what? We should contact Angela and her team. What is it that they’re struggling with?

Angela M. Baptiste: [00:02:06] I think a big part of it is wanting to let their employees know how much they’re their their care right and also getting them focused on growth and development. That’s the big piece of it. Also, believe it or not, communication and teamwork, those are some real nail biters for employees.

Lee Kantor: [00:02:31] And that and is there a kind of some symptoms that this is showing itself to the person and they may not be aware that they’re in kind of a rut or they need help? Is there some clues that maybe they can be on the look look out for to say, You know what? Maybe things aren’t going as well as they could be?

Angela M. Baptiste: [00:02:48] Well, definitely a big part of that. You know, in any organization you want to be able to meet your, your, your, your, your goals and if your team’s not working together, they’re not cohesive and not meeting their objectives. That’s one of the tellers, right? So there could be conflicts not communicating well, not being able to resolve or meet project goals, stuff like that.

Lee Kantor: [00:03:20] So now what’s your back story? How did you get involved in coaching had you have you been a coach for a long time?

Angela M. Baptiste: [00:03:27] Well, I worked in corporate America for over twenty five years. My last role was in operations where I was focused on inspiring and motivating employees so that they’re able to perform at their best. And that was through positive encouragement and incentive initiatives and identifying opportunities so that they could expand or shift course in order to take advantage of changes in the market. Once I left that, they, my organization, decided that they were getting rid of the corporate structure and in moving from each local department to just two, I decided I didn’t want to move. They were asking me to go to Texas and I’m like, No, I’m not going to move. So I just decided, OK, why don’t I do what I’ve been doing for you guys, for myself? And that’s how I branched out into working for myself, doing pretty similar things that I normally did in the training environment, just focusing on the growth and development piece of it and leadership. So that’s the short story of how I decided to just do what I was doing previously for the corporate world, for myself.

Lee Kantor: [00:04:48] Now, as part of that transition from being an employee to being an entrepreneur, you decided to partner with the John Maxwell team. Can you talk about the decision that it was to partner with John Maxwell and his team, as opposed to just being Angela, who has a wealth of knowledge in the business world? And rather than go it alone, why did you decide to partner with the Maxwell team?

Angela M. Baptiste: [00:05:14] Oh, sure, great question. I explored different options, right? Because I’m a growth and development junkie, so I was going through Les Brown. I was Tony Robinson who was one of my great teachers. I’m still a part of his inner circle. Right, but he was a little different from me. I’m very faith focused. So John Maxwell was a great fit for me when I was doing the exploration on who I was wanting to partner. You know, they have the certifications, right? And I wanted to do this. If I’m going to do it right, I want to be certified and they have good content as well, which I was able to use. So once I explored that, I decided, OK, John Maxwell was a great fit. And so that’s why I went with him and it’s been great choice. I love working and partnering with John. He has such great content on, you know, becoming a person of influence, leadership, communication, you know, the growth and development peace he talks about. He has this book, The 15 Laws The 15 Invaluable Laws of Personal Growth, which I use a lot. So that partnership just was the right one for me.

Lee Kantor: [00:06:36] And then when you invested in that and decided to get certified, has that really made an impact in your practice?

Angela M. Baptiste: [00:06:44] Oh, yes, it definitely has. You know, just the love and care that John exhibits. I do that the same for my clients, and I’ve been able to travel not only to different country, but also within the United States. We do, and I’ve been working on the Change Your World, one of his latest book, Change Your World. I’ve done several transformation classes on that and also we were able to travel to Dominican Republic to transform that country. We’re supposed to be going back this year again, and so just it’s just been phenomenal

Lee Kantor: [00:07:27] Now for you. What has been the most rewarding part of this transition from employer to entrepreneur? Has anything happen that you can share that has kind of left a mark?

Angela M. Baptiste: [00:07:39] Oh, it’s just so many different things, just seeing the light bulb go off in people’s eyes, you know, and it’s not like I’m doing anything extra special, right? It’s because being a coach means it’s not about me, it’s about that individual and the power that that person have within them to solve their own issues, right? It’s just really just asking those right questions. And so when you ask the right questions and that big ha ha moment comes into that individual’s eyes and you can see, Oh wow, why didn’t I even recognize this prior? So that has been really impactful for me, just making a difference in the lives of others. And I just simply showing them how much we care and how much we want for them to become their best selves, and it’s just really serving. For me, it’s a big part of serving because so many times before you even become my client, I’m already serving you, you know?

Lee Kantor: [00:08:41] Now, was it difficult for you, just the mindset shift from being an employee where you were the one rolling up your sleeves and doing the work to being a coach where you’re helping guide other people in your, you’re kind of asking questions and encouraging them, but they’re they have to do the work. Was that hard where you can say, Oh man, if they would just do this, they’d be getting so much better. But just I’ll do this for you and then we can skip this step. But is that was that a difficult transition? Because I would imagine for some people, that would be hard.

Angela M. Baptiste: [00:09:15] Well, you know, it’s retraining, right? So I had to retrain my brain because most of the times in my corporate role, I worked with sales representatives, right? And I was coming up with all the processes and all the the everything to make their lives better, right? And sensitizing, you know, giving them the incentives that I think would help them. And, you know, just working with them. As you said, I was doing the work for them and pretty much designing the programs and the processes and everything for them. Well, now this is different. So retraining my brain that it’s not about what Angela wants or what I think would be best for them, but what that person sees as what, because their goals might be different from what I see for them, right? So it’s whatever their goals are and what they want to achieve, what they value, it could be both within their work, their relationships, their spiritual, you know, whatever it is that they see as best for themselves, then that’s what I’m partnering with them for so that they can achieve. So it was definitely a mindset shift not about working with others and telling them because that’s what mentorship is right? And I’m not being a mentor to them. I’m actually being a coach. So that’s the difference between what a mentor does. The matter tells you, OK, this is what you should do, whatever based on my success. But coaching is totally different is pulling that from within that person.

Lee Kantor: [00:10:53] Now for the is there any advice you can give to a coaches out there that are just starting out, maybe one strategy that has fueled your growth? Is there one thing you’ve done that has been very effective in helping you grow?

Angela M. Baptiste: [00:11:08] Oh, definitely. Number one, having powerful mentors and have a coach needs to have a coach for themselves, right? So I have a mentor who speaks into my life and not only one, but several several. So I’m a part of a mentorship program where I have several mentors who speak into my life and I’m able to learn from. I also have a coach who coaches me and as well as listening deeply, and that’s something else that you have to learn as well, because most times we listen on the periphery. But in order for us to really be able to help our clients, I had to learn to listen really well and listen deeply and intently so that I’m not thinking about what my next question is. I’m listening to my client and on my coach. And then it just flows based on what they’re saying. Then I could ask them a question and totally pulled whatever it is that we need to get out of that particular session. So those three things have totally helped me to become a better and I keep growing. But those are the three things that definitely has been helping me so far.

Lee Kantor: [00:12:29] Well, congratulations on all the success. If there is somebody out there that wants to learn more about you and your practice. Is there a website?

Angela M. Baptiste: [00:12:37] Oh, definitely. My website is. And I’ll tell you that really quick. It is.

Lee Kantor: [00:12:50] Inspires.

Angela M. Baptiste: [00:12:52] Yes. So it’s. S colon and then it’s backslash, backslash, WW dot inspires dot shop.

Lee Kantor: [00:13:03] Right. I and Aspire R e s s h o p.

Angela M. Baptiste: [00:13:09] That’s correct.

Lee Kantor: [00:13:10] Well, Angela, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Angela M. Baptiste: [00:13:17] Ok, thank you for having me, and I really appreciate it. I also just wanted to share with you that I also have a book out. It’s called Walking and Winning with Jesus every day, and it’s it’s definitely on Amazon.

Lee Kantor: [00:13:32] Good stuff. Well, thank you again for sharing your story.

Angela M. Baptiste: [00:13:35] Ok? You have a great day.

Lee Kantor: [00:13:37] All right, this is Lee Kantor. We’ll see you next time on Coach the Coach radio.

 

Tagged With: Angela M Baptiste, B, inspire

Alex Reffett With East Paces Group

March 15, 2022 by Jacob Lapera

AlexReffett
Atlanta Business Radio
Alex Reffett With East Paces Group
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AlexReffettAlex Reffett is a principal and co-founder of the East Paces Group. Alex brings overa decade of experience in developing customized financial plans and investmentstrategies for high-net-worth families and individuals. His passion is helping clients navigate life-changing events such as transitioning into retirement, or the sale of a business with clarity and thoughtful planning.

As a Georgia native, Alex enjoys rock climbing, golfing, woodworking, and organizing outdoor hikes and trips for the Atlanta Outdoor Club where he volunteers as a trip leader.

Alex also serves as CFO for Releash Atlanta — a local non-profit which focuses on rescuing dogs from high-kill animal shelters and placing them in permanent loving homes. Over the past few years, this organization has facilitated the adoption of over 1,000 dogs into successful placements in families.

Connect with Alex on LinkedIn and follow East Paces Group on LinkedIn.

What You’ll Learn In This Episode

  • The Benefits of Financial Advisors Joining an Independent Advisor Network
  • Resources for Independent Advisor Network advisors
  • The biggest obstacle Americans will be facing financially in the future

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by on pay Atlanta’s new standard in payroll. Now here’s your host

Lee Kantor: [00:00:24] Lee Kantor here another episode of Atlanta Business Radio and this is going to be a good one today on the show, we have Alex Reffett with East Paces group. Welcome, Alex. Thank you for having me. Well, I’m excited to learn what you’re up to. Tell us a little bit about East Paces group. How are you serving folk?

Alex Reffett: [00:00:43] Yeah, yeah. So we are we’re an independent wealth management firm, so we’re we’re primarily focused on helping people figure out where to put their money, which is a constant challenge in the world we’re living in.

Lee Kantor: [00:00:55] So what’s your back story? How’d you get involved in being a financial advisor?

Alex Reffett: [00:01:01] So I was one of the, I guess you can say, the lucky ones or unlucky ones that always knew it’s what I wanted to do. I figured it out pretty early on when I was in college and, you know, taking pretty technical derivatives classes and, you know, options trading and things like that. And, you know, kind of, as a kid, wanted to always had the dream of going up to Wall Street. And then I heard back from a few people that lived that life. And it wasn’t wasn’t all the glamor it seemed to be. So I just wanted something that was really I felt like my skill set was actually going to help people and have some sort of intrinsic value to it. So I kind of discover the world of wealth management, and it’s been on a one track road ever since, you know, I got my licenses while I was still in college and got some of my first clients, actually while I was still in college. And it always was with an independent Firmino, never with a big wire houses, which was, I guess, I’m finding out, pretty unique and added it’s challenges for sure. But it gave me a different look into what the industry could look like going forward.

Lee Kantor: [00:02:05] Now, can you explain to the listener the difference between maybe some of these larger firms that you see on, you know, stadiums or on commercials and then an independent firm? Because not every financial advisor or wealth management is like, you know, picking stocks or picking investment, they’re kind of salespeople that are that other people are kind of doing that kind of work, the the choosing of what where the investments go.

Alex Reffett: [00:02:34] No doubt. You know, if anyone is thinking that they’re their advisors operating on an island or a if they are, that’s probably something to be concerned about. But for the most part, you’re exactly right. You know, the the advisers, especially in the large kind of household name, you know, stadium branded type banks are are really focused on sales. I mean, they’re they’ve got their client relationships and their people. But what they’re doing is they’re they’re selling their their firm’s products to their client and that can, you know, obviously there’s a wide variety of people out there, a wide variety of ethical disparities between individuals. So, you know, the experience may be greatly different. You can have a great financial advisor at at a large bank, but there’s just a lot of layers and mess with that. That is not really something that I felt like was necessary. And I guess that’s kind of the core of why I believe in the independence basis because, you know, whether or not you know, some of those things can be good or bad if used correctly is is up for possible argument. But what’s I don’t think up for argument is what’s necessary to help a client manage their money is much, much simpler and more straightforward than all the complexity of the products the big banks try to try to add to the mix.

Lee Kantor: [00:04:08] Now, can you talk a little bit about your vision by becoming independent and owning your own firm, rather than kind of be part of these larger institutional entities? What were you kind of trying to accomplish and what did you see that was possible?

Alex Reffett: [00:04:28] Sure. Well, there’s you know, when you look at what clients need, you know what kind of the basics of a wealth management firm, what they need to provide their clients, one is portfolio management. You know, they’ve got to figure out where to actually invest the money. What makes sense, you know, have a have a team that is everything from research to implementation of of just seeing what’s out there in the world and what we need to be participating in and what we need to be staying away from. So you got the investment component and then you have the planning component, you know, you want to figure out, you know, yeah, you can invest in a great portfolio that runs out the years. But if you don’t have a plan for how you’re going to spend your money, you know, whether it’s, say, business liquidity event, where you’re selling the company, that was your cash flow for years. And I’ve got a lump sum and you’ve got to figure out how much to take every year or Social Security planning or, you know, just a general saved in a 401k for, you know, three or four decades. And now I’m going to spend that money that I’ve saved. There’s a lot of complexity that comes with that planning. So, you know, having those two things really buttoned up and dialed in was is the core of what we needed to create, you know, an investment process, an investment management process and a financial planning process. So, you know, fortunately, it kind of worked out well with my two partners. Each are kind of experts in those individual realms.

Alex Reffett: [00:06:00] So it created a great team to kick off the company and be able to offer that. But but kind of looking forward, you know, my the reason I believe the independent space is so important for that is, you know, when you talk, take the investment management process, for instance. I mean, you know, what are you trying to accomplish? You know, if it’s a the best asset allocation with the lowest possible cost, which is what I believe is best? Or, you know, do you want to take the strategy that many others have taken in the past of, you know, layering funds, you know, funds or funds sometimes to try to get the most possible performance out, but just, you know, adding a lot of fees to the bottom line for that client and in ways that they may not even see or understand. And that’s that’s what I was definitely trying to avoid expensive kind of mutual fund type strategies that were kind of so commonplace. And I was also trying to avoid, you know, proprietary strategies, you know, we don’t have any of our own funds here. So that really allows us to organically look out at the world and say what’s best for our clients and just go find it as opposed to trying to sell anything of our own. I mean, we we don’t have any funds of our own. It’s just we’re kind of looking at what what’s out there and the tens of thousands of options that are out there and what’s the most bang for the buck?

Lee Kantor: [00:07:24] Now, because there are so many options out there, how do you kind of create a portfolio that makes sense for like an individual because everybody has their own risk tolerance, their own goals? And some people are in an accumulating stage. Some people are in the D accumulating stage. How do you kind of cater to the individuality that every client probably desires, at least. Maybe that’s not some kind of reasonable, but maybe that, but that is what they desire, something that is customized to their unique situation.

Alex Reffett: [00:08:02] Sure. No, that’s a great question. I’d say it’s probably one of the most common ones, too. And and what I’ve always kind of pushed back on a little bit is, you know, everybody is different, but in a lot of ways people are the same. You know, that’s where I think people have a maybe a bit of a misunderstanding of their own anecdotal experience and thinking that it’s very unique. I mean, in reality, most people do want a lot of the same things. They want to they want to retire with enough money to be able to live the life they’ve been living without having to stress about running out of money. I mean, that’s the basic objective. You know, that people have, you know, a lot of similarity in business owners, you know, that are looking to have some liquidity event sell their business. Will that lump sum they got to replace the income they’ve been getting? So there are similarities, but you’re totally right that there’s different phases of life and different temperaments as well. I mean, that’s that’s really the places where people differ is you’ve got different age groups and phases in life and then you’ve got different emotional temperaments for how much you can weather risk. So those we definitely take to play. And when we’re figuring out how to invest a client’s money, we’re the main thing that I consider, I think, is probably 90 percent of the objective. Is there a time horizon, you know, the period that they’re investing in the purpose that they’re investing for? You know, if they’re 30 years old and they’re, you know, their life doesn’t always go to plan.

Alex Reffett: [00:09:29] But, you know, if it does, you’re kind of thinking save them for 30 or so years to accumulate and then distribute that money the next 30 years of your life. Then you certainly want to invest in a portfolio that will grow to meet those needs, which would be very different from the the 70 year old who has, you know, money beyond their needs and just wants to preserve it, not not wake up in the middle of the night, worried about what the market’s doing and just has a different both financial need and emotional need. So but but in general, I think people are more similar than they they think, you know, we’ve got a, you know, most of our clients that are in, say, the 30 to 35 range or are pretty similar in what they’re trying to accomplish. So although there may be some nuances to the way we invest their money. You know, one may have a legacy holding in a stock there, their parent bottom 20 years ago, they want to hang on to or something like that. But but philosophically, you know, most 30 to 35 year olds, we would have a similar portfolio for and most 70 to 75 year olds. We’d have a somewhat similar strategy. But you know, the the disparities at that point are usually just based off their temperament. Some people are very, very risk averse and others are not so.

Lee Kantor: [00:10:48] Now, when it comes to the risk in any investment, how do you manage that? Because a lot of people might say they’re, you know, I’m risk averse, but you know, when the market punches you in the face, then you know, that becomes a true, true marker. You know, they can say, I’m risk averse, but you know, when the market tanks, are you getting a call from them saying, what’s going on? You know that they may not be as risk averse as they as they think they are.

Alex Reffett: [00:11:23] You nailed it. I mean, yeah, I don’t I don’t even know what I can add to that because you said that perfectly. I mean, there’s a, you know, a lot of what we do as well as behavioral counseling. I mean, I know that’s kind of been an industry of an industry term that’s popped up over the past, you know, five to 10 years. But but truly, I mean, you’re trying to educate clients because what they’re understanding of risk and what the realities of risk are a lot of times is different because there are many types of risk. You know, that’s what people think is just risk. They just call it one thing, but it’s really, really subdivided. I mean, there’s all types of risk. And just kind of a simple example is, you know, when you talk about market risk, which is what they’re usually kind of referring to is what’s the risk of the market going down? And they’ll say, we’re losing all your money. You know, it’s like an 08 09, which is what the Great Recession of our of our generation. You know, if. What did it take to lose money in that environment because the markets, you know, twofold that’s peaked before that even happened. So it’s not as if, you know, if you if you didn’t have to take money out and you were properly positioned, you know, so many people tell me they lost a bunch of money in 08 09. And I always try to ask them why, you know, why don’t you lose money? And sometimes it’s awful situation. You know, they they got sick.

Alex Reffett: [00:12:48] Or, you know, I’ve heard some horror stories of, you know, had to sell the house and, you know, I had a family issue and it was just horrible timing. I mean, of course, that, you know, I lost my job. I didn’t expect it to have a job for two or three or four years. I mean, there’s obviously terrible stories, but for the most part, if you if you plan for the worst of times, you get through those things and you don’t, your portfolio goes down. But when you’re talking about risk, it’s just important to figure out what risk is because is your risk losing money or is the risk needing to spend money when the market’s in a correction because they’re not the same thing? You know, if you talk about, you know, what are the odds that during a market recession that a company like, you know, Apple or Delta or, you know, just a big house, Procter & Gamble, you know, something like that? I mean, what? What are the chances that they’re going to have some negative effects in a broad market correction? I mean, they’re pretty high. But what’s your chance of losing all of your money in that investment? I mean, that’s a much different. I’m not saying that’s a the answer zero, but but it’s a much different answer. So it’s just important to when people think of risk. I really try to coach them and understanding what what the risk is and the only risk I think people need to worry about is is running out of money by having a bad financial plan.

Lee Kantor: [00:14:12] Right. And I think that that’s one of the challenges in your work and in this industry as a whole is they don’t ring a bell when the markets are too high, they don’t ring a bell when the markets had too low and they don’t ring a bell when your time is up on this planet. You know, these are a lot of unknowns and there’s a lot of variables. And it’s, you know, for the layperson who isn’t like, you’re you live in this world every day. You can see historical trends and you understand the history of the market and the American economy and things like that. And then those you feel comfortable in that history and knowledge. Whereas a layperson, I think those are overwhelming unknowns and it’s hard to plan when there is a lot that’s out of your control.

Alex Reffett: [00:14:59] That’s that’s true and it’s interesting to, you know, what certain people respond to. You know, there’s a you know, you take, say, COVID last year. I mean, a lot of people don’t realize because it happened so quickly, but that was the sharpest market drop in history. I mean, you throw the Great Depression in the 20s, 2008, 2009. Nothing even came close to that. I think it was 37 percent or so within six weeks. I mean, that was just an insanely quick and market drop. But people, I feel like for the most part, understood why it was happening. And surprisingly, you know, very few clients really negatively responded or got very concerned about that, you know, because for the most part, you got to think of what people are thinking about, you know, they’re thinking about, they’re not able to go into work and their kids aren’t can’t go into school or new mask mandates and quarantines. And you know, that’s where their heads out. They’re not thinking about their four one k, just because what they’re dealing with in front of them is so much kind of more more consuming. So it’s been interesting to see. And then at the same time, you know, when, when nothing’s really going on and everything’s cruising along. But the Fed hikes interest rates a little bit and the market responds negatively to it. You’ll get more calls about that than COVID. So, you know, it’s interesting to see what people respond to, but it’s usually based out of emotion. But but you’re totally right. I mean, if you live in the industry, you see this day to day, you’re staring at it. You kind of have a general grasp of why things are happening and what’s normal and what’s not. It’s a little bit easier to digest than just getting a statement in the mail that for some money, looks like it. It evaporated.

Lee Kantor: [00:16:41] Yeah, I think that it’s interesting. I think from a generational standpoint, like my parents lived through the Great Depression and that left a mark. Obviously, you know, people that you mentioned 2008, that left a mark, Covid’s going to leave a mark. But the people who are investing nowadays, I think, are lulled into this bull market that’s been going on for so long. I don’t know if they have the memory or the knowledge of history of the market that the Great Depression left where you’re talking about, you know, kind of lost decades of pain when it comes to finances and they’re in a kind of mental state of this is, you know. It’s always trending up. You know, it’s everything’s going to be good and, you know, it’s just a matter. Oh, that’s a blip, you know? But when the market dropped, like you said that that dramatically over that period of time, I think inherently people are optimistic and they were like, Oh, this, so this is just going to bounce back. It’s obvious it’s COVID and this is going to go away shortly. And I just don’t know how resilient we’re going to be if something more dramatic happens.

Alex Reffett: [00:17:53] Bill, you’re you’re absolutely right, and that’s you know, you said you said something that I it’s something I agree with and that I think people, they just misinterpret a lot of times you said, you know these these certain times in history where things have been really tough and haven’t, you know, markets have gone sideways or had these recessionary periods that have been really tough on people, you know, left a mark and it does leave a mark. But but my I just urge people to for that mark to be not a not a reminder of fear, but to be a lesson, you know? You know, there’s lessons to be learned from, from things that happened. And the biggest lesson is not to prevent it from happening in the future. Again, because you can’t do that. I mean, there’s no way to bring an individual to prevent a recession from occurring in the future. I mean, we’re going to see those. I don’t know what’s going to cause them, but something’s going to cause the next five recessions over the next, however many years. You know, in our lifetime. But but there are lessons to be learned in the context of how do you build something that’s resilient to where you don’t have to sell the aggressive parts of your portfolio, for instance, in a down market, you know there are ways to create strategies that are that are representative of of what could go wrong. You know, there’s not a, you know, nobody has a crystal ball to perfectly predict exactly the best way to hedge a future volatile period. But but there are sensible approaches.

Alex Reffett: [00:19:27] And that’s really the core of what we do in trying to figure out, OK, where where are the risks? Do you personally? What are what are you worried about? What period? How long of a of a of a length and recession could we survive if markets really, really didn’t cooperate? You know, how many years do you need to feel comfortable with? You know, is it three years? It’s a five years. Is it 10 years? And then we can build a portfolio that that that has that in it? You know, something where if you go through a 10 year recession, you know you’ve got a bucket to draw your needs out for 10 years and then the rest, you know, unless you think the recession is going to last longer than a decade. We can we can have a little bit more of a growth strategy to it. So I mean, everybody is different in that regard. But, you know, I just urge people to for that to be a lesson learned. You know, when in 08, which was the biggest recession of, you know, our modern lifetimes for all of these generations? I mean, I was I was studying finance during that time. You know, there were people that obviously were close to retirement during that time, but that’s the biggest example. How many years did it take to recover from that? The market, I mean, you know, it’s about five years. So, you know, let that be a lesson. You know, if that happens again, have six years to wear and then you should be able to sleep at night.

Lee Kantor: [00:20:44] Right. Well, I think this is why it’s so important to find a financial advisor to partner with because as a layperson, you just can’t. It’s hard enough to live life and your own life with your own worries and your own business, your own challenges. And then to layer this on top of it, this this is a full time job, and I think it requires a trusted advisor, financial advisor to help you through this because you need someone watching your back. And that’s why I think it’s critically important to have a partner like this on your team because the lay person, unless this is all they’re doing. Twenty four seven is going to have a hard time navigating rough waters when they come.

Alex Reffett: [00:21:28] Yeah, no, you’re totally right. And just to add to that as well, I think taking the emotion out of it is one thing that helps. I mean, it’s not just a partner that’s doing it full time, which is obviously has its value and, you know, strategically speaking and hopefully as a huge benefit on that level. But but just someone who isn’t looking at their money like their nest egg and overly protective of it, you know, to a degree that can become a little bit irrational. And that goes for us, too. I mean, I much prefer personally other people too, and I know the industry well. I still like, you know, bouncing ideas off my partners for my own personal money because, you know, you can just you have this weird, you know, there’s just as humans, we have this defensiveness and this protectiveness to the our money naturally, which isn’t a bad thing. But in certain cases, when times get tough and decisions become tough, it’s good to have someone that can kind of take the emotion out of it and be a bit of a counselor and just an emotional resource to you

Lee Kantor: [00:22:28] Now in your practice. Do you have a niche that you serve or is it kind of, you know, wealthy families, you know, executives, former executives, business owners? Is there a niche that you kind of work in or is it kind of all comers?

Alex Reffett: [00:22:44] Yeah, I mean, naturally, just with a with the firm of our size, you’ve got a little bit of everything just because personal relationships are really what drive it. I mean, we we the primary thing we look for are just good people that are are are nice people that kind of value the work we’re doing. And because I mean, it’s a, you know, it’s something people’s money, they can get the wrong kind of temperament. And it’s just it’s not a healthy relationship where we’re not as helpful as we could be and they’re not getting all from us that they could. So, you know, the first thing is just that we like each other and it’s a good, a good, positive relationship that we feel like we can benefit from. And then the the as far as a niche goes, if we’ve got any kind of niche, it would definitely be business owners, mostly because we’ve got an expertize in transition planning. You know, for people that are which is happening a lot right now, you know, partially due to the I think a lot of the success we’ve had over the past few years is, you know, we specialize in helping business owners that are selling their business and then having a, you know, major liquidity event that’s equivalent to a retirement and needing to figure out, you know, now that they’re not taking partnership distributions, they’ve got a lump sum that’s got to last them, potentially their lives unless they start another business. That’s that’s definitely, I would say, the core of of what we’re able to help with on a on a niche market. But but we’ve got doctors, engineers, business owners, pilots. I mean, you can, you name it,

Lee Kantor: [00:24:16] Now in your work, you decided to go independent, but you decided to become part of an independent advisor network. Can you talk about the reason behind that and the rationale, as well as the benefits of being part of this larger network?

Alex Reffett: [00:24:34] Yeah, yeah. Well, to, I guess, be a little bit more specific as I kind of am actually trying to create that independent advisor network. You know where where we are an independent firm, but these independent advisors have have been able to bolt on to us for some of those core needs that they need help with. I mean, as we mentioned, you know, to earlier in the call, it’s kind of hard for an advisor to wear eight different hats and be the best at best plan or best investment advisor, best business owner, everything. But they do want to do right by their clients and have have some help, especially in those two areas of investment, management and financial planning. So we’re we’re able to offer that and these guys, you know, they’ve got their relationships. They’ve we’re not forcing them to, you know, act in a certain manner with their clients as far as selling anything particular to them. I mean, we don’t sell anything, really, we just help them manage money. So you know how how they utilize our resources is up to them. But we just kind of have a we’ve created this network of independent advisors now where, you know, now we’ve got a six that have joined us on top of the three of us who started the company. And yeah, they it’s it’s a great relationship because, you know, they’ve got they’re able to work with their clients in a way that they that suits them, but they can also know they’ve got kind of a team behind them when when times get tough and they’ve got a research team, so they’re not out on an island, you know, being that end all, be all for their clients, but at the same time, they don’t have a big bank telling them, you know, to sell these mutual funds. So it’s kind of hopefully the best of both worlds.

Lee Kantor: [00:26:13] So now what was kind of the genesis of that idea to create this network to to find, I guess, like minded people that are, you know, maybe they are on an island and that they need just the sense of community and the idea that there are people kind of working together to I don’t want to say battle against these large be behemoths, but people are out there that are kind of living through the same thing that sense of community just by itself as valuable.

Alex Reffett: [00:26:42] Absolutely. I mean, you know, and there’s more of a personal note. I mean, that’s one of the I mean, I know a lot of people have experienced and we’re not unique in this. But the heartbreaking thing is we, you know, we kick this thing off in 2019 and had this awesome year of, you know, just from a social presence and, you know, communal presence. And then, you know, dealt with the the reality of COVID like everybody else and had much less of that. So it’s been a been a sad thing. But at the same time, having those, you know, calls where we all are there together and, you know, have a Zoom call instead of all being in the same room together like it used to be. But you know, just that community are just bouncing ideas back and forth, you know, asking about people’s families and how things are going or, you know, how we’re able to, you know, get that deal closed with a client or whatever it may be, you know, just having someone that understands what you’re going through and, you know, maybe a lot of times better than your family would if you’re just going out on an island.

Alex Reffett: [00:27:39] So it’s been great. But as far as the need for it is, I mean. Realization for the need for it is just being one, I mean, I was I was always, you know, I was when I first started out in college, you know, when I got my first clients and kind of found my way into this business on the independent space I was, I got started kind of an operational role with a solo guy. He was an independent financial adviser and it was just him and me. So he stayed out of business. He’d been in the business for, you know, 20, 25 years or so. But it was just me helping him, you know, manage his clients and run the business. And we work on it out on an island. And, you know, I think that was kind of the original genesis of all this is just realizing that man, it would be nice if you know, there were more of us and we could kind of share some economies of scale and, you know, maybe invest in some more resources as a team together and things like that.

Lee Kantor: [00:28:33] And in what ways do you see moving forward that you can kind of invest in? What are some of the things you’d like to invest in if you can, as the community grows?

Alex Reffett: [00:28:43] Yeah, yeah. It’s uh, so it’s kind of a it winds up being a pretty perfect science. Believe it or not, you know, as we as we add the ad to the community, as we add to our our network of independent advisors, we you know what they contribute financially to the to the company basically goes directly into to new resources, which are, you know, the biggest thing that any quality firm needs. I’m a big believer in. This is a solid operations team. You know, someone who can really get clients what they need on a just in an operational administrative level. So investing in that, we’re continuing to invest in our investment platform from a headcount standpoint as well. You know, trying to get people that can, you know, as you start to get from 300 million to 600 million to over a billion dollars in assets under management, you know, really just having the infrastructure to be able to manage that and make sure that clients are or are getting all their needs met, that our strategies are actually getting implemented, as is another place that we’re continuing at. You know, as the headcount grows, you know, we then become servicers to the advisors. So we’re we’re kind of just continuing to invest in what we can offer almost them as clients in a way.

Lee Kantor: [00:30:06] Now is this something that is only Atlanta based or are these advisors coming from anywhere?

Alex Reffett: [00:30:12] Well, we’re pretty new. So currently we’ve got most of our advisors are in the Atlanta area, not necessarily in town, but in the Atlanta area. And then their most recent advisors to join us is actually from North Carolina. So I mean, it’s not something that’s restricted, but I mean, it’s one of those things, you know, southeast presence is definitely where we’re headed, at least in the near term, just because you know that sense of community, it doesn’t have to be every day. A lot of these guys have their home offices, but we at the same time want to be able to all get together and, you know, have our even if it’s just on a social level. You know, as you mentioned earlier, the community is important. So, you know, we don’t want these people to feel like they’re out on an island. We want them to feel like they’re, you know, even if their day to day in a home office that they’ve got a team behind them, they come in every once in a while, maybe to meet with a client or conference room or have lunch and or do our office events and things like that. So.

Lee Kantor: [00:31:10] So if somebody wants to learn more about your practice, if they’re looking for a wealth manager or financial advisor or they want, or they are a financial advisor and they’re independent, they want to join the network, is there a website? What’s the way to kind of learn more about this opportunity?

Alex Reffett: [00:31:26] Sure. Yeah, the best thing to do is our website is just East Pace’s group. They can got all of our contact info on there and just reach out to me. I mean, you know, we’re, you know, we try to cut through all the the, you know, the benefits of being independent, you know, smaller businesses. You can get to me directly and just, you know, let’s get a coffee, whether it’s a client or an advisor looking for maybe a different game plan for their life, then we love to just sit and learn more about them and what they’re looking for and seeing if we’re a good fit.

Lee Kantor: [00:32:02] Well, Alex, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Alex Reffett: [00:32:07] Yeah, no, I very much appreciate the time and it was great talking with you.

Lee Kantor: [00:32:11] All right, this is Lee Kantor. We’ll see, y’all next time on Atlanta Business Radio.

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Tagged With: Alex Reffett, East Paces Group

Jonathan Richter With Winnona Partners

March 15, 2022 by Jacob Lapera

JonathanRichter
Atlanta Business Radio
Jonathan Richter With Winnona Partners
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WinnonaPartners

JonathanRichterJonathan Richter is founder and CEO of Winnona Partners, a custom software development company located in Decatur, GA. In addition to helping clients build web and mobile applications, he also helps business owners develop content strategies that improve their organic search traffic online. Jonathan is also a classical guitarist and private instructor with extensive experience researching music traditions in minority groups southwest China.

Connect with Jonathan on LinkedIn and follow Winnona Partners on Facebook and Twitter.

What You’ll Learn In This Episode

  • Saving Money with Custom Software Development
  • The Process of Digital Transformation
  • The Path to Automation: Business Process Mapping & Modeling
  • Business Automation
  • Content Strategy & Marketing Your Transformation

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by on pay Atlanta’s new standard in payroll. Now here’s your host

Lee Kantor: [00:00:24] Lee Kantor here another episode of Atlanta Business Radio, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories today on the Atlanta Business Radio. We have Jonathan Richter with Winnona Partners. Welcome, Jonathan.

Jonathan Richter: [00:00:43] Hey, Lee, thanks so much for having me on.

Lee Kantor: [00:00:45] Well, I’m excited to learn what you’re up to. Tell us about Wenonah. How are you serving, folks?

Jonathan Richter: [00:00:50] Yeah. Well, thanks for asking. And love your audience. By the way, I’ve got some stuff for established business owners here, and hopefully some great tips and resources for startups and entrepreneur crowd, too. So, you know, we really found that a lot of business owners are paying way too much for software that isn’t fitting their specific business process. Sort of Salesforce, HubSpot big enterprise systems like that. So we’re helping them transform their business by building custom software so they can become leaders in their industry and save money as they scale.

Lee Kantor: [00:01:25] Now, for the listeners out there who hasn’t explored custom software, I would imagine when they get started, it’s kind of easier to go off the rack and just kind of adjust your systems and processes to these big, huge enterprise softwares that seem to be doing most of what I need. Maybe not perfectly, but kind of in the right way. Can you talk about kind of the trade offs you’re making when you make that choice?

Jonathan Richter: [00:01:51] Totally. And that’s that’s a huge roadblock. I think people hear custom software and, you know, they just kind of draw a blank, you know, like, what does that mean, right? Custom software can be anything from a custom website, a mobile app or a custom CRM customer relationship management system or lead management system. And you’re totally right that when you’re starting off, I think a lot of businesses, you know, maybe they don’t perfectly know their business process yet, right? So I kind of consider the Salesforce and the HubSpot and those ready CRM is the term that you can use to describe those kind of off the shelf SAS platforms, almost like a Band-Aid in a way which can be really great. It can be really powerful as you’re getting started, but the issues come in when you start to scale right and you start to see the pain points in the pricing of those platforms, especially when you get to about 30 employees or so. And certainly if you hit one hundred, you know, employees who need access to those platforms, suddenly you might be paying, you know, five, ten thousand a month just to access and have access to those platforms features you might not even need or know how to use or implement. So it starts to become very expensive and really, you’re just kind of paying for seats as they call them, right? So which costs these platforms, you know, probably fractions of a penny, right, to actually include a new user on, but they’ll charge one hundred dollars to add someone new.

Jonathan Richter: [00:03:27] So that’s where it really starts to become a pain point, I think for people is when you start to grow as a business and you realize, Oh my God, we’re just we’re tossing money away on these platforms that aren’t fully aligned with our business process. And the question starts to come well, what if we could build something proprietary? But then again, a lot of people don’t even know where to start with that stuff. So that’s where we come in. You know, we’re here to help people walk through the process, map out their business process and identify ways that we could streamline or automate that process with a custom system that we can make them that actually fits their business process. Not like, Oh, your business process has to kind of you have to fudge that to make it work, you know, with something we’ve pre-built like, no, not at all. What is your dream scenario for how to run your business? And we can make the software do just that.

Lee Kantor: [00:04:24] Now, as I can imagine, the challenge is so these companies, when they’re starting out, if they go with these enterprise, these big name SAS solutions, they make it work, they grow. Despite that, maybe. And then there’s all this pain now of I got all the sunk cost. I have the pain of change and this digital transformation that I don’t know. I mean, it’s hard enough to just kind of manage the business with the chaos that has entails, but to switch over to a new system, even though it’s custom and it fits me perfectly. That pain, I would think, would scare off some people and they just keep kind of buying. The bullet and paying paying that monthly as it keeps increasing, and they know that there’s probably a better solution out there, but they’re kind of afraid maybe of that transition cost.

Jonathan Richter: [00:05:15] Yeah, well, you definitely hit the nail on the head. And if I don’t know if you’ve ever read Michael Gerber’s book The E-Myth or Beyond The E-Myth, are you familiar with? Sure. Yeah. His whole thing is right. Like, you need to not work just in your business. You need to work on your business, right? And that’s sort of his mantra. And he made a whole career out of that, you know, way before technology was even developed like what we have today. So people get so stuck in the day to day and we get that and we see that every day, right? But why is it important? Why could custom software development help you out, right? I mean, a lot of times when people call this, you know, our clients, we try to steer them away from trying to, you know, come up with the tech solution themselves. It would be great if the system could do a, b and C rather than that. Just like, tell us what the problem is like, what’s the problem that your business that you’re facing with your business? And then we can try to help come up with the right tech solution that can work for you? And you know, the reason custom software is great is because it can be one of those almost set it and forget it kind of things, you know, if you can really build the automation, right? It’s like now it’s not a recurring problem that is like, you know, distracting you every day, taking you away from other important things.

Jonathan Richter: [00:06:28] If we can do it right, it’s just going to start working and it’s really that set it and forget it thing that is terrific. Then also, again, the saving the money as you scale. I mean, it’s a bigger upfront cost typically, of course, to develop your own custom software system. But you know, within a year, in some cases, especially if you have 100 or so users that need to use the platform, you know, within a year or so, you can already start seeing returns on that monthly. I mean, we can take that down from, you know, tens of thousands of dollars a month, in some cases down to, you know, several hundred at the most. So it becomes a huge difference long term. And also, you can just invest in something proprietary, right? I mean, have your own having your own system. You know, the top dogs all do that like, you know, they’re all going to build something that works for them. And there’s something really special. And you can have a lot of pride in knowing that you’ve got your own system. And that’s something that will sort of make their make your competitors kind of shake in their boots a little bit.

Lee Kantor: [00:07:33] Now, I’m sure the name of your firm, Winona Partners Partners, is an important component of this because you are truly a partner with your clients. This is a case where they have to. In most cases, I would think, really trust you as an advisor and a partner to help them with a solution that does fit them. Exactly. Exactly right. Not kind of right. Not almost right, but it just really you. You both have to work hand in glove in order to make this work. So you really got to get into their business to truly understand it so you can come up with some sort of a digital solution that’s going to serve them and help them with their automation and help them really achieve the goals that they’re aiming at.

Jonathan Richter: [00:08:17] That’s that’s totally correct. And a lot of times the planning, that’s actually the part that we really enjoy even more than the coding of the applications, right? It’s cool when we find the solutions, but we love the strategy part and luckily there’s great sort of mapping. I keep talking about business process and mapping, right? Just actually it’s as simple as just box to box. How does the transition, how does the transaction work? You know, what’s our organization structure? And there’s like a system lucid chart, and I think they even have a free tier out there. Great flexible system for being able to just map out your process on kind of a grid interface. Google draw another free option to kind of map out your process or just good old fashioned whiteboard and piece of paper, right? Can you draw out how a transaction happens in your business from A to B, you know, or A to Z? So these are the kind of things, and so much of it is the strategy, the upfront kind of strategic work that we have to do before a line of code is written and we want that verified and approved so we can blend mocking things up. And yeah, it’s become easier than ever to get something kind of spun up its own branch, you know, test branches and stuff that we can give people kind of sneak peeks of how things look sort of like minimum viable products before we even have to do a lot of the advanced backend logic that sometimes is required. So. But yeah, it’s it’s really just a great time to consider custom software because it’s getting more and more cost effective.

Jonathan Richter: [00:09:48] And in terms of design, right? Because I know a lot of people are super visual and they’re like, Well, I want to know how, how is it going to look, you know, I mean, we build a lot of stuff over with react and front end open source framework called material you. Which is basically, you know, if you like the way that Google looks and the things that Google puts out. Google Drive, Gmail, et cetera, material UI is you’re going to love how that looks. I mean, everything we make looks really slick, super easy to use. And if you have like a theme template like you have your branding colors, et cetera, there’s even awesome demo version of Material UI site where we can plug that stuff in and just see how it’s going to look like. See how a sort of a preview of how your application is going to look like mode, dark mode, et cetera, and it even spits out the code. So it’s really bridging the gap between designers and developers. So for a really lean team like Wenonah Partners, that’s great because we can just take some branding colors, throw that stuff in and give people previews of what to expect pretty quickly. And it looks familiar and it feels familiar because you’re using things built on material UI every day, whether you know it or not. So it’s gotten really, really know much more cost effective, and it’s just a great time to consider it. So now we don’t want custom software. Oh, sorry, sorry to interrupt you there now.

Lee Kantor: [00:11:14] Well, just walk us through what an onboarding would look like. Like, say, I’m one of these people. I have legacy software, you know, we’ve been making due for a while, but it’s time we’re going to pull the Band-Aid off. So so what is that kind of what are some of the questions you’re asking me to onboard me in order to make this as seamless and as you know, with as little disruption as possible to my business?

Jonathan Richter: [00:11:41] Absolutely. Yeah. So we always do like to know which features you were really using of the other systems that you really like to use. Maybe you really liked the way a timeline worked or they did have some levels of automation in place that you really, you know, were vital to your business and you really enjoy. And so those are the kind of things that are really good to know up front, like sort of what are the must have features? And then also just, you know, we always ask people to consider how much they’re spending on those third party platforms because ultimately our mission is to save you money long term with software, right? We want it to not only work better, we want this to be cost effective for you in the long run. So being able to calculate, you know, is this worth it? That’s just as important as you know to us as it is to you. We don’t want to just like, take your money and give you something that is just not even doing anything as well as you had before. So it’s a lot of strategy. It’s mapping out that process, like we said, and just trying to find ways that we can automate when possible.

Jonathan Richter: [00:12:47] That could be as simple as working. We love working in sprints as well, so trying to deliver things and, you know, a month or two months or something like that and just taking things step by step, it could be as simple as just being, you know, build a simple invoicing system to like, automate your invoicing. It could be something just like a simple database automating your emails for, you know, when new leads come in or when new tasks are happening or something more involved, like, OK, I have several different types of transactions. I’m running and I know that there are deadlines and documents that are needed certain, you know, at certain times, if we all we need is some basic details that you can provide and we can just, you know, boom automate a whole sort of timeline approach to to how to make that transaction happen. So you’re not having to like add things and deadlines and requirements onto Google Calendar. All that stuff can just start happening for you, right? That’s a huge time saver. And you’re also taking a lot of air out of the equation.

Lee Kantor: [00:13:52] So and then you’re not. It’s not something that I have to say, OK, I’m going to change my entire website. You might be able to just work on maybe a web funnel or something like that to just slowly kind of organically change my website.

Jonathan Richter: [00:14:11] Yes, absolutely. We love to. It’s I sort of say to integrate or to innovate, right? So there’s there’s always the case where sometimes it is really good, like, you know, MailChimp, like we don’t want to completely reinvent the wheel in terms of, you know, I think MailChimp is a great example of something, you know, if you’re building an email list and they have a nice, you know, user interface for the not as tech savvy people, but you know, it’s still it’s a great interface for being able to build cool emails that look great and stuff. And that’s the kind of thing where you might want to keep that that type of system or functionality, but we can still build that in. Whether it’s to your website or whether it’s to sort of a backend administration system, these are the kind of things that we can do. Absolutely.

Lee Kantor: [00:14:59] And then is it can I look at you as? It’s kind of a CTO, a fractional CTO, that you’re helping me kind of with the tech side of my business so I can focus in on the the business side of my business.

Jonathan Richter: [00:15:14] Yes, definitely. And my business partner Chris Waterbury, is he he is, you know, coding genius and can think a million steps ahead from a tech perspective, which is great. But yes, we love to be sort of the technical extension. You know, we like to be thought of as your personal developers, you can call us up and just be like, Hey, I got a problem here, you know, I got I need a b and C, how can we do this? And you know, we’ll we’ll take that action plan. We’ll ask the follow up questions if needed. And then we come to you with, you know, tech solution in mind. Budget timeline, et cetera. And then we just get right to work and we have a really fast turnaround. All our stuff super elegant and we just like to think steps ahead and just try to really deliver for our clients. So yeah, the best thing is no more having to like. If you’re in HubSpot, you’re really frustrated. Like, where is this feature? Why do they keep hiding it in different places or they’re moving it? Or I just don’t even know what all these features are, or I actually need to contact someone on support just to figure out how to build a list and do all the things I need.

Jonathan Richter: [00:16:20] Rather than that, just call us up, tell us what you’re struggling with, and we’ll just make you know, we’ll just make something really obvious for you. I kind of call this like almost the lens of reduction, right? I think a lot of these other enterprise SAS systems have feature overload and functionality overload, and it becomes really overwhelming. Right. But if you kind of think of a lens reduction, it’s not like, how many features can I add? It’s like, Well, how much can we actually take away? Are there complete steps in your process that we can just skip or overhaul completely and just have that happening in the back, the back end? So, yeah, I would love to be thought of as kind of like the technical extension of your business. Yeah, it doesn’t have to be long term. You know, sometimes it’s a handoff, right? We come in when we do something great. And if you have some in-house folks that can take it from there, we’re always happy to do a handoff.

Lee Kantor: [00:17:12] But yeah, I think a lot of these, I think a lot of these SAS companies that you’re paying, you know, whatever a monthly and a license, they feel obligated to help you more by coming up with more stuff. And a lot of times what you wanted was just the first thing that they came up with. You don’t want the more stuff part and the more stuff part is overwhelming and confusing and creating more problems than it’s solving because I just wanted that the three things that it did initially and that that project creep that happens from there and in order, I mean, their intention is to show more value and provide more value. But a lot of times it just becomes muddling up the situation.

Jonathan Richter: [00:17:55] Yes, that’s definitely what we found, and it’s almost just refreshing, right, like, oh, now I just have a system and I know exactly where everything is and what everything is because it’s all I need. There’s not a bunch of unnecessary stuff. I mean, I really think the amount of sort of extra tabs and extra features that are just around that you’re having. You know, you are subconsciously skipping over those things. I mean, that is whether it’s fractions of a second or not. That time really adds up and it’s all just distracting. Right? If there’s not something, if you’re looking at an interface and there’s something on there that’s not just directly helping you or a feature that you absolutely need to help your business scratch it, get rid of it or put it elsewhere. But I think so much of those systems, it just becomes information overload. And I mean, we have enough of that in our face every day as it is. So, yeah, we love just building sleek, easy to view systems and again, ones that are cost effective for four people. And we can start real, simple and small and just try to solve immediate problems and then just kind of build as needed.

Lee Kantor: [00:19:08] Now let’s try to educate our listeners about this business process, mapping and modeling process. You know, you talked about it. You say that’s the beginning of a lot of your work. It starts there. But a person who hasn’t really spent time mapping their process, they know what their process is, but maybe it’s never been written down. How would you go about you mentioned some software earlier? I think Lucid Chart and Google draw to the beginning of the mapping this out. But how would you even begin the process of mapping out of process? Do you just like it seems like there’s lots of processes I wouldn’t even know where to start.

Jonathan Richter: [00:19:50] Yeah, and and there are a lot of actors, right? I mean, it’s you have to think sort of from the customer perspective and you have to think from the sort of business owner perspective or, you know, the employee who’s helping that client, right? So the best thing is and we have to do this every time we build applications anyway, right? We have to think about, OK, I’m I’m a user who’s just getting on to a platform like if it’s for a mobile app, right? What is my user flow screen by screen? What do I have to do? How many clicks does it take to get me to purchase something? So it really has to start with the most, the most, you know, barebones and basic thing. What is the customer journey? And that is that’s the first thing to map out is just from a to B. Exactly how does something work? You know, I’m a customer. What’s my onboarding process and a one single box for every stage or every screen they have to go on is one really good approach.

Lee Kantor: [00:20:53] But do you start at the beginning or do you start at the end?

Jonathan Richter: [00:20:58] Yeah, that might depend on how how complicated your business process is or or how you think about it. I mean, typically, I like to just start at the beginning. But yeah, as you’re going through, you might be like, Oh, well, actually, there’s a few different options, right? They could do a or B, there could be some, some splits there. So yeah, in some cases, working from the end backwards might might also be effective. But a lot of times it’s just kind of like, tell us how a transaction works. And it’s a lot of iterations, right? No one gets it right the first time. So it’s it’s always a conversation, almost just like we’re having here and there’s a lot of bounce back. And then once we at least see some kind of timeline, we can then go into the details, right? We don’t expect everyone to get this stuff right. Even if you really know your process, you might know it so well that you’re omitting things. That to you is obvious information. But to an outsider like I’m I’ve never worked with a trucking fleet, you know, company in this capacity. So, you know, there’s things that are obvious to you being in the industry that are just totally over my head. So, you know, once we see at least some general outline of how a transaction work or what the transaction types are, that gives us at least a talking point, you know, a starting point. I love the book Thinking Fast and Slow.

Jonathan Richter: [00:22:22] By Daniel Kahneman And he always says what you see is all there is. And that’s kind of my mantra because, you know, I got to see it on paper. And unless there’s some kind of documentation, some type of map, then I just have no, you know, we’re just talking and it’s very vague. So just getting something on paper, that’s business process mapping how your how your process works today. Modeling is the next step. Modeling is when you get in and you actually say, OK, we’ve got sort of a complete. Picture of what’s going on now, where are some things that we can probably automate or streamline or sort of cut out entirely? Right. And that’s the modeling stage that’s kind of thinking ahead, but mapping is what you should do first. Don’t try to think too far ahead of like, you know, necessarily where you want things to go in the future. First step is just map it out and then we can figure out, OK, that gives us an idea of how things are working today. Then we can start the modeling process, which is actually like, OK, let’s explore if the transaction were this way or what if we cut out this stage of the transaction? Or could we bundle these stages together? So these are the types of things that we do. So it is a lot of strategy. Before again, a single line of code is written. But we want to do things right and take a very diligent approach.

Lee Kantor: [00:23:48] Now we’re talking a lot about the nuts and bolts of the website. Does your work spill over into kind of some of the strategies, the content strategies that impact how much traffic is coming to the website? You know how many conversions are coming to the website? Are the right people seeing this stuff or the wrong people seeing this stuff? What changes do I have to do from an SEO standpoint or is that outside of the scope of your work?

Jonathan Richter: [00:24:14] I love discussing that because I’ve found that businesses big and small are all. Everyone wants more traffic. Everyone is always trying to, you know, grow their grow their online presence, especially if you have an online business. It’s super important. So content strategy is something I’m very passionate about. All my blog posts are usually between two and three thousand words, which sounds like a lot. But the majority, I think something like 90 95, or it might even be 98 percent of blog posts that are written are 300 words or less. Right? That is like not very much content, but the top Google for any Google search. The top page results are almost all in that two to two to three thousand word range. So that just goes to show you I mean, the more content that you can write on a specific topic, the better it is. And there are some people who have tremendous, tremendous writings and articles about this. I love founder magazine. They have tons of resources about content strategy. I know I was kind of talking bad about HubSpot earlier, but HubSpot’s blog is great.

Jonathan Richter: [00:25:23] It’s all about inbound marketing. I mean, if you can build really effective blogs that people are organically, I’ve never heard of Wenonah Partners, but if they go and they search business process integration, we show up as one of the top results on there for my article on what is business process integration that is free. I’m not paying to show up for that, but because I’ve, you know, taken a lot of time and worked on the content very diligently, I’ve created an inbound marketing approach, so I’m not having to pay for advertising. It’s my time that it takes to write those articles and come up with that quality content. But if you can write just the best, the best thing out there on whatever topic it is, you can get that traffic. So founder magazine HubSpot blog back Lanco by Brian Deane, who just got bought out. Actually, he has terrific resources, also very long form content based on how to, like, get more backlinks, how to increase and improve your SEO. Neil Patel and then, of course, Wenonah Partners blog, too.

Lee Kantor: [00:26:30] Now what is something? If you were maybe a business that’s been around for a while, maybe things are plateauing, maybe you’re in a little bit of a rut. Maybe you know you’re tired of saying the same thing over and over. Maybe you’re getting you’re getting bored, but maybe your customer or prospective customer isn’t. But maybe you are. What is some low hanging fruit you can be doing today? Is there anything you can think of that’s actionable today right now for the listener to do today that might kind of move the needle on their website or in their business?

Jonathan Richter: [00:27:02] Absolutely. I think it’s also always worth pointing out that you have about three seconds to get somebody’s attention when they go on your website. I mean, it has really reduced people’s attention. Span is like a snap, right? So when someone comes to your website, the header text needs to be absolutely clear what you do. And this is something where people, they try to use really flowery, flowery kind of language and try to be very poetic or or kind of almost elusive and mysterious or something. Know like go to our go to our website, you know, part XCOM. What does it say? The first words custom software development that transforms the way you do business, right? If nothing else, someone has three seconds. I want them to remember, OK? Custom software development. You know, first words, they’re right. And that’s just a huge mistake. Believe it or not, that’s one thing is just checking to make sure. Or that your header text is absolutely clear exactly what service you’re offering and that you’re telling your story right under that, you want to definitely make sure that you’re hitting the problems, right? What happens if somebody doesn’t, you know, doesn’t, doesn’t do, doesn’t have the service that you’re offering or the product right? You want to really paint the picture of what their life will look like without your service.

Jonathan Richter: [00:28:21] And then also what it’ll look like, you know, at the other end of the rainbow, like what happens when your dreams come true, right? Your website has to do all of that quickly and very, very effectively. So your home page is absolutely the most important after that. I think the frequently asked questions page. Believe it or not, it’s not considered maybe the most sort of sexy page out there, but it’s actually one of the most important in terms of drawing traffic and organic traffic and SEO. If you write really good, frequently ask questions, you are directly answering the questions people are asking on Google every day. And I’m also a classical guitarist on the side, so I have a classical guitar website and I rank extremely high for all kinds of pages like I have a classical guitar composers page that has a list of composers, and then each one of those links out to a different composer sort of biography. Essentially, I’ve just modeled it off of Wikipedia. So if you’re wondering, well, I don’t know how to write all this content stuff or where to get started, it’s like, OK, we’ll just take one topic that your business covers.

Jonathan Richter: [00:29:29] Check out what Wikipedia does, how do they structure all the page, the page and all the sub pages from that? And can you recreate that in your own way with your own case, studies your own language and really answer even the most basic questions people probably have about your business? Because again, a lot of times you’re thinking you’re so into your business that all this terminology, even though I said CRM and all that stuff that might be right away, I have no idea what you’re talking about, right? So things that you think about and talk about every day to an outsider are going to be completely foreign and you’re almost speaking another language. So you need to really, really dumb it down. Boil it down. Don’t try to sound too smart on your website. Really use just simple, easy language. And that’s my biggest tip right there. I mean, you have three seconds to get someone’s attention. You need to capture that in the header with exactly what your service is, not a ton of moving text and sliding stuff around. Just it needs to be really, really clear and then hit those pain points and just make it like a no brainer, like, Oh my god, I’ve got to get this or else

Lee Kantor: [00:30:42] Now in your business, you mentioned, you know, your experts in custom software. Is there a niche that you work in or are you? Is it? Does it matter? Is it industry agnostic or do you specialize?

Jonathan Richter: [00:30:58] We’ve helped various sort of different types of people. Real estate has been a real effective one and then mortgage company as well. We’ve really helped helped automate a lot of their process, and they have several hundred employees nationwide, you know, all using different systems and and even in some cases passing around pieces of paper, right? Just to get things done and try to track what’s going on. And and so that these are the kind of things that are great, right? When it’s just like, OK, wow, you actually have some manual process rather than trying to keep track of all these deadlines and requirements and all that stuff, let’s just build that logic in once and now everyone’s calling every part of the process the same thing, right? Everyone’s on the same system. So all this information, all this data is being collected in one place. Right? I mean, it just it can it really can transform your business when you have if you have especially multiple branches that are all kind of doing their own thing, you know, it’s really worth considering. Should we build something in-house where we can put all this stuff together. And you know, it just not only streamlines your process, there’s also just a really good sense of just like, OK, everyone’s using this the right way and we know where everything is. We’re collecting all the right data, all the right information, and it’s just refreshing to know that everything is being taken care of.

Lee Kantor: [00:32:27] Amen to that. Now, if somebody wants to learn more, have a more substantive conversation with you or somebody on your team, what’s the website?

Jonathan Richter: [00:32:35] Yeah, just when. No, no partners, Wynona partners and we all actually grew up. We went to Wenonah Park Elementary School in Decatur, Georgia, together, so we’ve been friends since we were five years old. So yeah, we’re a few childhood friends and the name Winona comes from. At Wenonah Park Elementary, so from Winona Park to Winona Partners and we’re located in downtown Decatur and yeah, we just we love working locally with people in Atlanta as well. Even if you’re a startup, you know, like what we do can still be effective for startups. And we just love the startup and entrepreneur group here at GDC, which I know you’ve got at WWDC radio, which is terrific hypothesis Atlanta Tech Village and Georgia Center for Innovation. Even switch yards like these are all just really awesome. Atlanta parts of the Atlanta startup community that I encourage everyone to look into. If you haven’t heard of those things.

Lee Kantor: [00:33:35] Good stuff. Well, Jonathan, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Jonathan Richter: [00:33:40] Thank you, Lee. Really appreciate

Lee Kantor: [00:33:42] It. All right, this is Lee Kantor. We’ll see you next time on Atlanta Business Radio.

 

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Tagged With: Jonathan Richter, Winnona Partners

Jeff Richards With SnapNurse

March 15, 2022 by Jacob Lapera

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Tech Talk
Jeff Richards With SnapNurse
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This episode is brought to you in part by our Co-Sponsor Trevelino/Keller

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HeadShotAugust20212Jeff Richards is COO and co-founder of SnapMedTech, Inc dba as SnapNurse. 

Jeff attended Emory University School of medicine’s anesthesia program and received his Masters in Medical Science in Anesthesia in 1998.

Jeff spent 19 years working at Grady Health System, the largest Public Health Teaching and Trauma hospital in the Southeast.  Jeff was the Chief Anesthetist and Director of Anesthesia at Grady Hospital, working as a clinician, educator, and administrator until 2017.

In 2017 after receiving his MBA, Jeff joined Cherie Kloss to co-found SnapNurse a tech-enabled healthcare staffing platform, and has spent the last five years developing and growing the business to deploy thousands of healthcare providers all across the country.

SnapNurse has established itself as the largest and most successful digital staffing platform in the United States with over 300,000 healthcare providers on the platform.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:07] Coming to you live from Atlanta, Georgia, it’s time for another episode of tech talk with your host Joey Kline.

Joey Kline: [00:00:17] All right. Good morning, everyone. Welcome to another episode of Tech Talk. I like to think that all of our episodes are great, but this one is with a really special company. This is, I think, the biggest company in Atlanta that has sort of come out of nowhere, seemingly to just make a huge impact. And I’m lucky enough to have the co-founder and chief operating officer of SnapNurse Jeff Richards with us today. Jeff, how are you doing?

Jeff Richards: [00:00:47] Doing great, Joey. Thanks so much for having me on the show. And thanks for letting me reschedule two or three times just because of my busy schedule. Appreciate that.

Joey Kline: [00:00:55] That’s OK. We’re here now. Better late than never. Exactly so. Snap Snap Nurse has gotten a lot of accolades in the past couple of years about its growth, its impact and your space loosely. You know, health care with a capital h is an often watched one. And I think the technology that you’re providing is. Has been really, really important over the past couple of years, and I think let’s just start with a broad view for anyone who has not heard of snap and elevator pitch. What a snap nurse do. And then we’re going to get into the nitty gritty of your technology and your journey as an entrepreneur.

Jeff Richards: [00:01:38] Sure. So Snapmare says the tech enabled health care staffing platform, like you said, founded here in Atlanta by my partner and I and Shree Kloss is our CEO and she was the original founder and reached out to me in Twenty Seventeen. And the idea was to create a marketplace where both clinicians, primarily nurses and facilities, could both find each other and have an easy onboarding, essentially. Nurses could rapidly on board see what jobs are available in the area. Facilities could log in, see the quality of the talent on the platform and look them either for short term or long term contracts. And so we spent two years from twenty seventeen to late 2019 building that software platform. And I should mention too, that very early on in our history, after raising seed capital, we very fortunately connected with Edward Marshall, who was the original CTO, founding CTO of the Intercontinental Exchange here in Atlanta. So this story of Snap versus a little bit of the story of Atlanta because it was the connection of two health care providers with a world class chief technology officer who had retired from the Intercontinental Exchange after they bought the New York Stock Exchange and was looking to help startups here in Atlanta. So that combination of world class technology, right, a team of developers that built the fastest trading platform in the world electronic trading platform basically helped us design and build this technology platform to match health care staff with facilities.

Joey Kline: [00:03:18] Ok, so we’re you’ve jumped ahead. We are going to talk about Atlanta. I want to put a pin in that. But but Atlanta is what I feel is that it was sort of important character in the background, almost the Greek chorus, if you will, of a lot of these conversations. Let’s talk about that technology for a second. So we gave an overview of what the technology does. Why was it necessary for those uninitiated and how hospitals and nurses generally connect? What’s the old way of doing things and why is why is that an issue?

Jeff Richards: [00:03:53] So I spent the majority of the 19 years of my career at Grady Hospital and the last 10 years I became the chief anesthetist and then the department director of anesthesia. So I went from being a clinician to an administrator, and I was constantly. There were times when I needed supplemental staff as well, and I had recruiters or account managers from staffing agencies reaching out to me. They would I would ask if they could provide me with candidates and they would fax me resumes. Now, even in twenty seventeen, I was getting blurry. Hard, hard to read faxes of resumes. I would explain that I was at a level one trauma center and that it was a very high acuity. And then I would get submission of candidates who’d been working in a GI facility for the last two years. The ability for me as the subject matter expert and knowing what I needed as a health care administrator was not there for me to easily look into a large talent pool and say, these are the four candidates I want and then send messages to them like you would.

Jeff Richards: [00:04:55] A little bit of an analogy would be the oversimplification is something like an Uber or Lyft. You have an urgent need. You go on your phone, you send out a request. It’s matching a driver who isn’t still with you and then they come pick you up. We wanted to build a platform that was curated for both sides of the health care world, which is essentially a facility that needs a pretty substantial amount of software to ensure that they’re matching their request to the acuity of the provider. And then a provider who can submit their information and get that matched up. That’s why it was necessary even today that you’re emailing documents back and forth between facilities and providers, or even some of them still faxing. And you see other technology enabled companies coming into this space because the need has been there, right? Some of them, like Nomad or Karev, they’ve been around even longer than we have, which, if anything, just yes, you see that you have competition, but it also validates that there’s a consensus in the marketplace that there’s a need for this.

Joey Kline: [00:06:03] Ok, so you as a practitioner yourself, have an issue in your day to day life getting talent you recognize there’s a problem. How does that turn from a complaint, a pain point into actually your. Jumping into an entrepreneurial journey.

Jeff Richards: [00:06:24] Yeah, so I mean, for me, she reached out to me. We went to school together, so both of us went to Emory University School of Medicine Anesthesia Assistant Program and in the late nineties, and then went in different directions for 19 years. I happened to have gone back in 2016 to get an MBA with thinking that I was going to go on to become a chief operating officer, a CEO of a hospital. And in my entrepreneurship class, I wrote a paper about a mobile healthcare staffing app because I had been experimenting with different apps in my department. One at the time was an app called Crew that allowed me to send out notifications to my techs to ensure that they got equipment to the various anesthesia rooms throughout the hospital and already saw the capacity of efficiency and just a smarter way of doing things inside the hospital. So when I look at staffing, which is the Achilles heel of any administrator, anybody listening right now and of course, who works in health care and would be extremely aware. And of course, you ripped from the headlines even this morning. As I drove in, there was a segment on NPR 15 minutes ago talking about the inability to get nurses into Pennsylvania and and onboard them through the state, which is another component of this is the ease of licensure across states.

Jeff Richards: [00:07:40] So it’s a well-known pain point that there’s not. Health care is focused on the technology to provide amazing cures, whether that’s in cancer or in surgical procedures, not the nuts and bolts of how you staff a hospital. And so it was begging for a solution like this. When I wrote the paper, I had that in mind. What I couldn’t have known is that a month after I wrote it, she reached out to me after 19 years and said, Hey, would you consider helping me out with my health care startup? And she plops it down and says it’s called Snap Nurse. It’s a tech enabled platform for booking nurses, and I said I I was not going to become an entrepreneur, but I already know this is a brilliant idea. Joined her right then ended up becoming the first investor. And that’s just started the journey of a lot of firsts, raising seed capital for the first time, hiring a whole new team of people, finding developers and getting into a marketplace and ensuring that we had success.

Joey Kline: [00:08:43] Well, that’s OK. So let’s talk about that attitude, right? Some entrepreneurs just have a risk averse attitude where it’s throw caution to the wind. Some are pushed into it by circumstances. Some, like yourself, just an idea comes along, but you can’t ignore. So you preface this saying I was not planning on becoming an entrepreneur. So is your general demeanor, your emotional and mental, you know, resting state? Is it one of someone who is a little bit less risk averse? And so you had to maybe counter that on this journey? Or you think there were already a lot of things in yourself that were, well, well placed to do this? It was just about finding the right idea.

Jeff Richards: [00:09:32] That’s a good question, I think sometimes America is all about reinventing yourself in many ways. But what I don’t know if it’s so much a reinvention is. There was a side of my life that is risk taking, it was more of my personal life because I did a ton of bike racing and triathlons and competed at a very high amateur level, traveled all over the country and and even outside the country racing where I was taking a ton of risk. Of course, we’re have crashes injuries, but that was my personal life and we sort of contained over here in my professional life. Yes, it was working in a large level one trauma hospital, but trauma by nature is wild and chaotic, and I wouldn’t have thought at the time that managing trauma and a department with its unpredictable all the time, the things they’re cruising along normally than a gunshot wound comes in in the middle of the day, you’re in the middle, you have staff who are doing a basically a lap Kohli. And then suddenly I’ve got to pull a different team and put them into a gunshot wound, which is also one of the challenges with staffing is I needed people that were that nimble and flexible and had a broad array of skill, and I wouldn’t have known at the time that that was as well suited to be an entrepreneur.

Jeff Richards: [00:10:48] Now that I’m down this journey and look back on it, they all all of those ingredients were there. I just thought that was a level of risk professionally that I would be willing to take until the idea was so incredibly right for its time. And I just was sure of that, that I became the first investor. And then, yes, a series of decisions, each of which are challenging emotionally that step away from your secure job and take risks like that to ask your own friends and family to give them money. If their money to you to invest in an idea and then feeling that excitement that they believe so much in the idea and in you that they’d actually put their own money into it. And then they have their trust in you and then, you know, you can’t fail.

Joey Kline: [00:11:34] Well, I think that’s an interesting point, right? Someone from the outside might look in and say, OK, you have a trained physician and hospital administrator, stable salary, stable job, right, jumps into entrepreneurship. That is a huge shift. And while there’s some degree of truth to that, the actual nature of what you’re dealing with in your job is extreme uncertainty in every way, shape and form. And so I think that that it’s that that that’s I think that’s a good point. Bringing that up. You can’t just make an assumption about someone based upon their salary. You know, you kind of have to look at what’s their day to day, what are you comfortable dealing with? Exactly. Yeah. Ok, one one thing that strikes me about your technology, and I think that this can be it can be a challenge for some entrepreneurs. I think your technology can apply to multiple different industries, right? Obviously, based upon the name of your company, you’re very focused on health care. But there are folks that have tried and are working on technology like this for retail workers, for logistics and warehouse workers. I don’t really think there’s been a clear winner yet anyone who’s perfected it. Is there a pull for you to use this technology for other industries or are you hyper focused on health care? And that’s it.

Jeff Richards: [00:13:00] Well, great question. We are currently focused on health care to to get ourselves to a place where our goal at the moment we have about five thousand five hundred nurses in the field and we want to get to twenty thousand. And some of the rationale for that is obviously we’ve gotten to a place of significant success that’s built on the software, a whole host of other things client acquisition, nurse acquisition and building a bigger and bigger marketplace and get that marketplace so big that then we have a bigger base to stand on to then reach out. But we are already thinking like what you just described. But one of the other industries that took off, especially during the pandemic, was trucking. And part of it because everybody stayed home. The demand for truckers exploded. Everybody’s that’s somewhat changing with returning to work. But trucking is still in an incredible supply demand imbalance, much like nursing is

Joey Kline: [00:13:57] And it has been for years before this

Jeff Richards: [00:14:00] And had this just so similar story, it was already in a shortage. And now it’s it’s a crazy shortage and the things that we do. So for nurses, it’s work where you want, when you want get paid at the end of the shift, that whole value proposition, ease of onboarding, getting matched and then taking a job, whether it’s multiple weeks or a single day and getting paid instantly is perfectly suited to trucking as well. And that would be probably the next likely industry for us to go into. As well as some of the others could be light industrial construction where you just basically you’ve got a significant imbalance of supply and demand. And if you have rapid onboarding, you’re going to be way ahead of the legacy companies that move. Slowly to attract talent and then match up with your clients,

Joey Kline: [00:14:45] It’s such a huge challenge. All of those I definitely see. You know, I mean, I’m inserting myself into your boardroom. I see multiple business lines in the future because it just it would be a shame to let this technology only be used for health care. It is so clearly applicable to so many other staffing issues.

Jeff Richards: [00:15:06] Yeah, we are in agreement. It’s really a timing thing and ensuring that we’ve. I put a really, really solid foundation in health care. Of course we have already with the success we’ve had. But taking it to that next level of twenty thousand nurses is where we want to be.

Joey Kline: [00:15:22] Yeah, OK. All right. So so look, obviously it’s it’s important for early. Of course, I call you early stage, right? And I guess they based upon years you’ve been in business. You could say that you’re really you’ve I think you’ve blown past that in terms of your success rate. But let’s just say I recognize it is necessary for early stage companies to really have a path and stay in it. So you have those goals. And then once you reach them, you can blossom into other industries from there.

Jeff Richards: [00:15:52] It’s true, it’s it’s. And we get told that all the time and you’re right, we did win the fastest growing business in Atlanta, and she got recognized as the Ernst Young entrepreneur of the year. All that happened in the last 10 months. So it’s it’s a crazy story because we blew past so many milestones so fast that it’s almost like we didn’t have time to go from early stage to, you know, we’re a big company that we have almost four hundred and fifty internal employees here in Atlanta. Well, they’re scattered around the country because of the nature of remote hiring during the last 18 months. But we have a significant footprint here in Atlanta with these offices here in Colony Square. And then we had in 2020, we had about fifteen thousand nurses on the platform and now we have over three hundred thousand and had maybe 50 working on any given day in February of twenty twenty. And now we have five thousand five hundred. It’s just a transformational scaling. And it just occurred in a very short period of time.

Joey Kline: [00:16:55] Well, let’s let’s OK. So so let’s talk about nursing and let’s talk about shortages and burnout. Ok, so we’re going to have to we’re going to have to get to the C word, OK, the COVID that has dominated our lives the past two years because it’s been a really big part of your story. I’m not so much interested in look, I think that everyone is listening to this is can connect the dots enough to understand why your service is valuable during COVID, when increased health care staffing and nurses are needed. I don’t think we need necessarily go into that. What I want to get into is. So we’ve been overburdening our health care system for twenty four months. We have been asking more of our health care providers and our nurses for twenty four months, understandably so. Just like retail workers, just like teachers, a lot of them are burnt out. And we already have shortages issues to begin with. So what? What is the sound? The alarm bells, if you will, please? What does the general public need to understand about what’s going on with the nursing community and what we should be expecting on the horizon? Because I mean, it seems a little bit scary to me, honestly.

Jeff Richards: [00:18:08] It is we’re in a very challenging period. The nurses are burned out and frustrated and and many of them are talking about quitting. And so a company like ours is definitely putting the nurses first, but we always have to think of the client at the same time, right? We have it’s a marketplace for both sides. The clients need the nurses, the nurses. If anything, they can have more control at the moment. Right. And that may only that control may only be that they can work in chunks of time and take breaks. Whereas, you know, by using a company like ours where they can take an assignment for four weeks or six weeks or eight weeks, and they might work 50 or 60 hours a week during that time and then take a break, which those breaks are critical to their mental health and preventing burnout. And so one of the other things we’re doing besides providing that platform that gives them the control of the flexibility, that’s one of the key things that they want is creating a new program where we’re reaching out to facilities to upskill nurses. So it’s there’s a shortage, but there’s a severe shortage of specialty skilled nurses in the ICU and the ED step down. Nick, you even L. And so there are the largest pool of nurses, essentially med search nurses and many facilities haven’t had the bandwidth at this time to offer training programs.

Jeff Richards: [00:19:29] So we’re partnering with facilities to upskill nurses and basically get them to training programs. This is early stage data, but we’re looking at the future. We’re not looking at the marketplace now. It’s severe shortage, supply and demand. Just being in the interchange of that is not part of the solution, it’s it’s part of it. But the bigger part of the solution is collectively, as an industry and as a country, we’ve got to educate more nurses, upskill nurses immediately. That’s something we can do quickly and putting that in place now to provide that a larger number of the specialty skilled nurses and then essentially, we’re going to have to partner with governments and educational institutions to educate more nurses. We probably need a million nurses right now. And so, you know, four years from now, when they’re done with school, we might need one point five million. So there needs to be state and probably a federal initiative that says this is a giant priority. And until then, we’re all at risk because you’re not going to have the number of nurses on staff and facilities that you need. And there may be some facilities that are and some that aren’t. We just need to be mindful of that.

Joey Kline: [00:20:39] Are what are you you personally spending most of your time on these days is are those initiatives something that you’re involved in? Is what, what, what? Obviously, look, as someone as a co-founder, you’ve got a lot on your plate, but walk me through somewhat of a normal day.

Jeff Richards: [00:20:56] And so we still are pretty deep into operations on managing and growing from 5500 to get to ten thousand to fifteen thousand. And so the day to day is certainly a significant amount of time is spent on that. The other is we are definitely I’m spending some of my time on that upskilling program to get it stood up and then looking to three, six, nine 12 months down the road. How to scale that. And so that’s that’s well underway. And then they’re early. But if a couple of weeks, we’ll have some announcements about some a couple strategic, super exciting partnerships that will open the door to new lines of business. It’s it’s building on what we’re doing, but the partnerships that can open doors that we can’t open the way we can now and probably a week or less, there’ll be a big announcement about that, which would be super exciting.

Joey Kline: [00:21:51] Well, that’s great. We will link to that as well. So you’re solving a very, very specific health care issue. Anyone who reads the paper regularly sees what percentage of health care spending is as relationship GDP. They see health care costs rising. They see issues with burnout of nurses and issues with doctors and their their own medical fields. If you could, you’re obviously working on something really important. Ok, let’s say the time and money were no. No issue whatsoever. If you could solve one other health care problem that you think would make the biggest difference to helping the lives of practitioners as well as patients. What would it be?

Jeff Richards: [00:22:46] Well, I kind of touched on the first of which is to do it would be the heaviest lift of all. So I’ll do the heaviest one. I’ll just kind of repeat it, but I’ll probably put it more stark terms. There have to be some kind of federal funding because they don’t pay the nurse educators enough money. And so they get pulled away because they want to do travel because you can make more money. So there aren’t enough schools, there aren’t enough nurse educators, so they don’t pay them enough. So you’d have to cobble together the federal and state coordination to fund the education of those nurses. Until we do that, we aren’t going to solve this problem. It’s just going to be nurses moving around. That’s one. A faster, shorter list is to. And this is the story that was on the news this morning in Pennsylvania. Many states have a compact license, and that means you can apply for one license then working 30 something states. But there’s still around 12 to 15 states that haven’t done that yet. And then you have to apply when you get in there. It turns out there’s one or two bureaucrats working in the Office of Licensing, and they because of the pandemic, they’re working remotely. They’re inaccessible. It can take weeks. So we’ve had deployments where we needed to put five hundred nurses into a state and then we run into a brick wall because we can’t get a license. So the thing that needs to happen and I think it’s just it’s fiefdoms that have within states that are saying, Well, we want to collect this one hundred and fifty dollars licensing fee. We have to figure out how to ensure that they collect the tax, whatever you want to call it, to get that license, but essentially remove that have a national license. Let’s get national standards for credentialing and licensure and create a frictionless movement of health care workers across state lines.

Joey Kline: [00:24:29] That’s right. I mean, look, I can. There are certain professions which I understand the need for different state licenses. An attorney, a real estate professional, right? Even there, there’s reciprocation, but there’s there’s different laws by state. Ok, that makes a little bit of sense, at least in the application process. Is being a trauma nurse in Georgia really different from being a trauma nurse in Massachusetts? The skill set would seem to be the same to me.

Jeff Richards: [00:24:54] Well, the thing is that you still have to have trauma skills and certifications. And you know, that’s acuity, that’s not licensure. So that’s that’s that kind of vetting is always there. The license, you don’t get licensed as a trauma nurse. You just licensed as a nurse. The capacity to practice, it’s probably closer to the, you know, it’s a little bit of a stretch. But the taxi medallions in New York versus Uber, where you know there’s a long line to get those medallions. And of course, Uber came in and crushed that. And some of that is a broken system that then got disrupted. But this isn’t quite to that level, but it’s literally just a barrier to entry. You take a national exam as a nurse and that’s accepted, but then you have too many of the states. Not all, because a lot of them are compact that you can move across state lines. They still don’t allow that. And some of those states have huge population like New York, where there’s still you can’t get in there and then there’s no there’s too few people working in the licensing office and it’s a ridiculous bottleneck in Pennsylvania.

Joey Kline: [00:25:57] Yeah, that just seems like sort of a leftover bureaucracy that is ripe for disruption. Yes. Ok, let’s talk about co-founders and that relationship. I’m always interested in the yin and yang of co-founders. You know, it’s I feel like, you know, if you if you read an entrepreneurship book, if you listen to podcasts with venture capitalists, you know, typically to talk about, it’s great for two co-founders. If you’re going to have two co-founders to have different sets of skills so that you can complement where the other might be deficient. And I’m curious how that works with you and Sheri. If there are certain areas where you yin and yang, or if you’re really you’re both just extremely aligned with similar skill sets.

Jeff Richards: [00:26:45] I think definitely personality wise, were two very different people. But then there’s a huge alignment about the way we see the industry and understand the problem. We both understood the problem, obviously at the same time, in the same way because we had the same idea independent of each other. Yeah, but Shari is one of those people who just, you know, an entrepreneur through and through that wasn’t high that I find myself, but she has always been that person just charging forward with an idea. And that is absolutely necessary. Obviously, that just driving energy that starts something. Then for myself, I think my forte is just remaining calm no matter what is happening and that maybe it was training. Maybe I was already matched for that with trauma. It doesn’t faze me to see things in a chaotic state and starting a business, founding a business, scaling a business is all about navigating chaos and not reacting. And so to have one person who’s visionary, creative, hard charging, the other person who’s extremely calm, no matter what is happening and believe me, there have been highs and lows in this business many, many times in in both regards, you can’t overreact to the highs or overreact to the lows. So I think that’s part of it. Some of it’s unquantifiable. There’s clearly some sort of special chemistry in our partnership that is part of the story of Stammers as well. But I do think that those two things are ways in which we balance each other out and together we’ve brought more to the table than we might have otherwise done alone.

Joey Kline: [00:28:27] I think what I call that is the swagger. Your reference to your generally calm demeanor call that existing in the emotional middle. And I think that it is something that is it’s something that I probably creates more than I practice, but it’s something that I strive to. I think it’s something again, whether you are a entrepreneur, whether you’re in a corporate setting, it can relate to being a spouse or being a parent. I think it’s something that we should all strive for, right? You can celebrate highs. Don’t let them cloud your vision too much. You can be upset about those. Don’t let them get you to down. Existing in that emotional middle, I think, is a place that if you can really perfect it, it’s extremely I think it’s extremely effective for your own nature. And I also think it’s contagious. It rubs off on other people. I think being a leader. People look to you to set the tone, and a calm leader in both good and bad times is a very, very important thing.

Jeff Richards: [00:29:37] Yeah, yeah, thank you. I mean, I had some sense of that before when we came here and did this when all the other noise of the people around me at other corporate setting, when I was working in the hospital, it became more apparent and the highs and lows were more extreme when you’re starting something from nothing. And so anyway, you’re right.

Joey Kline: [00:30:00] Yeah. Ok, so so let’s end and talk about Atlanta. As I said, Atlanta, I feel it’s part of the backdrop to every story that we tell on the show. Lots of different type of technology providers. Atlanta is the part of the engine behind them. So, so talk to me about why Atlanta has been such an important part of snappers.

Jeff Richards: [00:30:22] Yeah. Well, certainly we’re founded here. You know, the fact that the health care community here. So for the first two years, of course, treat, I had worked here and knew this health care community. It’s a very small world here. So we knew so many of the people we know all the hospitals, we know so many providers. And there’s a very robust health care community here. I mean, Grady itself is its own national, if not international story of a of a public health teaching hospital that was on the brink of bankruptcy. I had some familiarity with highs and lows when Grady nearly ran out of money in 2008, and then Pete Carroll came in with the Woodruff Foundation and then merged the Grady board with the Metro Atlanta Chamber of Commerce and changed that institution. And then afterwards, we went through like a rebirth, which for me was also an enormous professional education. Something almost crashed on the brink of crashing was saved. They brought in Mike Young, a CEO who turned it around. Definitely. Did a tremendous number of financial things to course correct that institution, and then John Alpert, he’s still there today, has just emphasized quality as well as proper billing and putting it all these institutional structures in place to ensure that it rose to a higher level overall.

Jeff Richards: [00:31:43] But that story of Grady, which is part of my story, is part of the story of Atlanta because the health care community needed that anchor point and Pete Carroll saw that merged the two boards and and transform that hospital and coming out of that. I was going through MBA school and wrote that paper, and then we had the perfect marketplace here. We had all these hospitals, we onboarded all these clinicians and Atlanta, and the way was our data that was the beta for two years of let’s build the technology, let’s make sure that we understand. Let’s listen to the clinicians. Of course we, as clinicians know, but things change and we need to hear everything we have to say about how the UI should work and the functionality. Is it important to get paid daily? It is. It’s very important they wanted that, so we had to build that out. That was not a small thing to build. And then, as well as the facilities, we created a particular demo environments for some of our hospitals here in Atlanta and partnered with them closely so that many ways some of the hospitals in Atlanta help us build snappers as we listen to them and through the data.

Jeff Richards: [00:32:49] And then you’re right, the c word. As the pandemic hit, suddenly everything changed and the needs. We had had orders for nurses of one or two or five or four nurses for four 12 weeks, but never an order for 50, which then turned to one hundred, which later turned into three thousand. And so orders came in that were unfathomable before, and we couldn’t have known at the time that what we built would withstand that right that there are there’s plenty of other health care staffing companies, but none of them grew forty thousand percent. And so we had an infrastructure and a technology platform that, when pointed it, orders like that we could ingest three thousand nurses in a day and then on board three hundred of them and do that over a period of 10 days and get three thousand nurses in the field now operationally. Yes, that was enormously stressful and challenging, but in many ways Atlanta allowed us it was the right place. It was like the whole city was our incubator to grow the platform, create the marketplace, prove the concept and get a really robust platform. And then, yes, one hundred year historic event occurred and we scaled in a way that was unimaginable.

Joey Kline: [00:34:04] Yeah, it’s really amazing. And the just the. Whatever you want to call it, fate, divine intervention, any other number of words, just you having the idea of Sherry coming to you at the right time. It’s it’s a great story. I think that you guys are the one part of a generation of the next great Atlanta technology companies. I’m just thrilled to see how well welcome. It’s a really, really great story.

Jeff Richards: [00:34:35] Awesome. Well, thanks, Joey, and it’s been a pleasure to be on here and I’d love to come back again and we’ll see if I get to twenty thousand nurses. I can tell you the story of how we did it.

Joey Kline: [00:34:44] Yeah, I look forward to that. Anyone who is listening, who wants to learn more about Snap knows how do they do it?

Jeff Richards: [00:34:50] Of course, you can go to our website, WW Snapmare. You can certainly look up the pace setter ward. So the Atlanta Business Chronicle recognized this last year in the April Twenty Twenty One as the fastest growing company in Atlanta. There’s some video stories about that. The websites probably easiest because we’ve captured stories on there from Pacesetter those awards, as well as the Ernst Young Entrepreneur of the Year award. And there’s a bunch of press on there where Lester Holt did an interview of our nurses back in May of Twenty Twenty One and referred to STAT vs. Operation Snap Nurse as if we are like a giant humanitarian relief organization. So let’s see the Lester Holt has given his blessing to what we’re up to.

Joey Kline: [00:35:30] What else do you need? All right. Well, Jeff, thanks a lot for sharing the story. Talk to you in a bit.

Jeff Richards: [00:35:35] All right. Thanks, Julie.

Tagged With: Jeff Richards, SnapNurse

Jon Bassford With Lateral Solutions

March 11, 2022 by Jacob Lapera

JonBassford
Association Leadership Radio
Jon Bassford With Lateral Solutions
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JonBassfordJon Bassford is the founder and principal of Lateral Solutions, an operations management and consulting company specializing in the launch and management of internal operations for startups and small businesses. As an operations executive and consultant, Jon’s direct leadership has led to the successful launch of more than a dozen organizations.

His systems and procedures focus on utilizing cloud-based tools and software to launch integrated systems that reduce administration and allow founders and owners to focus on their core business. Jon Bassford and Lateral Solutions are trusted partners to ensure operations are launched and managed with full compliance.

Connect with Jon on LinkedIn and Follow Lateral Solutions on Facebook and Twitter.

What You’ll Learn In This Episode

  • 3 Ways to Lighten the Load
  • Why associations are so resistant to change

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:00] Broadcasting live From the Business RadioX Studios in Atlanta, Georgia, it’s time for association leadership radio. Now here’s your host.

Lee Kantor: [00:00:17] Lee Kantor here, another episode of Association Leadership Radio, and this is going to be a good one today on the show, we have John Basford and he is with lateral solutions. Welcome, John.

Jon Bassford: [00:00:28] Thank you. Happy to be here.

Lee Kantor: [00:00:30] Well, I’m excited to learn what you’re up to. Tell us a little bit about lateral solutions. How are you helping, folks?

Jon Bassford: [00:00:35] Sure. So it’s an operations management company and what we do is is launch into operations for startups and non-profits for profits and really help them create streamlined, efficient and effective internal operations. Then it can also provide ongoing management through bookkeeping HR services, as well as CFO and CFO level strategy.

Lee Kantor: [00:01:01] So what’s your back story? How did you get involved in operations?

Jon Bassford: [00:01:05] Well, so I got started in associations as a whole, you know, not like a lot of people, not necessarily intentionally. I went to law school and I am one of those people who was leaving law school and did not know what I wanted to do with my law degree and with my life. And I started working for a legal organization. I was a member of in law school and that launched my career in association management. And when I was, you know, my my position grew with that organization, I took on a lot of operational duties and responsibilities, even though it wasn’t my core job. And when I was ready to move on and go to the next next position, I focus my my search on entire operations and have built a career around it.

Lee Kantor: [00:01:50] Now, having, I guess, worked with a lot of different types of organizations, do you see kind of similar challenges that maybe a non association firm would have, but an association firm doesn’t have and vice versa?

Jon Bassford: [00:02:07] You know, I say that the only the most part, the only major difference is taxes, right? Which nonprofit doesn’t pay taxes unless there are some, some? Not not to say that that never occurs with different business lines for an association, but for the most part, that’s the difference. At the end of the day, everyone is trying to deliver on their end goal, whether it’s to sell a product or deliver on their mission, and they’re trying to do that the best way possible with the resources they have. At the end of the day, you know, that’s what every company with a for profit nonprofit is trying to do from a business operations standpoint.

Lee Kantor: [00:02:50] Now, when you started getting into operations, was that something like you? You said it wasn’t kind of your initial goal, but you got into it. What made you think you were good at it? Like, what were some of the clues that you had where you’re like, Hey, you know what? You know, I can really make a difference in an organization by becoming kind of a ninja in this space?

Jon Bassford: [00:03:11] Yeah, a couple of things. One being, I am probably the definition of jack of all trades, master of none. You know, throughout my career, I have been involved in marketing. I have been involved in budgeting and finance. I have been involved in HR or legal events, management programs, programmatic management, volunteer management. And, you know, operations is really, to some degree where all that comes together and working for small organizations and small companies, it really allows me to utilize my diverse set of skills. Again, I have a lot of great, but I’m not a practicing attorney. I have an MBA, but I’m not a CPA, but I really have a broad knowledge in all of these areas and really have able to to hone those. The other part of the operations is that, you know, it takes, I think, a person who has problem solving skills and an analytical mind. And I think those are two areas where I really excel throughout my career and in my life.

Lee Kantor: [00:04:15] Now, is there any, any kind of actionable thing, an association leader right now while listening to you and your background about operations? Is there something they can do today that can help make their life easier?

Jon Bassford: [00:04:31] Yeah, I think this is true for all companies, but I think it’s even more true for associations. And my answer is to question everything, you know, the reason why I say that that that’s even more true for associations is because of the longevity that associations tend to have with their staff and being mission driven. And you know, everyone who works and works for or is involved in that organization loves and cares about what that organization does. They tend to fall in the trap of doing the same thing over and over again. And, you know, we’ve all we’ve all heard it before, like, what do you do? What do you do? It’s the way we’ve always done it. I think the biggest thing for association leaders to change with the times, with our digitally staff culture, whatever it may be, is to really question what it is you do and why you do it. And I think nothing should be left on the table. I think you should. You should question everything. Obviously, I’m not suggesting that you review your mission every week. That’s certainly done at the governance and board level, but your day to day transactional work and your tactics and why you’re doing it, questioning why you’re doing it, how you’re doing it and whether or not it’s delivering the results that you intend.

Lee Kantor: [00:05:47] Now, do you find that folks are hesitant to do that kind of an audit because they’re kind of afraid of what they might find? And when you bringing up these points where, hey, you know what? We’ve always done it this way. This is how it was done before I even got here. So why question, you know, if it isn’t broken, you know, why fix it? And people not realizing that sometimes you should be breaking some things because they have out kind of lived their usefulness?

Jon Bassford: [00:06:14] Yeah, it’s a good question. And obviously we’re talking broad here. So, you know, it’s always tough to kind of maybe narrow down some specifics. But you know, here’s one example it just how how life and the digital world everything has changed. You know, a colleague of mine who is a very similar job as a director of operations for a a quasi governmental organization and, you know, operates as a as a nonprofit association, if you will, to a certain degree, but gets funding from the government. And she runs payroll for four 30 people, and she spends two to four days a month entering, internalizing, reconciling, reconciling with benefits. She’s been two to four days a month on payroll, where clearly right now I handle payroll for five companies myself personally, not outsource anybody else. I personally run payroll for five companies. I spend less than 15 minutes a month on all five combined. Not for payroll, not per company combined. And the reason is is because I’ve I’ve stayed out there and watched and listened to to what new strategies, what new platforms are out there so we can streamline the process. And again, I realize that this is is one tiny little piece of the pie.

Jon Bassford: [00:07:36] But just think if you if an organization could get back two to four days a month that someone’s time, what much more could you do with that time in that money than having them sit there and enter manual payroll? And I think that can apply to a lot of areas, whether you’re marketing strategies or old school or your H.R. strategies, right? Are you a company that still? You know, has as a very manufacturer based PTO policy. And is that the best time to be using your staff’s time and counting hours and and book and PTO and someone on the back end managing all that? Or is it time to go to a more modern tactic and strategy with that and have an unlimited PTO policy? So there’s a lot of different ways, you know, that I think. Leaders need to be looking at. How are they using the most the most up to date technologies and strategies? And they’re for. Are they being as efficient and as effective as possible? And that’s and that’s the bottom line that they’re trying to get to right.

Lee Kantor: [00:08:47] And I think this is where having an outside person come in and shed some light to this is really important because the people in the organization just don’t know what they don’t know. And you need to have somebody with fresh eyes, especially that has deep depth of knowledge of some of these areas to be able to say, Hey, you know what? There’s a better way, and it’s not as scary or as hard as you think it might be to make this kind of a change. And the and the benefits can be dramatic. And especially like you’re saying, oh, a day or two here, a day or two there doesn’t matter. It seems minimal for the cost of change, but those things add up, you know, a day a day here, a day there becomes a week here. In a week there. Pretty quickly.

Jon Bassford: [00:09:36] Yeah. Another, you know, go back to your question about a difference between the for profit nonprofit world. I think another area that I see a big difference between my for profit and nonprofit clients is is outsourcing. You know, I think most associations, they tend to figure out the skill sets they need and build an entire team internally around that. And by no means is that for me to say that’s a good or bad strategy. But what it does to lend itself to is having people performing duties that they don’t have an expertize in. Whereas when you take a for profit startup, you know, that’s that’s just as lean just as just as as, you know, trying to scale and do the most it can with limited resources like most associations are, you know, they’re outsourcing the majority, their stuff and what they can do by that is is reduce their costs a lot of times because you’re not paying for that nine to five job and the benefits. But what they also, what they get instead is expertize in every single little area. If they have a campaign that that is direct mail, they hire a direct mail person. They have a campaign that social media that hire social media person. Whereas you take your normal association and it is one person who does all the marketing and all the communications across the entire organization. And if it’s not a specific area of expertize for them, you know, they just kind of have to figure it out. And again, you know, I came up that way in my career and it served me well. But at a certain point, our organizations getting the amount of expertize and skill they need for the amount of spending.

Lee Kantor: [00:11:23] Now can you share a story, maybe where an organization was struggling and you came in and help them maybe get to a new level, a level that maybe they didn’t even imagine what’s possible? You don’t have to name the organization, but just shared kind of the pain they were having and how you were able to intervene and and help them.

Jon Bassford: [00:11:44] Sure. So, you know, I’ve a lot of my clients when I moved to consulting side again, it’s been on the operations front, a lot of it, a lot of that has to do with with organizations that are completely startup, even for a nonprofit. You know, at some point they’re going to start from the ground up or an organization that was incubated under some kind of fund and that was branching off. And that’s actually where I’ve had a number of my nonprofit clients in the last three years, and a lot of that has to do with, again, kind of going back to this area of expertize. Most day to day functioning business people or operators, you know, again with their executive director for a for profit or nonprofit or your CEO for nonprofit, they don’t know the ins and outs of minutia of Inter operations. It’s not rocket science. People can figure that out, but often it’s something that needs to be ramped up quick. You don’t have time to figure that out, right? You know, you don’t. There’s only so many mistakes that you can make on accounting before it affects your taxes. There’s only so many mistakes you can make on an HR front and take it soon. And on top of that, do you know what insurance you need, right? So a lot of my clients have come to me and said, Hey, we’ve incorporated or we’ve branched off from this or we’ve done. We gotten to this point, but we have no idea where to go next. And what my company tends to do is to say, you know, and a four as a one stop shop, come in and say, we will do all of the internal operations and administrative functions that you need to take this from, you know, just a project or idea and turn it into a company because non-profits and associations, they are companies, they are incorporated and they need to make sure that the the operational processes and procedures that they are putting forth are in compliance with with local and federal laws and regulations and and really making sure that they are following the best industry standards in those areas.

Jon Bassford: [00:13:45] Because whether you are a for profit or not profit, accounting as accounting for the most part other than taxes that are legal is legal. Insurance is insurance for the most part, and you’ve got to make sure that you’re working with a partner that knows those areas to make sure that you’re doing this right because here’s what ends up happening. A lot of people convince themselves that they know enough or they care enough about the internal operations matters, that they’re going to stay on top of it. And I can’t tell you the number of times that I’ve been brought into a situation where books have not been reconciled for a year or, you know, having a client that doesn’t want to pay my company to do certain aspects. And so we don’t. But then we handle the reconciliation of the books or something down the line. And the amount of money that they spent for us to clean up their books and to make things right is what they would have spent. They would have had us do the entire thing all along and give themselves back that time and money.

Lee Kantor: [00:14:49] Yeah, it’s one of those things where you’re coming in to fix a problem that could have been prevented in the first place.

Jon Bassford: [00:14:56] Right. And a lot of times without any additional costs, usually usually, you know, for example, you know, when I when I first started out consulting, I had a just a few small clients. You know, I think at the time I had, I had five clients and it was just me at the time. And the the one person who did not want me to do their accounts payable, I would spend more time reconciling their books than the other four clients combined.

Lee Kantor: [00:15:26] Right, it’s because the system, the system isn’t good, then the the output of information is not going to be good, so. Correct. Correct. Now when you’re working with a new client, what is typically the pain? Are they in some sort of a crisis as something happened where they’re like, Hey, we better call John and his team because, you know, we screwed this up or something, you know, something isn’t. You know, I’m feeling some sort of a pain. Are you coming in in that kind of regard or are people proactive in trying to get ahead of things?

Jon Bassford: [00:15:59] You know, so because a lot of my work has begun at the startup phase, again, whether it’s true, start up from nothing or branching off the pain point is we’re incorporated and we don’t know what to do from here. Right. And so that’s that’s that’s certainly a big, big pain point that I’m feeling it is providing that expertize on all those different aspects that you need to to set up and start running. The other part, yeah, I would say, you know, more than any other area. Where the pain points become visible to the executive director of the owner, et cetera, is around accounting, you know, you can kind of fake it till there’s a problem, right? Business insurance you you don’t know that there is a problem to there is a problem, right? You don’t you don’t sit around thinking, Oh man, do I have enough insurance? But the accounting is something that is going to pop up all the time. Whether you’re doing the finances for a board meeting, you are getting ready for taxes. You are, you know, just trying to get to a point where you’re reviewing your own financial reports on a regular basis. You know, there’s a there’s there’s there’s several different flows of information that occur with accounting that at some point you’re going to be like, Oh, like, this isn’t right, and I don’t know how to fix this. And it’s usually because there aren’t the systems and processes in place. And you know, as much people are good intentioned on on stay on top of accounting. It’s an area that slides because it’s not an area of competency. And for most people, it’s not fun, right? It’s not what they enjoy doing. It’s not their core mission, it’s not their core business, and they tend to let it slide. So yeah, a lot of times we are brought in to say, come in and say, Hey, like we say, something is off on our books and we don’t know what it is you need. Can you come help us find it?

Lee Kantor: [00:18:03] And then so when you start an engagement, you’re coming in to maybe solve a specific problem like that or build a strong foundation. Is it something that you’re coming in to just kind of triage that situation or does this eventually turn into a Hey, Johns? I might as well just outsource this to John because he seems to know what he’s doing.

Jon Bassford: [00:18:25] Yeah. We occasionally do ad hoc work for problem solving, and I’d say that happens more on the association side for me more than anything, and it probably happens a little more outside the outskirts of operations. You know, one of my one of my clients is redoing their component relations handbook for their professional association, their professional chapters across the country. And it’s just one of those things that, again, it just falls to the wayside because it’s not the core job of the individuals. And so it just sits and sits and sits, and they’ve engaged me to say, Hey, look, you know, we need to revamp this and we want your skill and expertize on how to do that. So we certainly do that. Add how to work. But my goal is always with clients is to get my foot in the door with some kind of project and then from there provide ongoing services, whether it’s and sometimes it’s just from advisory standpoint, right? Maybe you have that person at your office that the EPA or the operations manager who handles all the transactional day to day work, you know, they make sure the bookkeeping is done. They make sure there’s business insurance. They respond to the emails and the inquiries when they come in that maybe they don’t have that high level view and experience on some of these areas. Or again, that’s an area where I can come in as a CEO or CFO advisor and really just kind of help quarterback the person, right? They can handle the transaction work, they can handle the day to day. But I can come in and provide them with some a little bit more expertize in helping make sure in a limited number of hours, you know, five or 10 hours a month. Making sure that that organization is is getting ahead of the future hurdles and making sure that they don’t get in that same place again.

Lee Kantor: [00:20:17] Yeah, a strong foundation is critical. And and just even like you said earlier, little tweaks can have a big impact over time. So get some of this stuff right at jump rather than kind of just accept certain levels of inefficiencies when you don’t have to.

Jon Bassford: [00:20:35] Yeah, and I have a great story. It’s not operation. It’s for my first, my first, very first role. But again, I think it kind of goes to a little bit of what we’ve been talking about with associations and change associations and evaluation and also the the end goal of making sure that what you’re doing on a day to day basis, weekly basis, monthly basis is driving the results that you intend. So I started my my new job with this legal organization and I done a a trip. It was it was a traveling field rep position where I was going around the country, visiting chapters at law schools and helping the ones that were struggling by training the officers, doing recruitment for them. And it really just kind of being that that in the field person to help these chapters grow and succeed. And I’d finish my my first training trip with a colleague and a couple of weeks in and I kept being told by by my boss, this is what we expect our chapters to do. You know, like it was very, very specific, right? Disney of our programs, this number of recruitment events. You know, they need to have an initiation every semester or at least once a year, you know, very, very specific requirements. And you know, I’m here, I’m training. I’m the new guy. And again, my mind is analytical. I’m always always thinking about what’s best and how things should work. And so I come to and I said, You know, you keep telling me that this is what chapter should do.

Jon Bassford: [00:22:02] Where does that exist? Where are we telling the chapters that other than me repeating the words? And the answer was, Oh, there’s this, there’s this document in the back of the district conference manual. So I’m sitting here thinking, I’m like, OK, it’s the back of this manual, I said, So what happens if if a if a chapter doesn’t kind of destroy confidence, do they see this document ever? No. Well, what if they leave their manual at the desk, a conference and leave and go home? Well, they see this again. The answer was no. So this entire organization’s chapter operations is really what a submission is all about. These chapters deliver on the organization’s mission, which is the the sole purpose of the organization and in the chapters. Doing these tasks on a semester annual basis is the whole is the whole point of what they’re doing to fulfill on that mission. And that instruction was buried in the back of a manual. So here’s what I did. Again, I didn’t make broad changes. I didn’t. I didn’t reinvent the wheel, but I took the these pages. I think at the time it was three pages and I I boiled it down to a two page document front and back, four, four printed out and two pages for digital. And I had that document be at the front of every single thing I did if I was emailing a chapter about initiation, I mentioned this document.

Jon Bassford: [00:23:24] If I email them about programing, I mentioned this document. Everything I did was geared around this around this document. And because of this kind of proactive approach of really putting out all the expectations on the chapters up front, here’s in my time there. I was there for six years during my time there, the organization, which was a 100 year old organization. So was it was it new like it wasn’t in a growth phase in the lorsqu’il department, we had a 20 percent increase in membership. We had probably, you know, sometimes hard, hard, hard to quantify, but a two or three times in programing from our chapters we had, we went from having about 15 chapters out of two hundred meeting these mental expectations to over 100. So really just really increasing that greatly. And here’s another big thing that with with utilizing this document and lioness expectations and communicating it proactively, the organization had an issue where they had a lot of times would have to subsidize people to go to their conventions to get the numbers that they wanted. And what we were able to do during my tenure is not only cut out those subsidies. We actually increased the the convention attendance. Year after year, why was there and it was all because of utilizing this document being proactive about it, laying out clear expectations for these chapters and communicating that proactively as well.

Lee Kantor: [00:24:51] Wow, that is a great story. And that shows being proactive on your part, enabled your client to really benefit and really just probably benefiting to this day.

Jon Bassford: [00:25:03] Yeah. Yeah, I mean, and there’s no doubt that that, you know, some of my bosses and people I worked with had started this process, right, like the organization was in a place of change and transition. I think, you know, five or seven years prior to a volunteer alumnus, kind of being the executive director of the organization to paid staff. So it had made some changes already, and it was certainly growing and making some progress. But but again, there’s this one little tweak. One little change of pulling this document out and really driving it home really made all the difference for that organization. They also started doing it more on that pre-law department, and they started seeing growth there. And there’s no doubt that I was. I was piggybacking on some of the great changes I had before me, and I’m sure that the, you know, the people following me took what I did and made it even continue to use the core of it. But what our continue to grow and expand that as well?

Lee Kantor: [00:26:04] Well, John, if somebody wants to learn more, have a more substantive conversation with you or somebody on your team, what’s the website?

Jon Bassford: [00:26:12] Yeah, you can go to WW Dot, think laterally

Lee Kantor: [00:26:18] Think and then the hyphen lateral. Correct? Yep. Well, John, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Jon Bassford: [00:26:27] Thank you very much. I appreciate it as well.

Lee Kantor: [00:26:29] All right. This is Lee Kantor. We’ll see you next time on association leadership radio.

Tagged With: Jon Bassford, Lateral Solutions

Woodstock Arts Series: March 2022

March 10, 2022 by Jacob Lapera

Cherokee Business Radio
Cherokee Business Radio
Woodstock Arts Series: March 2022
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This Episode was brought to you by

The Innovation SpotAlma Coffee

 

 

 

WoodstockArtsLogo

BrianGamelBrian Gamel, Managing Director of Woodstock Arts

Brian grew up in the Woodstock area and has loved this town ever since. After going off to get his undergraduate degree in Theatre from Florida State University he came back home and became a part of the Elm Street Cultural Arts Village’s team, now known as Woodstock Arts.

Connect with Brian on LinkedIn.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:07] Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now here’s your host.

Stone Payton: [00:00:23] Welcome to this very special edition of Cherokee Business Radio, it is our Woodstock Arts series and you guys are going to get a chance to get an update and hear from our buddy Brian Gamel with Woodstock Arts. Welcome back, man.

Brian Gamel: [00:00:38] Hey, how’s it going, stone?

Stone Payton: [00:00:39] It is going well. I haven’t written down somewhere in a notebook, but your title? What are you like? Grand Poobah of Woodstock Arts

Brian Gamel: [00:00:48] Or something like that? The title is managing director officially, which means I get all the fun things like scheduling, budgeting and H.R., but also I. I am in charge of the concert series lantern series. So that is my department, my baby. But I get to keep my hands a little bit and everywhere else, and

Stone Payton: [00:01:04] I just love that lantern series. That is how we we being. Holly and I were introduced to Woodstock Arts before we ever came out here. I think it was a big part of why we eventually chose Woodstock instead of some other communities as we were looking to downsize for this, this chapter of our lives. I just love everything about it. Timing on that. That’s about to get cranked back up for too long.

Brian Gamel: [00:01:29] Yeah, that’s actually starting up March 19th with a with the concert I’ve been waiting for for years for our general public has been waiting to jam there. An Irish bluegrass group flying all the way in from Tullamore Ireland, which if you know anything about trying to get in stateside from outside of the country, it has been hard for the past two years, but they they’ll be joining us. St. Patty’s Day weekend, March 19 So

Stone Payton: [00:01:53] All right, well, color me and Holly there. Yeah, and anybody else? I can get my arms around and bring them over there. We’ll be there for you.

Brian Gamel: [00:01:59] And just so everyone knows that one because it has been, you know, postpone and postpone, it’s already close to being sold out. So OK, yeah, go ahead and get your table of six. Come and decorate it. Maybe want a chance to come to the next concert for free?

Stone Payton: [00:02:11] Sounds good. All right. So you’ve got you’ve got tables, you’ve got chairs. You’ve got you’ve got some different options there for ticketing, right?

Brian Gamel: [00:02:18] For yeah, for sure. We have tables of eight and six that are at different price points as well as just chairs. We sit out for you so that you can sit and enjoy if you don’t quite have six people to make a table full. But honestly, if there’s two of you at a table, it’s just a different experience. It’s so funny. We’ve we’ve seen a lot as a series started right where people were. Why would I pay for a concert and then, Oh, well, I’m going to pay. I’m just going to sit in the gold section. I’m just going to sit and it’s going to be me and my, my partner. We’re going to sit in the back and another, Oh, I have four friends coming. We have a table, we decorate it, we eat dinner. The experience is just different, you know, and it’s it’s so much fun to watch these people go from being bystanders and walking by and going, Oh, that kind of looks like fun, but I don’t know yet to being a subscriber, coming to every single concert, not knowing what they’re going to get into next month, what the genre is going to be, what what the style is. And then, you know, for us, it’s a total win. If they leave going, you know what? That was a lot of fun, not my style of music, but more often, not we get a ton of people going. That was so much fun. I never would have listened to Irish bluegrass or Afro Celtic funk or whatever it may be.

Stone Payton: [00:03:24] And for every Leonard series show, there’s always a second built in show that most people may not be aware of. It’s called the Black Airplane Show. Am I right?

Brian Gamel: [00:03:35] Yeah, they they are are presenting partner for that series is Black Airplane, and between David and Michael, they’re their owners and Michael being the mayor of Woodstock. They definitely make it a full show when when we think them there is, there is a full production that goes into them applauding for themselves. And also, if you’re lucky enough, you can see what their table decoration is, which more often than not is a bunch of phones put together to build a giant photo that’s embarrassing of myself or Christopher. It’s it’s always something,

Stone Payton: [00:04:08] And you’ll have you’ll have wine and beer there on site, right?

Brian Gamel: [00:04:11] Yes, we always have wine and beer on site. If you’re at the tables, you have tableside waitstaff, so you don’t even have to get up and miss any part of the concert they come to you. If you’re in those gold seats, we do ask if you walk over to the bar, we have station for you guys, but we’ll also have merchandise there. We’re hoping to get some Woodstock arts merchandise at this upcoming one. Yes. So we’re going to get that approved tonight at our board meeting, but we’re super excited to bring some Woodstock arts merchant to.

Stone Payton: [00:04:34] And so the three or four times that we’ve been we have we’ve brought some something to snack on, like will we’ll do like a fancy appetizer, eat stuff, bring some shrimp and stuff and that’s allowed.

Brian Gamel: [00:04:45] Yeah, you can bring anything that’s not alcohol, so you can even bring sodas, whatever, whatever suits you for drinking, that’s non alcoholic and food. We actually encourage food. We want you all to come in and have dinner. Enjoy the show.

Stone Payton: [00:04:56] Yeah, no. So it’s a marvelous experience. All right. So we’ve got that going on with the Lantern series. Always some great stuff happening over it at Reeves House.

Brian Gamel: [00:05:05] Yeah, the Reeves House recently opened Coded Realities is the name of the current exhibit. It is a intersection of art and technology. It’s a lot of fun. There are these really cool and unique pieces that I never thought I would see in Woodstock. I’m a lighting guy and there’s a couple of. He says where they use LEDs and frosted lenses, so where if you were looked behind that frosted lens, it’s just a bunch of, you know, glowing dots, but you put that frosted lens in front of it and it builds a picture, right? So it’s so cool with that. There’s one piece where when you first walk in, it’s tiles that there’s a camera that and it sees you and then whatever movements you’re doing, the tiles flip and it looks like almost shadow puppets in a way. The kids love that one. They’ll come in and stand in front of it for hours. And then we have this really cool piece. Once you go in and turn to the right by artist who is no longer with us. And he actually was an engineer and built every part of this piece. It’s a giant pink like feather piece that waves back at you. It’s a lot of fun. It almost reminds me of a giant flamingo, but it’s a it’s a lot of fun. I really enjoy this exhibit and we have some events coming up with that one as well. We’re going to have our first jazz night of the calendar year coming up at the very end of this month. This is the last Friday of this month. We’re back back with jazz nights completely free out on the back backyard of the Reeves house so soon.

Stone Payton: [00:06:26] So color us there for jazz night too, because I think that’s just before Holly and I and Uncle Howie and had Charlie go on our boat ride, we’re going to get to do that cruise. But I got to tell you, we had family in town this last weekend. We worked between, you know, family excursions seems to be the pattern. So the the pink feathered thing is now called Heather’s feathers. Because Heather came to town, Heather and Brad, Brad didn’t quite get it. He didn’t appreciate the feathers as much as he appreciated that thing. When you first walk in that you were talking about, but Heather just felt she must have spent like 30 minutes just in all watching this thing. Do you guys have got to see what we at the paint in the house call Heather’s feathers?

Brian Gamel: [00:07:07] Well, and what’s fun to? There’s always a piece or two that I feel like is underrated in an exhibit, right? So people get excited about the feathers or the tile flipping because they are. That’s completely warranted. Those are great pieces. I’m a data guy. I love looking at spreadsheets, and maybe I’m weird. I don’t know. But for you nerds out there along the wall where our bathrooms are, this this woman she like notated how she how talkative she was based off how many hours of sleep she got throughout the year and where she was. And it’s all like shown through these wooden blocks all across this giant wall, over by a restrooms. And I just love that piece. And it’s just really funny to look at and go, you were not talkative at the beginning of the year, and you know, there’s no correlation, but by the end of the year, you would not stop talking. So I don’t know what happened there, but it’s it’s really interesting to see the larger the wood blocks are, the more talkative she was that day and the smaller they were. At least, yeah, it’s very interesting.

Stone Payton: [00:08:03] It’s my definition of appreciation for art has expanded exponentially since moving here. I’d seriously it is. I’ve come to appreciate all these different what’s the right word media, the different, the different content areas and everything from amazingly talented kids, young people that have submitted some really interesting work to again. Holly, you know, really getting involved in the in the painting and all that also from the patent family. One of those visitors out of town visitors, Brian Mitchell. Apparently, it’s so interesting you learn more about the people with you when you put them in that context and you’d never know his name is Brian Mitchell. He is just such a fan of and apparently had some great experiences learning pottery. And so, you know, we went up to the Kish House and he he peered through the window, you know, for again, like 10 minutes. He was fascinated with all the work and talked about it.

Brian Gamel: [00:09:06] Yeah, I it’s it’s so much fun to see, especially because we we have the advantage of not being just a theater like we were for more than a decade. We we have all these different mediums of art. So there’s always, you know, we want to be able to have something for everyone, but not necessarily be for anyone, if that makes sense. So, you know, if pottery is not your thing, you’re probably not going to enjoy the Kish center because it’s a center for ceramics and pottery. But if you’re even interested at all, it’s a great place to go to take a class. Heather, who is our our studio manager over there, does a fantastic job not only teaching but also like taking care of that space, making it better for the students, making it better for the teachers. So she’s fantastic over there. Obviously, our staff over at the Reeves house and then we have the theater going on to, which has kick started back up pretty recently as well, right?

Stone Payton: [00:09:56] All right. So before you go there, yeah, say a little bit more about Jazz Night because I really think that’s going to work. Actually, I think again, we’re going to have Uncle Howard at Charlotte in, and I think that’s right before we go on our on our boat ride to, I feel like I don’t know if it was a jazz night or not, but we did something that we thoroughly enjoyed with the tent right behind the building. It was more of a wine tasting, I think was the last thing Holly and I did, but. The jazz night thing just sounds like a lot of fun, man.

Brian Gamel: [00:10:27] Yeah, yeah, so Jazz Night is on March twenty fifth. So that is the last Friday of this month. It’s normally on the last Friday of the month, but we normally have a jazz trio or quartet and they’re just playing music all night free. We’ll have the bar back there so you can get wine and beer, but you’re right, we do have to do wine tastings from time to time as well, right? But yeah, so jazz night is the is the the thing to close out the end of the month. But then also, I think you’re familiar with art on the spot. We have that coming up on March 18th. For those of you who are listening who don’t know what are on the spot is we. We have about three artists generally and they create artwork for you right then and there on the spot. Hence, the name and you can pay for a five dollar raffle ticket. And when you get a chance to win one of these pieces of artwork that are being created right there for you, so you can support these local artists very easily with five dollars and possibly take home a piece of artwork that is definitely worth more than $5.

Stone Payton: [00:11:21] Well, we we did the raffle thing for that, and I don’t think we won that well. I know we didn’t, but we bought some stuff there too. From there was a lady that was doing bookbinding, and it was just like the perfect little gift for for our oldest Katy. So speaking of tastings, I know that Zac got promoted out that I said last time we talked, you know what a waste. But one of the things that I loved was was these sirups and he was making out of beer. You haven’t you haven’t quashed that program. Have you can get a taste

Brian Gamel: [00:11:53] Of the beer? Oh yeah, no. Of course you can. We we our new coffee shop manager over there, Riley, she does a great job and she still has that same drive that Zach had of trying new things and experimenting with new flavors. So we’re super excited to have her. So kind of hinting at it. We we make all three of our simple sirups in-house. It’s really hard to get a hold of hazelnuts, so both hazelnut sirups are not made in-house and the crimped demand. It’s a very long and lengthy process, and it doesn’t create much better of a product, right? It involves alcohol and all these other different things, but every other sirup that we have, whether it’s the rosemary, the BlackBerry, you know, a bunch of different fun vanilla, obviously caramel, all the basic ones as well. But it’s so much fun to just be able to say, Hey, like, we made that and it’s special for you, our customers. And it honestly, the quality is just better to especially with fruits. A lot of times if you get a fruit sirup that’s store bought, it has that kind of cloyingly and just sour sweet like you’re not the same, it’s not the same. It’s just getting sugar. Water berries make it happen.

Stone Payton: [00:12:56] So, all right, I interrupted you earlier, but I want to talk about the theater.

Brian Gamel: [00:13:01] Yeah, and we can talk about Zach a little bit more. Ok. His talent is actually going to great use. You know, it’s not behind the coffee shop bar. He I don’t know if you knew this about him. He he got his masters in acting from the University of Alabama. I did not. So his background is theater. He applied for artistic director role and got it. Coincidentally, at the same time, he was going to be directing Sweat, which is the show that’s open right now. So his premiere as our artistic director and the new leader of the theater space is going live right now, the theater we just open this past weekend. People absolutely love the show. It is definitely one that has humor in it, but it’s a heavier, more serious piece. We do recommend it for ages 16 plus, so this isn’t one to necessarily bring the kids to you. There isn’t a lot of graphic anything. It’s more so just innuendo. Yeah, there is some strong language, especially some derogatory language as well towards certain parties. All of that you can find on our website, as well as as as well as warnings on the way into the theater. But we haven’t had obviously any negative issues with that one. If anything, people are just absolutely loving the show. Spencer Nix came by and that whole clan and they the bar on stage. He wants he. He absolutely loves it too. So it’s all set in a bar. We got volunteers to work on that. They did a phenomenal job. I’m lucky enough to be able to say that it was my design, but really it was between Zach and Meg who have been working really hard to get everything on that bar to make it feel like a small town, Pennsylvania Dove Bar, where there’s just crap all over the walls.

Stone Payton: [00:14:36] All right, so seats are available for that now.

Brian Gamel: [00:14:39] Yes, seats are completely available for that. We run Friday, Saturday evenings at seven, 30 Sundays at 2:30. But talking about the show, just a little bit more. It’s a beautiful piece written by Lynn Nottage. She’s a playwright that’s really hot right now, and it’s one I believe it won a Pulitzer Prize. It’s won quite a few awards. It was on Broadway fantastic show that really explores the a blue collar community while NAFTA was going through in the early two thousands. And it is a very good job of being a piece that talks about how those people were affected by decisions that were made in Washington and decisions that were made outside of their control, which I don’t, you know, everyone has opinions on how that goes. But it’s very good about just saying, Hey, we’re here to listen to us, we have our own lives and please help take care of us, right? And no one really listening to that, no matter what side of the aisle you’re on, it’s it does a very good job at exploring these people whose identity has been living in this town and working in this mill for their entire lives. And when that gets ripped away from you, who are you? Like what is left from that? And it’s it’s so, so strong, so powerful. But also it has its fun moments. There’s a moment where I think you might even know Camille, who’s on her staff. She’s actually in the show. Oh, yeah. Oh, neat. There’s a moment where it’s someone’s birthday and they come in singing Cher, you know, and it is a bar. So they do have a few too many and they there’s so much fun in the show to it. While it’s not lighthearted by any means, it allows you to take a breath every now and then in between these moments of just feeling for these characters, actually, every single one of them, no one’s the bad guy. They’re all just down on their luck, and some things happen to him and you just got to come see it. It is a beautiful, powerful piece.

Stone Payton: [00:16:26] And behind the scenes, I don’t think most realize I certainly didn’t. We started having conversations around these topics. I mean, this is something that’s been in the in the planning for some time. You, you or someone on your step has to go out and find these plays right.

Brian Gamel: [00:16:44] Actually, how does that work? It’s really funny that you should bring that up. We’re presenting our possible season to the board this evening, April 10th will be presenting what the season will be to the rest of everyone as part of our season. Reveal our season’s run August through July. So that’s why, you know, we have planned programing up through July and then people are going, Wait, are you not doing anything this December? You’re not doing Christmas Carol? No, we’re doing Christmas Carol. We just don’t announce it until a little bit later. Spoiler alert we are still doing Christmas Carol after 20 years. Wow. But we’re going into our 20th season next season and the way our our season selection goes, specifically for visual arts and for a theater. This this season, we have committees full of a couple of board members, not actually that many a couple of key staff members in those departments, but mostly volunteers and community members. So even we have some people that haven’t volunteered with us, but we just know have come to see one or two things and would have a unique perspective from our community so that we can say it’s not Oh, well, we think the community wants this. It’s the community actually wants these shows, right? So it’s a group of people who get together for the place.

Brian Gamel: [00:17:50] Specifically, we assign plays out, they read them, they do a book report, essentially talk, talk about why they loved it. Talk about why they didn’t love it so much. And we start narrowing it down and narrowing it down and seeing what fits together and what can go win. And how does this make sense? And OK, with this going on in the world, this would be a good plug or, oh, this would be a great one where we could partner up with Foxtail Bookshop and maybe we could do some engagement because it’s a great children’s book and we can get all of that going on. So there’s a lot that goes into it from the back end of it, for sure. But it’s also just so much fun to be able to get these community members in there and hear perspectives that we don’t hear on a daily basis among staff. You know, things that we’re like, Oh, I don’t know if if this is too edgy or I don’t know if this is too safe and people going, Oh no, this is a great show. And I think that I’m really excited to see it. Right.

Stone Payton: [00:18:41] So, yeah, so once you guys land on, yes, we want this one now, you’ve got to get back on the phone or back on the plane or whatever and nail it down, right?

Brian Gamel: [00:18:50] Yeah. So for theaters, a little bit easier because it’s it’s just licensing company. So a big one’s musical theater international, which has most, if not and most of the musicals that exist. So that that’s one where we just you apply for licensing through their websites and hopefully you get it. I would say about 90 percent of the time you do every now and then there’s if you ever want to get Christopher on a soapbox, go talk to him about licensing. It’s a fun one. But you know, there sometimes where another theater that’s that’s considered a professional theater, they they can get the rights over overwhelming your rights. But that’s that’s where that all gets a little dicey. But more often than not, when we’ve picked a season, we’ve said we want these shows and we’ve gotten those shows. So it’s it’s a great, great fun time that’s I’m now officially passing off to the theater staff that used to be part of my job because my job is calling agents and negotiating prices for concerts to come here. So. Right? It’s a very those are very different experiences because the licensing it’s this is this price and that’s what it is. And you signed the contract with the artist. It’s well, let’s let’s haggle a little bit. Let’s see if I can get another venue to come in on Friday, since we’ll have you on Saturday and maybe we’ll get cheaper for both of us, but you’ll get more money out of it. So it’s a full I can talk for hours on the negotiations and that entire side of both of these industries because it’s such a different, unique and fascinating world that people just don’t ever think about, much less.

Stone Payton: [00:20:18] See, thank goodness we have Brian and team, right? Are we going to do? We just hear about it, we go to the right place and we we make it happen and we get our seats. So before we wrap, let’s talk about path to participate, OK? Is it is it a kind of a central website place? And that’s where you start. And then you can do everything from buy a table at the Lantern series to maybe even sponsor something if you’re a business, right?

Brian Gamel: [00:20:43] Oh, for sure. Everything is very centralized on our website. Woodstock Arts dot org. You can also follow us on social media. I believe all the handles are with Stargardt’s G.A. because there are, believe it or not, a lot of Woodstock’s in the states. But we do have the domain name of Woodstock art, so that is us Woodstock Arts dot org. You can get tickets for any upcoming event, including sweat, which I, you know, I highly recommend you see this show. There’s a couple of community stakeholders that have already seen it, and I kid you not. There was one I don’t know if you’re familiar with Mary Coral. She works over at Foxtail Bookshop. Yeah, I love Mary to death. Yeah. She just could not stop raving over the show during intermission and after it. So if you need Mary the seal of approval, it’s right there. But it’s it’s a fantastic show. You can get tickets for that. You can sign up for our classes at the Kisch Center or for the Rees House or for our theater. That’s all online as well. We have art on the green coming up where if you’re an artist or a maker, you can sign up to have a booth for this arts festival. So that’s actually already live. That’s coming up in May, but you can just see all the different fun things we have going on there, and we really hope to see what some of them. And next time I’m here with stone, I’m definitely going to have some updates on Lantern series because, like I said, COVID has been a beast in that industry, so I think we’re almost finalized in making the rest of this season happen. And then we’ll see what happens in April when I’m announcing everything else.

Stone Payton: [00:22:08] But oh, we are so blessed to have Woodstock Arts here and people like you and Nicole and Zach and Christopher, what a what a blessing. And thanks so much for coming by and getting us and keeping us posted, man.

Brian Gamel: [00:22:22] Yes, sir. Thanks for having

Stone Payton: [00:22:22] Me. All right, this is Stone Payton for our guests this morning, Brian Gammel with Woodstock Arts and everyone here at the Business RadioX family saying, we’ll see you next time on the Woodstock art series.

Jamal Williams With Google Career Certificate Program

March 10, 2022 by Jacob Lapera

JamalWilliams
Atlanta Business Radio
Jamal Williams With Google Career Certificate Program
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JamalWilliamsJamal Williams grew up in Newark, New Jersey, and currently resides in Atlanta, Georgia. For the last 15 years, Jamal has enjoyed great success within the sales industry. Throughout this time, he has learned a great deal about himself and has picked up many skills along the way.

Jamal ran into a roadblock pursuing his goal for growth within the industry due to lack of a college degree. The instability of commission-based jobs and the inability to provide for his family was why he transitioned into the IT field.

Jamal has always loved working with computers, so it seemed like IT support was his calling. Jamal has received his Merit America & the Google IT Support Certificate, a program that allowed him to circumvent challenges from not having a four-year degree.

What You’ll Learn In This Episode

  • Google Career Certificate Fund
  • Earn-as-you-learn
  • Advice for others looking to upscale their skills or change careers
TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by on pay Atlanta’s new standard in payroll. Now here’s your host

Lee Kantor: [00:00:24] Lee Kantor here another episode of Atlanta Business Radio, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories today on the Atlanta Business Radio. We have Jamal Williams, and Jamal is a recent beneficiary of something called the Google Career Certificate Fund. And he’s here to talk about that. Welcome, Jamal.

Jamal Williams: [00:00:51] Thank you for having me, Lee. It’s a pleasure and honor. Thank you.

Lee Kantor: [00:00:54] Well, before we get too far into things, tell us a little bit about Jamal. What are you doing and what’s your career been like? You know, prior to getting involved with the Google Career Certificate Fund?

Jamal Williams: [00:01:07] Well, you know, I am originally from Newark, New Jersey. And, you know, back in 2009, I, you know, migrated to Atlanta, Georgia. I’ve come from the cells industry. I have over 15 years of experience in cells, worked my way up through the industry, having some pretty good success all the way to having a role within the business development portion of it. And you know, I was enjoying myself, but you know, I was capped in regards to what I really wanted to achieve as well as provide for my family because I didn’t have a four year degree. Most of the jobs that I had obtained were commission only jobs because I did not have that degree, and thus I really didn’t have the ability to really, you know, have the stability that I wanted, not just from a career standpoint, but also from a financial standpoint to take care of my family. And so because of that uncertainty, I wanted to transition into a different industry, and I always was curious about the I.T. field because I have a lot of friends of mine, close friends of mine that are in the field, and they always encourage me to get into it. And you know, I was, you know, contemplating it for a while, but, you know, decided to take that step. And I’m now currently working for Liberty Mutual as a helpdesk analyst, and so I’m grateful for the opportunity that I have now, and it’s because of the Google IT Support Certificate and Merit America.

Lee Kantor: [00:02:38] Well, talk a little bit about these Google career certificates because a lot of people aren’t familiar and a lot of people have that the same line of thinking that you, you have like, Hey, I don’t have a college degree. So therefore I’m limited, and they may not be aware that there’s a lot of resources out there, including this Google certificate that offer some level of training that can help you get your career to a new level.

Jamal Williams: [00:03:09] Yeah, absolutely. It definitely does. The way I found it was, I was literally on Facebook just, you know, just doing some casual looking on there, checking out my timeline and a ad had popped up for married America. And you know, I saw what they were sharing with the information about the school and about the Google IT support certificate. And, you know, did some research on it, did some background information through Google and through YouTube to just try to see what it was all about. And you know, it was a lot that intrigued me about it, but a lot of uncertainty at the same time because I wasn’t familiar with the school nor the program. But the research that I did find about it was that the Google IT Support Certificate is comparable to the A-plus certification, which is widely known within the I.T. field. And, you know, but it’s still, you know, growing, you know, still wasn’t really, you know, known throughout the I.T. field. So, you know, I was a little concerned that I wasn’t able to really take that transition, as I mentioned earlier into the IT industry. But, you know, taking that leap of faith, I was happy because the overall template as well as the overall, you know, way is structured is directly related to it, to the A-plus certification and will help individuals such as myself transition from a different industry into the I.T. field. So, you know, it was really cool experience to be a part of because of what it all entailed just helping beginners, individuals who really didn’t know anything about it to help you understand the basics and concepts related to it.

Lee Kantor: [00:04:56] And this is something that a lot of listeners maybe don’t understand. The unemployment rate for people that have those kind of I.T. certificates in degree are pretty low. Those people get hired pretty quickly. There’s a high demand for folks with that kind of expertize.

Jamal Williams: [00:05:13] Yeah, and that’s what that’s what intrigued me, believe it or not, lead to want to get into it because a lot of times when you don’t have experience, it’s really hard for you to find jobs in a particular field. But within the I.T. field, you know, you know, the resources that are available for you that the that Google offered through this certification certificate program as well as Merit America, was really amazing because it provided you not just the foundation to get the technical skills, but also from a job placement standpoint. You had a lot of opportunities open and available for you that you probably never would have expected to be there. And so, you know, between LinkedIn and indeed and other job, you know, search engines that a lot of people use. You have those, but you also have connections that you’re able to gain by means of the program that allows you to be able to network. Even if you aren’t familiar with that, they teach you they help you to be able to do so. And you know, ironically, that networking allowed me to get the opportunity that I’m at now at Liberty Mutual. It was it was literally because of that networking that allowed me to be where I’m at now. So it’s definitely available for individuals.

Lee Kantor: [00:06:33] And it was one of those situations where as long as you had that certificate, that was kind of good enough for the employer to say, OK, they can probably do this kind of work. They weren’t saying, Oh, you need that certificate and a four year degree, the certificate was enough kind of validation and credibility and proof that you can really help them out in this area.

Jamal Williams: [00:06:56] Absolutely, and mainly the reason why is because from a from a entry level standpoint, they’re more looking at your customer service skills, you know, to help tie you into the technical skills that you learned through the certification of the program. Because a lot of times from a, you know, entry level, you’re going to be dealing with more customer based related issues and technical standpoint rather than the more integral parts of it. That’s where as you grow in the field, you get to that. So just having that foundational structure helps bridge that gap that a lot of people may not think would be needed in order for you to make that transition. And I’m grateful that that sort of certificate helped me learn the technical aspects of it. And then it married perfectly with what merit America was able to offer me from a more, you know, if you didn’t have those skills, the customer service base aspect of it, it helped make everything seem to be seamless and the transition a lot easier than you would expect it to be.

Lee Kantor: [00:08:02] Now is this something that you’ve got to be like a super math genius in order to do this stuff? Or can a person that is just OK in math you think could do well here?

Jamal Williams: [00:08:13] Hey, I can attest personally, I am not the greatest math student there is, you know, I did pretty average throughout my schooling, so it’s totally not required. I myself was thinking at myself. I thought it was going to be a lot of, you know, math and science overall. But but the way the program that the Google IT Support Certificate offers you, it’s pretty seamless because you really get to learn the nuances and just the basic understanding and language about computers, their components, whether it’s the hardware or the software, you know, seeing how it ties in, whether it’s a Windows based application or device, or if it’s a Mac or even a Linux, they help you literally from the very roots all the way to the more intricate things. And even the intricate things were more seamless in regards to understanding because it was like a ladder. You took the steps slowly and they helped you understand everything before they just threw you into it and said, Here, here’s a computer, take it apart and put it back together. They helped you really understand the foundational aspects which helped make that by the end of the program, understand more of the more intricate things that you would need in the field.

Lee Kantor: [00:09:30] So for you, what’s been the most rewarding part of having gone through this program?

Jamal Williams: [00:09:35] I think just being able to know that there is a program, but an overall structure to with that helps individuals regardless of your background, whether you have a work background or if you are literally coming out of high school, you have the ability and the the understanding that you are going to be taken care of, but it all starts with you yourself. You know, one thing that I share with a lot of new students at Merritt America who is taking the Google IT Support Certificate program that your greatest enemy is your inner me, meaning that you yourself is your biggest critic. You yourself is your biggest hurdle that will really show what you’re capable of in the field or just even getting through the program itself, you know, being able to understand that the resources are there for you. You yourself have to take advantage of them and just stick with it from an overall standpoint, you know, follow up with with them. Make yourself available if you do all those things. It would be a lot easier transition than you would expect it to be. And I myself am attest to that. You know, it wasn’t easy when I first finished a program. You know, I, you know, I didn’t find a job for the first three months after the program. And it’s not that I wasn’t looking because not that I didn’t have the resources. It’s just that it just didn’t. It didn’t happen as quickly as I would wanted it, but I stayed the course. I reached out to individuals that would help me, that were leaders of the program and along with their help and with my family, I’m able to be where I’m at today. So that’s what I would say. For them to just do is just trust the overall process and believe in yourself, and you will definitely need, you know, it will be worth your while to do so.

Lee Kantor: [00:11:30] Well, Jamal, thank you so much for sharing your story today. It’s an important lesson for others that there are resources out there, like the ones you went through with the Google Career Certificate you IRL to look for in terms of learning more about this program and other programs that Google has is grow grow. Google G.O.O.D, Glee if you go to. Rogo, Google, you’ll see information about this career certificates and other resources that can help you in your career, your business. There’s a lot of training available. So Jamal, thank you so much for sharing your story today.

Jamal Williams: [00:12:10] Thank you, Lee, for having me. I really had a lot of fun and you know, I appreciate you letting me have the opportunity to share on this platform what the certificate provides for individuals and to be able to share my story in regards to it. I appreciate

Lee Kantor: [00:12:23] It. Well, congratulations. You’re doing important work and we appreciate you. Thank you, Lee. All right. This is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

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Tagged With: Google Career Certificate Program, Jamal Williams

Edward V. Szofer With SenecaGlobal

March 10, 2022 by Jacob Lapera

EdSzofer
High Velocity Radio
Edward V. Szofer With SenecaGlobal
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EdSzoferEdward V. Szofer is the president, chief executive officer and a co-founder of SenecaGlobal, where he leads strategic planning, corporate management, and operations. Under his leadership, SenecaGlobal has achieved consistent growth and built a reputation for creating high-quality solutions that solve complex technology challenges for its clients.

Ed is a proud, lifelong Chicagoan who began his career at Arthur Andersen & Co. (today’s Accenture) and has a long history of developing highly profitable national and global organizations. Previously, as president, chief operating officer and a member of the board of directors of Whittman-Hart (NASDAQ: WHIT), he helped take the company public. Within four years, the firm achieved revenues of nearly $500 million and grew to more than 5,000 employees worldwide.

He earned a bachelor’s degree in Business Administration from Loyola University in Chicago, Illinois, USA.

Follow SenecaGlobal on Facebook and LinkedIn.

What You’ll Learn In This Episode

  • New business ideas and disruptive technology innovations
  • SenecaGlobal helps companies accelerate innovation
  • Digital transformation

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia, it’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a good one today on the show we have Ed Szofer and he is with Seneca Global. Welcome Ed.

Edward Szofer: [00:00:23] Hey, good afternoon, Lee, how are you?

Lee Kantor: [00:00:25] I am excited to learn what you’re up to. Tell us a little bit about Seneca Global. How are you serving, folks? Yeah, I’m

Edward Szofer: [00:00:32] Very happy to do so. You know, send a global, in a nutshell is a software development engineering firm and bottom line. What we do for a living is to help companies innovate, write software and get technology to market faster all in the business world, so to speak. So nothing in academia or sciences, but pure business, consumer business to business stuff. So we we help companies write software at the end of the day or manage it.

Lee Kantor: [00:00:59] Now is this something that the companies can’t do themselves internally? They have to kind of get help from a firm like yours?

Edward Szofer: [00:01:08] Yeah, that’s a great question. The bottom line is there’s so much demand today for software. If you look at from your handheld device to your refrigerator to the automobile, you may drive all of those things have some kind of computer chip in it and somebody’s got to write that software. And the more they innovate with hardware or whether it’s Internet of Things or what have you, what you’ll see is more people have coming up with innovative ideas, new ways of doing business, more efficiency, more data, and somebody still has to manage and create that technology to be to make it come to life. And frankly, there’s just not enough engineers, software developers, testers in the world, not let alone the United States. So we try to fill that gap.

Lee Kantor: [00:01:55] And what was the catalyst of the idea? How did this come about, where you were like, Hey, you know what? There’s a gap here and that I can build a team that helps fill that.

Edward Szofer: [00:02:05] Yeah, it’s again. You know, if you look at the last 20 years, especially when the dot com bust hit back in 2000, there was a hesitancy for young people in the U.S. and around the world to get into technology. And as a result, the advent of mobile devices and all these technologies I mentioned a moment ago required more and more engineering and technology skills. And what happened was companies couldn’t avail themselves of the best tech talent. You know, either they work in Silicon Valley or in Boston, or what have you and people, you know, musical chairs with respect to people hanging on to good people, businesses hanging on to good people. And you know, we came up with a model that kind of helps clients. Our clients have teams that they can rely on for the long term.

Lee Kantor: [00:02:52] So then the teams are working for Santaco Global, but serving these kind of portfolio of clients.

Edward Szofer: [00:02:59] Yeah, exactly right. So what happens is you’re, you know, Lee Kantor Inc has a software thing and you got money from a venture firm or something and you want to bring it to market. Say it’s the next Facebook. You know, you’re going to have difficulty finding technology skills and architects who can help you bring that thing to life unless you’re going to pay a boatload of money. And there’s always a balance between the economy and getting things to market. So we’ve done is created a pool of engineers, which we do both in the U.S., but most of it offshore in India, where we develop a team. And now, in my example, Lee Kantor Inc can have a team that we build specifically for them. They work for Sinica the 100 percent employees, but they’re dedicated to you and you have the ability to where there’s a bigger labor market. Frankly, there’s still some cost arbitrage of doing it offshore. And now you have a team instead of in Atlanta of 10 15 developers. You have a team in India that are yours. And over the course of time, year over year, which is our general model. You know, we work with companies for many, many years. They just become transparent. And Seneca is a long term partner of these organizations,

Lee Kantor: [00:04:07] And the benefit to the enterprise organization is that your experts really can get deep depth of knowledge in a niche and then really kind of figure out the best practices to serve them, rather than me having to kind of start from square one to build this out and go through the learning curve.

Edward Szofer: [00:04:26] Yeah, part of that’s right, it depends on the nature or the maturity of the business. So if, in my example, Lee Kantor Inc was new and you had the great idea but weren’t necessarily a technologist, you’d rely on us for, you know, expertize and advice as to how you may want to build, maintain and grow that thing, you know, on the cloud, blah blah blah. Other companies partners just need us to augment what they’re already doing, meaning they’re already good technologists that got great architects and developers and people are putting this stuff out there. But as they grow, they need more and more help. Because the market is moving, they want to gain more competitive advantage, et cetera. And as a result, you know, they need just more bandwidth and we provide that for them.

Lee Kantor: [00:05:08] So it really doesn’t matter the need of the organization when it comes to this type of technologist, you have a way to service either either party.

Edward Szofer: [00:05:19] Yeah. You know, at the end of the day, it depends. You know, we can’t be all things to all people, but in mainstream technologies and certain areas of software development. And I should mention quickly that when you’re writing a software to be used to go to market, it’s a lot different than something you may be doing in-house to manage your business. You know, if you’re a traditional manufacturer, the systems you use are going to be a little bit differently constructed versus something that may be used by millions of people in the mobile areas or in the enterprises, et cetera, depending on the nature of the Beast. So having a knowledge of more complex, complex product development is different than pure application development in our world. So you need different types of skill sets in different thinking because, you know, if you’re familiar with your own phone, there’s chances are whether you’re an apple or an Android user, you’ll see an update every two or three weeks or six weeks. What have you? You know, somebody writing that stuff to be brought to the masses. So if you’re a Facebook or if you’re somebody else who’s big and there’s a million of these companies, they are constantly innovating their software, increasing it, improving it, fixing it. And that’s a different cycle versus a company who may be just counting widgets in their manufacturing facility.

Lee Kantor: [00:06:27] Now are you working with companies that are like building their own software from scratch where you help them execute that? Or they might have existing software that is maybe an off the rack software that needs to be customized and you can help them in that area as well.

Edward Szofer: [00:06:44] Actually, mostly, frankly, the the newer stuff, if you will. Things that are being brought to market are generally companies who are well-funded, have innovation, are either owned by private equity or venture people or the individuals themselves, and they want to get something to market. Many companies in the tech world start that way. And as I mentioned, they struggle, you know, maintaining a team to get that to the next level. And now they may have somebody, you know, they may have a chief technology architect, they may have a few people. But to scale, it’s more difficult for them. A company that’s already been around for many years and that’s many of our companies as well, have a little more maturity. We work side by side with their folks to enhance, develop or sometimes even just maintain stuff that’s older because they’re working on the new stuff. There are people here in the U.S., for instance, maybe doing that to keep them motivated and not leaving to the, you know, the Google next door, so to speak.

Lee Kantor: [00:07:35] So now are there any trends in the software development space and software management space that you’re seeing now that’s going to impact people in the next year or so?

Edward Szofer: [00:07:45] Yeah. Oh, there’s no question about it. If anybody is somewhat familiar here, a lot about cloud, you’ll see a lot. Of advertisements on TV, and you know, cloud is obviously a big thing, but people have a tendency to use that moniker and over extend it in a way. I mean, all a cloud is is somebody else’s computer. Meaning instead of you having it on your desktop or in your house or in your in your offices, you’re just giving it to an ad or a Google or Microsoft to put out there. And there is a difference, however, in the benefits of the cloud, which is going to continue and it’s been going on for a while now is the ability to scale it up. So if you have day one, only one hundred customers, if you’re selling software of some sort to help a health care company, you’ll see that once it gets to a ten thousand or a million and you’ve got more data, you can spin that up. It’s a lot more efficient and effective than adding servers into your server room or your computer room. That was the only way to do it back in the old days. The other thing you’ll see as a trend with Internet of Things. You know, that’s another cool phrase of just as I mentioned earlier, you know, a refrigerator or car or some device in your household may have, you know, a computer capability, of course, and that’s something that’s really growing like crazy because of all the use cases of if you think of your Alexa or your smart speaker or something like that, you know, all that stuff is now interfacing with actual machines, hence the term machine learning. And then after that, you’ll talk about artificial intelligence. But again, some of that is more advanced than others. We play in most of those areas, but it’s really nuts and bolts of just getting your current software. You’re developing your product to market or expanding it as it relates to competitive advantage.

Lee Kantor: [00:09:28] Now, when you’re working with folks, are you working in terms of the creativity or the kind of the buildout of the software that they’re working on? Are you working on aspects as like the cyber security elements or the privacy elements? Or, you know, some of the protection issues that you have to do that may not be as creative, but they’re just as valuable.

Edward Szofer: [00:09:52] Oh, you know, well said. You know, we specialize not in everything you know, like we don’t do defense stuff, but you know, security has got to be part of everything. Anything can be hacked. If you’re dealing in the health care industry, you know, our firm has to be hyper compliant so that we’re dealing with information on an individual, perhaps their medical records, et cetera. Another aspect might be if we’re working with financial services firm, we need to be PCI compliant or and then there’s this thing called ISO. If you’re familiar with that, where it’s all about security and and things of that nature, where you have to follow certain standards or your software can be vulnerable, which then becomes as you’ve seen many times, we all seen many times a business issue. When you get hacked and people get credit card information stolen or inventory information stolen, or, you know, it’s crazy. So security’s huge today, without a doubt, and you have to architect for that differently than you did in the old days, because now in many, in many cases, you know your information your software is dealing, it’s in the cloud. Now these big providers like IBM or IBM, of course, as sure Microsoft have many security protocols, but even then you have to architect differently. It’s like building a house not on old fashioned dirt, but now you’re building it on pylons over water. You need to have a different foundation. You need to know how to build that thing properly and then maintain it because they change that environment all the time. Therefore, you need to keep up with that. Otherwise you’re going be behind and release levels and things of that nature.

Lee Kantor: [00:11:17] Now, is that a kind of the catalyst for you getting new business if one of your clients has, or maybe not a client yet, but maybe a firm has been hacked or something bad has happened to them where they’re like, Hey, maybe we have to shore up this side and the folks at Seneca Global can help us.

Edward Szofer: [00:11:35] You know, we could do that, but that’s not normally not how we get our business. You know, normally what happens is companies are just struggling to find qualified people. And since we don’t deal with big companies, you know our our sweet spot as companies between, you know, 50 and a billion or $2 billion in sales on the technology side, those companies may be smaller because they may be earlier in their maturity. So they have difficulty and just getting that product out to market or maintaining it. And they want to excuse me, they want a firm who understands product development and all the things like security and things we mentioned earlier that go along with that. And to work in these areas of methodology regarding you hear of agile methodology, there’s ways to write software today, still for my skills, but luckily I have smart people in our company. You know how to do this thing. And therefore, you know, they’re working in tandem and getting a lot more productivity out of it, you know, and that’s a key thing. You know, time to market seems to be very important as well as, you know, not losing ground because somebody is hiring your individual developer down the street, stealing them from you. The bad news there is salaries are going up. The man creates, you know, more competitive nature out there from a labor market perspective, and that’s something everybody faces.

Lee Kantor: [00:12:47] So early on you, your firm was partnering. Offshore with India. Are you going into other countries or is that your primary source for the technology?

Edward Szofer: [00:12:57] First of all, it’s one company we are India, we here in the United States. The Seneca Global is is one company with Indian operations that are wholly owned by Seneca Global as well as a U.S. arm, of course. And most of our clients, we have a few off in Asia, but most of them are US based. I have teams of senior US based individuals here who work with our clients, and then they work with the teams in India that are dedicated to our clients. But we are not in any other countries right now. We chose only India because frankly, that’s my partners were there. I’ve done business there for a couple of decades and there’s a large labor pool there. And you know, at any company you see here in the U.S. that is technical related or large companies like Accenture and the Microsofts of the world, they all have facilities there for a lot of reasons, but don’t have to get into that now. But government there and they’ve invested in technology for the last four decades, I’d say, before way before Y2K, back in 99.

Lee Kantor: [00:13:52] Now, a phrase that people are talking about are digital transformation, can you talk a little bit about that, what that means, number one, and how your systems can help companies take advantage of that?

Edward Szofer: [00:14:05] Yeah, you know, digital transformation is one of those cool terms that can mean anything, in my opinion. In a nutshell, it takes, you know, we have we we have customers who are not all tech fliers and companies that have innovative ideas. We do have a good substantial 20 plus percent of our businesses with companies that are brick and mortar type companies, whether they’re food companies, et cetera. And they need to transform digitally because what happens is they have something I would term as technical debt. So if you’re a business, you’re running on an old set of software and it could be a big business, by the way, it could be a multi-billion bunch of plants, bunch of distribution centers and you’ve kind of been milking away at the old technology just to run your business. What’s happening is there’s not enough. There’s a lot more to be had with embracing new technology, specifically when it comes to data mobile technologies being able to take what assets you have in your business, whether it’s data or actually just information around, say, you’re building something a bricks or something. You know you want to get that on your salespeople hands.

Edward Szofer: [00:15:07] You want more mobile enablement, you want to have customers see inside your four walls. So there’s a lot that needs to be done there. And companies are transforming digitally to take what their old systems were that were proverbially proverbially sitting in their closet and moving it to the cloud or getting new software to help them get there and take advantage of all the tools. Plus, the old stuff costs more money to run, and you can’t find people necessarily to maintain it. So you know that’s what we call technical debt. If you haven’t invested, it’s like for anybody who’s old enough to remember the Fram oil guy. It’s like, Hey, you can pay me now or pay me later. But if you put this off forever, you’re going to have to really invest in tech to get digitally transformed, to work in today’s environment. Because some competitor down the street may be offering your customer a better way to buy medical supplies versus the way you used to. You had a catalog instead of some cool digital front end.

Lee Kantor: [00:15:59] Now, I’m sure for the listeners, it’s hard for them to really understand how that’s still possible in today’s day and time. What percentage of companies are in that situation where they haven’t invested into digital as much as maybe they should?

Edward Szofer: [00:16:16] Yeah, I’ll tell you what, I couldn’t give you exact numbers, but you know, the banking system is interesting. We don’t do a lot with banks, but I happen to know something about it. You know, a lot of banks have cool front end. You can transfer money, you can do Venmo, you can do sell, you can do all that. But their back office systems, in many cases, big banks. You’d be surprised how much of them are running on old mainframe. So what they do and they have to do this is put front ends on stuff, but the mechanics behind it. So it’s like putting a nice facade on a house that might be crumbling. It looks good from the outside, but inside you’re really maintaining it. The plumbing is starting to get old. You can’t find the right electrical wire, you can’t do this. And you know, in the cost is really the barrier to really take change the whole thing. So, you know, that’s that’s one challenge is that these companies find themselves a little behind the eight ball and maintaining something that costs them more every day. And because it’s a huge commitment to make a radical change

Lee Kantor: [00:17:12] Now, Seneca Global focused on certain niches. You’ve mentioned a few, but is this kind of industry agnostic, really? At the end of the day, a little bit.

Edward Szofer: [00:17:21] But you know, there is something to be said to have domain expertize. So, you know, we have a good presence in health care in manufacturing, distribution companies, financial services companies and companies that just write software. You know, maybe more, like you said, agnostic to something that you don’t have to be an expert on something that’s selling something and a b to sea level in terms of the software. But when you’re dealing with health care or financial services, it’s pretty good to know the terminology. You know, again, the compliance issues one may face understanding the rules and regs hospital works a lot different than a provider at a clinical level versus a insurance provider, right? But it’s sometimes all bundled as health care. The more domain expertize you have, the better. And frankly, if we don’t have them on staff, you know we find them or we work with the teams to educate them, you know, leads with tech first, but it’s much stronger to have somebody who understands your lingo.

Lee Kantor: [00:18:16] Now, do you also work with like private equity firms or VCs to help kind of scale up, you know, a funded company that has a good idea but just doesn’t have, you know, the talent needed to scale it to the extent that it maybe could? And these VCs are private equity firms can really benefit from that speed.

Edward Szofer: [00:18:36] Yeah, you know, we have a few private equity partners and they love our model for two reasons. One, we understand what it takes to innovate and move fast along the continuum of getting a product. So if you’re a private equity company, chances are you put a fair amount of money into. X y z en company x y z. Private equity guys and gals want to do what they want to make as much revenue as possible, make as much profit as possible, spend their money wisely. Development’s important product technology is important. All that’s important. But if you can, if you can do it more efficiently, you can take that money that you can’t spend in India. Through our firm, you can use more marketing and sales efforts, more branding. That stuff should be done here in the U.S. if you’re a U.S. based company and work with technology companies such as ourselves to leverage our model such that you can save some money there, use the money here to go to market faster. As I mentioned in the things that will give you that advantage and be more effective with your with your investment.

Lee Kantor: [00:19:37] So what do you need more of? How could we help? Are you looking for more talent or are you looking for more clients, more partnerships with like private equity firms? What do you need more of to grow in the coming years?

Edward Szofer: [00:19:48] You know, the simple answer is all the above, you know, you know, our our growth has been pretty strong, very strong. In fact, a lot of that is because of the demand we mentioned on the beginning of this interview. Frankly, people are hurt. You know, there there’s more demand and need than there is supply. My company has spent a lot of time and money on creating what we call it. It’s not, we call it, it’s actually a worldwide recognition of great place to work. If people ask me, you know, often, you know, how are you differential? Well, you know all the stuff I said earlier, great. It’s all cool. But you know, it’s all about the people and made sure they stick around and they want to work here versus, you know, the big player down the street. So we’ve invested heavily in career development, people, you know, culture and all that stuff. So we have some of the lowest attrition levels in the industry. We’re great place to work on a number of different levels, and that means a lot because everybody who’s a technologist today, whether you’re in the U.S. or India, probably and I don’t think I’m exaggerating, has three to five job offers. I mean, that’s how crazy this market is right now. Salary is one thing, but you know, when you’re, you know, when you’re competing, you know, they want to look at the whole thing and we’ve really pushed careers. So when you ask the question, what could I use, I could use more people. So if there’s people, you’re looking for a job, I’d love to have them love to talk to them who are good technicians and developers, et cetera, and certainly love to talk to all the companies who are needing technical help. You know, we’re pretty good at this for a long time, and I think we’re a model that really bodes well to that given, you know, the history we’ve got and the testimonials and customer history we’ve got.

Lee Kantor: [00:21:16] Well, before we wrap, can you give a piece of advice for other executives out there when it comes to culture, you’ve talked about it, you say that’s kind of your secret sauce. Can you talk about how obviously, as a leader of this company that was important to you and culture is one of those things. If you’re not mindful and intentional, it’s going to form either way. So you might as well pay some attention to it. Can you talk about something actionable a CEO can do to kind of create that culture they’re proud of that can attract people to them rather than scare them away?

Edward Szofer: [00:21:50] Yeah, no, that’s a great point. There’s two things. I mean, you know, we have a majority of our employees are in India, so I won’t belabor that because I’m sure the audience here is U.S. but when we talk to a potential client, they like to hear that we look after them. You know, we do a lot of things culturally and career wise. Yeah, small example. You know, technical skills are important anywhere. You know, once you get through that hoop, what’s the difference between working for Seneca Global or working for Google or Microsoft? The difference is, Hey, you know what? We really care, you know, in the sense that we concentrate on, you know what it means to you because everybody in my business, it’s not like they’re a shoe, a shoe machine that makes shoes every day. They can go and work any place they want. They can leave me any time they want, right? And so I’ve got to make sure that we outweigh our competition salary benefits. Culture education’s really big for us, especially in India, where we want these people to work on their soft skills almost as much as their technical skills, meaning that when they communicate their business writing skills so they can advance career wise to invest in themselves. And we’ll help them do that because if you only want to be a programmer for the rest of your life, great make a good living. But you know, if you want to get into other aspects of career development in technology companies, it’s management of programs, projects, sales, you name it. And you know, soft skills are important communication all that you know, in education. So, you know, you’ve got to compete really hard for the individuals, certainly here in the U.S. but I would say it’s even more relevant in India and some of the other upcoming technology based countries like the Eastern Europe, et cetera. So crazy

Lee Kantor: [00:23:23] Good stuff. Well, thank you so much for sharing your story today. If somebody wants to learn more about Seneca Global, whether it’s, you know, for a job or for an, you know, a partnership with your company to help them grow, what is the website?

Edward Szofer: [00:23:38] It’s Seneca Global. One word. It’s just like it sounds SCCA Global and you’ll you’ll find us there. We’d love to hear from you.

Lee Kantor: [00:23:47] Well, ed, thank you so much for sharing your story today. You’re doing important work when we. Appreciate you,

Edward Szofer: [00:23:52] Lee, thank you very much for your time. It’s a pleasure to get to meet you and be on this broadcast.

Lee Kantor: [00:23:56] All right, this is Lee Kantor. We’ll see you all next time on high velocity radio.

Tagged With: Edward V. Szofer, SenecaGlobal

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