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Decision Vision Episode 68: Should I Invest in Real Estate? – An Interview with Tara Winslow, Keller Williams

June 4, 2020 by John Ray

Decision Vision
Decision Vision
Decision Vision Episode 68: Should I Invest in Real Estate? - An Interview with Tara Winslow, Keller Williams
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should I invest in real estate
Host Mike Blake and Tara Winslow, Keller Williams Realty

Decision Vision Episode 68:  Should I Invest in Real Estate? – An Interview with Tara Winslow, Keller Williams

As an individual, should I invest in real estate? How does the Covid-19 environment change anythign? Real estate authority Tara Winslow joins “Decision Vision” to discuss these questions and much more with your host, Mike Blake. “Decision Vision” is presented by Brady Ware & Company. (Listener note:  “Decision Vision” normally covers questions related to the business itself. This episode covers personal real estate investment. If you’re interested in the question of whether your business should purchase real estate, go to Decision Vision Episode 43.)

Tara Winslow, Keller Williams

should I invest in real estate
Tara Winslow, Keller Williams Realty

Tara Winslow is a real estate agent with Keller Williams Realty. As a native Atlantan, she has vast insight into the Atlanta real estate market. Tara works from the Keller Williams Realty Peachtree Road office in Brookhaven. Her office has sold over $1 Billion every year since 2015 and is ranked as the top realty company in Atlanta. She loves being a business owner, which allows her to help make decisions important to her clients.  Tara is committed to her clients, values long-term relationships and strives to exceed expectations. She has a deep understanding of the real estate process and knows what it takes to get her clients into the home of their dreams. Tara takes pride in her business and earns the trust of her clients who call on her for advice.

For more information on Tara, go to https://www.tarawinslowhomes.com/, or you can email her directly.

Michael Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: Welcome to Decision Vision, a podcast series focusing on critical business decisions brought to you by Brady Ware & Company. Brady Ware is a regional, full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality?

Mike Blake: And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: My name is Mike Blake and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you like this podcast, please subscribe on your favorite podcast aggregator and please consider leaving a review of the podcast as well.

Mike Blake: So, the topic we’re discussing today, the decision we’re discussing today is, should I invest in real estate? And full disclosure, but I’m not a real estate guy. You know, I do business appraisals for a living. And, you know, we know our cousins who do real estate appraisals for a living, but the two really don’t meet. They’re separate. They’re related, but very much separate disciplines. And all candor, I’m not even a very good monopoly player.

Mike Blake: My kids kicked my ass all the time, and really, are not very good winners about it either. I did not know my 18-year-old could dance so much as to when I land on his hotel on Boardwalk, which I think is a bad neighborhood, by the way, but whatever. So, real estate to me has always had something of a mystique to it. And you almost can’t get away from real estate in a certain perspective. You know, I think particularly in America, a lot of people are enamored of real estate.

Mike Blake: Of course, our president made his fortune in real estate before he became a reality TV star, and then 45th president of the United States. And, you know, I do hear from time to time from people that have either invested in real estate or they’re thinking of investing in real estate. A lot of the work that I do involves the appraisal, what’s called a real estate limited partnership, which is a vehicle where usually, a family, but often as well, multiple individuals invest in a particular vehicle. That vehicle is a holding entity for a real estate.

Mike Blake: And then, sometimes, that shares or that entity are then gifted or left via a state to future generations. And there are certain tax advantages to doing it that way. As I’ve said many times in this podcast, I’m not a CPA. I’m not going to opine on what’s a good tax thing to do or not, except I think you should pay them if you owe them. But beyond that, I’m not comfortable offering any advice. And we’ve talked about real estate on this program before.

Mike Blake: We’ve had people come on and talk about, you know, what does commercial real estate from an operational perspective look like in a coronavirus world, right? I think a lot of us are starting to come to the realization that real estate is going to be different. I really don’t know if we’re going to need more real estate because we now need to have about 50 feet in between people inside the office, or if it’s going to be less because nobody is going to come into the office at all because we think it’s basically a virus-driven kill box, or if it’s going to be somewhere in between. I truly don’t know.

Mike Blake: And if you do know, you know, feel free to send us an email and and give us your view on that. And then, we’ve also had another podcast, which I really enjoyed, where we had an expert come on and talk about whether a business should buy its own real estate. And that’s a question I am asked frequently. You know, I’ve got a business, and in some cases, I’m going to raise money to buy my own real estate because, you know, even if the business sort of goes completely, at least the real estate asset is there that may appreciate sort of as a form on value.

Mike Blake: And, you know, one of the things we talked about there is and the conclusions that we drew is, you know, unless you want real estate management to become a core part of your business, you know, just keep renting. It isn’t necessarily all that and a bag of chips. And I imagine right now, if you did pull the trigger and bought real estate for your own business and, you know, you may be wondering about that decision, especially if you’ve had to lay people off, as many companies have to do.

Mike Blake: And as we record this today, the most recent unemployment report shows that we’re at 14.5%, which frankly is better than I thought it would be. So, I guess I’m the eternal pessimist. But we’re going to look at real estate from a different angle, which is from more of a personal investment perspective. And this is breaking a little bit from tradition in terms of what we normally do on Decision Vision because we typically look at a flat-out hardcore business decision.

Mike Blake: But, you know, at the same token, owners and executives do have their own portfolios. They are looking at investing in real estate. And quite frankly, you know, as we record this on May the 8th, and happy VE Day, by the way, you know, I think everybody is at least thinking about their portfolio. They’re thinking about risk. They’re thinking about diversification. You know, just as we went through the roller coaster ride back in ’08 and ’09 with our 401(k)s and our investment portfolios, you know, we’re doing that now as well.

Mike Blake: Maybe the barf bag is even bigger for this ride. It really kind of remains to be seen where we’re going to end up. And I think it’s natural to kind of think about where does real estate factor into this, right? You know, worst comes to worst, at least, you know, I own something. And, you know, unless you own beachfront property somewhere in Florida, you know, that land is never going away. So, I hope you’ll find that it’s an interesting topic, even though I’m being a little bit indulgent on the topic.

Mike Blake: But, you know, if you’re an executive, if you’re a business owner, you have a portfolio, I think a lot of you are already thinking about this. So, as I said, it was not really through any false modesty, as a reporting of fact, I am not a real estate guy. I don’t know anything about it. And as you know, as is the format for our show, we bring on somebody who actually does know what they’re talking about. And joining us today is my friend Tara Winslow, who is a realtor with Keller Williams. As a native Atlantan, and believe it or not, they actually do exist, they are not urban legends, she has vast insight into Atlanta real estate market.

Mike Blake: She has her practice at Keller Williams Realty piece. She wrote office in Brookhaven, which is about two-and-a-half miles down the street from where I’m recording today. Her office has sold over one billion dollars every year since 2015 and holds the number one realty company standing in Atlanta. She loves being a business owner, which allows her to help make decisions important to her clients. There’s that decision connection again. Tara is committed to her clients, values long-term relationships, and strives to exceed expectations.

Mike Blake: She has a deep understanding of the real estate process and knows what it takes to get her clients into the home of their dreams. Tara takes pride in her business, and there is a trust of her clients who are calling her for advice. And she and I met originally about two years ago. And I’m normally a very hard person to get along with, but I have to tell you, I took an instant liking to Tara, which is rare. I normally take an instant disliking to most people. So, it is a delight and a privilege to have her on the program. Tara, thanks for joining us today.

Tara Winslow: Thank you so much, Mike. I appreciate it and thankful that you invited me as a guest.

Mike Blake: So, I guess, you know, before we get started, I mean, how are you holding up sort of living in a slow-moving B horror show?

Tara Winslow: Well, you know, real estate is still moving pretty quickly. So, contrary to what you might see in the news, we are still doing business. Buyers, and sellers, and investors are out there every day seeing properties. So, things are going really great. And, you know, we’re just balancing working from home like everybody else, and having kids at home, and doing the best that we can in both areas.

Mike Blake: You know, it’s interesting, you mentioned that real estate is still moving. Just about the time when my community of Chamblee, Georgia decided to go on lockdown, pretty much following the rest of DeKalb County, you know, our neighbors put their house up for sale. And my wife and I kind of looked at each other, said, “Really? I’m not sure this is the time when people are necessarily buying.” And true to my preamble here that I know nothing about real estate, the darn thing is sold within three days, and had sold for a price that I was jumping for joy because our house is much larger than theirs, so we’re doing all right.

Mike Blake: But if you’re a tax assessor for DeKalb County, I didn’t mean any of that. So, clearly, you know, there’s still a market out there. And, you know, now that you mention it, let’s get into—I’m just going to go off script right away because I know you can catch up to a curve ball. So, why is it? Why is a lot of the rest of the world, sort of freeze thing in place, the day the world’s stood still, and real estate is chugging along? Why did that house next to us sell for a pretty good sum, and quickly?

Tara Winslow: Yeah, that’s a great question. And just to let you know, I’ve been tracking the statistics, which I’m a very fact-based realtor. And I’ve been tracking the statistics since March 22nd. So, looking at the new listings that went on the market in Metro Atlanta yesterday, within a 24-hour period, you’re looking at 525 or sellers deciding to put their house on the market yesterday. And for some reason, people are still continuing to transition.

Tara Winslow: You know, those transitions in life continue. You’re still getting married, some now virtually online. Many people are doing that. Divorces, children, you’re having more children. And while we’re sitting at home quarantining, I mean, how many Facebook posts have you seen about people wishing they had a pool, or wishing they had that office, or wishing they had a basement to send their kids down there, you know. So, people’s minds are really turning over real estate and it continues.

Mike Blake: Yeah. And I’m curious, too, because one of the things that I’ve observed in the real estate market, in particular, on residential, is historically, there’s been a lack of properties for sale, right? That’s been a big issue holding up the market and particularly starter properties.

Tara Winslow: Yes.

Mike Blake: Now, I kind of wonder if, and maybe this is this is partially profiting off of the misfortune of others, but you have to talk about the elephant in the room. Is there, is there more inventory now coming into the system because people are having to rethink their own housing because their income situation has changed or is it largely driven by what you just said, is that man, if I spend another day in this 2,200 square foot or this 1,500 square foot house with my kids, it’s going to be this deal, where four go out and two come back kind of thing?

Tara Winslow: Yeah. And I think there isn’t really a hard black or white answer on this one. There’s still a shortage of inventory. We have a plethora of buyers on the sidelines right now waiting to pull the trigger. And it’s happening every day. I have three buyers that went under contract just this week alone. So, I don’t know if there’s like one specific end-all-be-all answer, but we do still have a shortage of inventory, at least speaking from the Atlanta market and the millions of people that are moving into Atlanta over the next couple of years. You know, the home affordability is a whole different topic you may want to consider down the road because people are having to move further out on the outskirts of Atlanta to afford a house.

Mike Blake: Yeah. And again, I promise we’ll eventually get to the questions that I have to ask, but we’ve jumped into such an interesting topic. I can’t let go of it, you know. And that whole dynamic of distance sounds like it’s going to change, right? Fewer people are going to need to commute. Fewer people are going to want to commute, right? I don’t know what Atlanta has decided or is deciding, but I have read that other large cities are effectively shutting down their mass transit systems, right? Because every bus is going to basically be a COVID incubator on wheels, right? And the same thing for subway, right? So, commuting is not going to be realistic, which means that people can perhaps explore moving farther away from the city center than they might have done four months ago. And I can see you nodding, nobody else can, but it sounds like there may be something to that.

Tara Winslow: Yeah. I mean, you know, look up north in Forsyth County. People are moving in droves in Forsyth County. I had a listing there. We had over 11 showings in two days and multiple contracts. So, you get a great big house there for a regular-sized family, finished basement for a great price. And you have some space in the backyard. I mean, it’s booming there and they continue to build. New construction continues all over around Atlanta. So, I think that’s-

Mike Blake: Eleven showings in two days.

Tara Winslow: Yeah.

Mike Blake: And then, how long did it take to get a contract in that house or is it still pending?

Tara Winslow: Well, you know, I was the listing agent, I was stalling a little bit because I was waiting to see what kind of offers were going to come in to best represent my seller. We would go contract within 24 hours, but we let it go a little bit longer to maximize my seller’s return.

Mike Blake: Good for you and good for your client.

Tara Winslow: Yeah.

Mike Blake: Okay. So, let’s then jump in. I think that’s a really good, helpful background.

Tara Winslow: And you mentioned the commercial market.

Mike Blake: Yeah.

Tara Winslow: You know, I have friends in commercial real estate. And when you talk about commercial real estate and residential, there are really two different entities going on. And what the effects that are happening to both of those are very different. And I think you mentioned when you began speaking about commercial real estate, is really seen—I mean, they’re taking a hit right now. So, I just wanted to kind of confirm also what you are saying about that.

Mike Blake: Yeah. Let’s come back to that because of my understanding that that is an important distinction. But before we get there, let’s talk about what makes real estate special. You know, I’ve been fortunate. I’ve traveled abroad. I’ve lived abroad. I’ve never been any place in the world where real estate sort of has this romance to it, as in the United States. And, you know, it still seems to be a notion that you’ve “made it” if you’re a real estate owner. And do you agree with that observation? If you do, why do you think that is?

Tara Winslow: Goodness. Great question. You know, I think it allows people to think and dream about the life that they want. And I was just talking to a potential client yesterday, and he’s looking in a specific area up to 1.6, and you know what he says to me yesterday? He’s like, I’m not even going to go up to 1.6. I’m at 1.2, but I’m just looking at these beautiful homes, and thinking about my lifestyle, and how that would work. And I think it’s really therapeutic.

Tara Winslow: And particularly right now in the world that we live in, when you’re dealing with challenges, people want to look online, and envision their life in a new city or a new country, and doing something different. And I think that that’s part of the mystique and the edge that pulls you in. And I also think it releases dopamine in your head when you’re doing that, you know, and it stimulates the habit of wanting to go back and get that good feeling.

Mike Blake: So, you know, I’m thinking about looking at real estate as an investment perspective and, you know, owning a physical property as an investor. How does somebody like you help me get started? And is that process a little different from the process of trying to find a piece of real estate that I actually plan to live in?

Tara Winslow: Yeah. You know, from an investing standpoint, the end-all, be-all is what you want to achieve. So, what is your goal when you’re investing? And that’s really the big question that needs to be answered upfront. And during our consultation together, we really need to ferret out what your end game is. And that’s going to take us down different avenues of where you want to go in terms of, do you want to buy, fix, sell? Do you want to buy, fix, hold? Do you want to buy, fix, rent? So, what and how long are you going to be doing this? What are you going to be using the funds for down the road? Is it going to be for your kid’s college tuition in 15 years, if you have a three-year-old? So, it’s really important to kind of nail down and get clarity around what the end game is.

Mike Blake: And, you know, is all real estate alike? I mean, there is real estate that’s residential, there’s real estate that’s commercial, there’s real estate that’s industrial. You know, can you lump that all in or do each of those have like a different market, a different model, and maybe a different suitability from an investment standpoint?

Tara Winslow: Yeah, I mean, for me, you specialize in something, they come to you because you specialize in what you do and you’re great at it. And someone who specializes in residential real estate, like myself, I don’t specialize in commercial real estate. And I have plenty of commercial partners to refer my clients and friends to, which I do, because, you know, I don’t think that you can represent someone to the best of your ability if you don’t specialize in it and commercial gets broken out into so many different areas.

Tara Winslow: Are you wanting to purchase land? Are you wanting to purchase a physical entity? Are you wanting to lease office space? So, even within commercial, when I talk to my partners, they all specialize in certain areas of commercial. And I think it’s important for the person considering one or the other, commercial or residential, to really make sure you have a specialist in that field.

Mike Blake: Now, even in residential real estate, there are certain distinctions, right? I understand there’s a distinction, for example, from single-family to multifamily residential as well. Is that distinction important? By multifamily, I think that means you’re buying an apartment building, basically, or condo building with multiple families in it, maybe something else, too. Is that an important distinction?

Tara Winslow: I think it is because if you’re buying an apartment building, you’re going to be renting it to tenants. And you need to have that experience and look at the different rates of return, what your investment is, what are you going to be getting from a rental standpoint? So, I do think that they’re very different. And then, you know, single family, then you have condos and townhouses.

Tara Winslow: So, you have attached living and you have detached living. And then, you have HOA, you know, fees, Homeowners Association fees in some, and not at all. So, there’s a lot of different distinctions going on. And you do learn about all these things in your career, you know, over time. So, it just depends, again, what person, what your client’s wanting to do, and what their expectations are.

Mike Blake: So, I think there’s a perception that investing in real estate is for big shots, right? You’ve already got to be sitting on a pile of cash. If I’m going to make a real estate investment again, not my home, we’ll get to the home as investment in a little while, but I think there’s a perception, well, I bet I need to be sitting on a pile of cash, 100, 200 million dollars before I even think about undertaking a real estate investment. Is that true? And if so, is there a minimum threshold? And if not, then what is kind of the financial threshold where somebody can realistically start thinking about becoming a real estate investor?

Tara Winslow: Yeah. I mean, I think that many people make themselves wealthy and they have financial wealth when they invest in real estate. And if you look at some of the big people, for instance, Gary Keller, who is the CEO and founder of my company, Keller Williams, he wasn’t where he was today when he first invested. And typically, it’s a lot of people who want to follow a process, and a system, and make money. And they know that right now, they need to be doing a little bit at a time to have this really big portion of real estate and wealth.

Tara Winslow: So, do I think that you can invest and you have to be wealthy and have a ton of cash? I think that that’s maybe more of a myth understanding than being able to really sit down, again, and line up—where are your avenues to get different things? And maybe you have a private lender or you have someone you can get a loan from. There are a lot of different methods. Maybe you can put something on a credit card temporarily until you get a tenant in there.

Tara Winslow: So, you don’t need a big down payment right now. In lending, Mike, who you choose as a lender is also very critical. There are a lot of lenders that specifically work with investors that can help you tremendously and offer different packages to you. So, again, it’s really using a resource and finding that specialist who can open, you know, their contacts to where you want to go and you help them get there. And it can absolutely happen.

Mike Blake: Well, let’s talk about that because I think the lending part, I mean, I don’t think you can talk about real estate without talking about the lending environment, right? Because that’s typically how these things are capitalized. And it’s such a multidimensional question, we’ll spend some time on this. I guess, first, are banks typically real estate investment lenders or is it going to be somebody that’s in the non-traditional, non-depository market that typically is going to provide the capital for a real estate investment?

Tara Winslow: Well, when I hear banks, I think of Bank of America, Wells Fargo, Chase. When you use that word, is that what you’re thinking?

Mike Blake: Well, I mean, it could be. But, you know, you and I are both aware there are smaller banks as well and community banks can be a little bit more cuddly, a little bit more user-friendly. I think we’ve certainly found that through the whole PPP exercise. You know, you’re much more likely to successfully secure a loan through a smaller community bank than you are, a larger bank. So, I’m going to deliberately leave that open-ended. And maybe your question has two answers depending on the kind of bank.

Tara Winslow: I agree. Definitely. There are a lot of local lenders here. I have several to suggest to my clients who, all they do is mortgage lending. So, they have different programs and each lender has a different program or specializes in different programs. And again, it may be that you need to talk to two or three to kind of tell them what your plan is and see if their program fits best for you.

Tara Winslow: But they are lending. And I get updates. We are on calls every week with our lender that is in our office and they are updating us weekly on the different trends, what they’re hearing, what they can still offer. And right now, they are offering all of their packages and offerings, are still the same. They have not changed like the traditional bigger banks. They have tightened up their belts.

Mike Blake: Now, I think that’s worth underscoring. And that’s a big difference. For those of us who are old enough to remember the ’08 and ’09 recession, that was a balance sheet recession. And the banks basically just slammed on the brakes and some of them didn’t slam on the brakes quickly enough, and they fell over the cliff, right? And so, for a while, you just could not get a loan, frankly, unless you didn’t need one, right?

Mike Blake: And even then, it was difficult. It seems to me like that part of it at least is a little bit different. My own analysis, the banks are in much better shape now than they were 10, 12 years ago. They have just turned a lot of fees by processing this PPP program. So, that has helped them capitalize as well. So, it does seem like that the banks are more open for business than we might expect. Sounds like you think the same, you see the same thing?

Tara Winslow: Yeah, I think so. Yeah. I totally agree with what you just said. I think that they’re ready to do business and they’re moving as business as usual.

Mike Blake: And how are they reacting? And we’re recording this on May 8th. And we are in a very strange economic environment, where, frankly, the Federal Reserve is doing things that when I was getting my economics degree, said that we were basically to blow up the planet. And the planet has not blown up yet, but we do have interest rates that in some cases are at double-take loans, like, really, it’s that low, right? I did not think I’d ever refinance my mortgage again because I thought I had such a great rate, and yet, here I am. But also, I’m hearing that that’s not necessarily kind of uniform and it’s kind of bumpy. How is the interest rate environment being reflected in bank’s willingness in terms of lending right now?

Tara Winslow: Well, from a high-level, because I always lean on my lending partners to really get into the guts of the lending piece of it, but from a high level, historically low interest rates is what is continuing to keep people, buyers, in the game and ready to go. And the forecasting that I’ve been hearing is that they will continue to stay fairly low, at least through the end of the year, is what I’m hearing from a forecast standpoint, which is great for people to continue to take advantage of these rates. Just think how much equity you already have when you purchase something five, 10 years down the road with this interest rate that you’re going to get today.

Mike Blake: Well, that’s right. And that’s the attractive, anytime you can borrow money, right? By simply surviving another month, you add value, basically.

Tara Winslow: Yeah.

Mike Blake: And I haven’t exactly done—and of course, depends on the length of the mortgage, too. But, you know, if it’s a 15-year mortgage, you’re hitting that inflection point pretty quickly where you’re paying more principal rather than interest, right? And then, every month, that’s just survive and advance. Every month you make a payment, you’re adding—regardless of what the markets or almost regardless, you’re adding more value.

Tara Winslow: Yeah. And if you rent out your home-

Mike Blake: Like a savings account with somebody else’s money.

Tara Winslow: Yeah. Right. And if you’re renting your investment, then someone’s paying your mortgage. So, it’s kind of a double—you’re getting like a two-things-for-one here.

Mike Blake: So, we hear a lot about the notion that somebody’s home is their investment, right? And I’m curious, I’ve been reading a lot, and I know if you’ve seen the same thing, but I’ve read more than I’ve ever recalled reading in my lifetime, where the notion of the home being an investment is now being challenged, where commentators, I don’t know if they’re experts or not, they’re published in places, their position is kind of experts, but I’m just calling them commentators because I can say that safely and factually, where they’re saying, well, you know, you might actually be better off continuing to rent.

Mike Blake: And then, you know, whatever you’re saving in terms of home taxes, and maintenance, and so forth, you know, just invest that in the stock market or invest that in publicly-traded real estate holding companies, something like that. I imagine you have a viewpoint on that. I’m sure you’ve heard that argument before. So, let me open the microphone here, and step back, and let you kind of respond to that.

Tara Winslow: There are so many responses in your loaded question. From our renting perspective, I don’t see any benefit to a person continuing to rent if you can buy a home. Rental rates in Atlanta continue to increase. So, if you want to live in Midtown and you’re paying $2,500 a month in rent for to pay off someone else’s investment, it just seems crazy to me to do that. Why not build your own wealth? You have an opportunity to build your own wealth for you and your family and whoever you want to leave your investments to. So, that’s one thing that comes to my mind. And you mentioned there was kind of a second piece of what you are asking.

Mike Blake: It’s about whether or not you’re simply better off. There are sort of, I guess, not hidden, but there are ancillary costs of homeownership, right? There are taxes. There is, you know, maintenance and upkeep. Things break, you got to fix, you got to maintain, so forth. And maybe in some cases, you know, instead of taking on the called burden of homeownership, you’re better off taking some of that money and simply generating return by investing in the S&P 500.

Tara Winslow: Yeah. And I’m an investor in the S&P 500, okay? And I believe in what I’ve learned throughout my life, is to be diversified in my portfolio. So, I’m doing multiple things. And that includes real estate as well. And I think that’s one of the best ways you go, because, you know, look, let’s look back 30 days, right? We’re in the month of March. People are losing, whatever money that you have invested, that’s a lot of money to you, if it’s 10,000, hundreds of thousands, millions of dollars that you’re losing.

Tara Winslow: Now, when you think about real estate, you’re in a house, and the only way that you really lose this investment is if it burns down, and then you have insurance, right? So, when you look at something stable and sturdy like that versus kind of the roller coaster of the market that many of us are dealing with, including myself, I just don’t see how real estate wouldn’t be an option for you to add into your portfolio. The benefits outweigh the maintenance of buying a HVAC every 20 years for yourself.

Mike Blake: So, what do you think? I mean, have you worked with home flippers? And if so, what do you think of flipping is an investment strategy?

Tara Winslow: Well, I think that flipping is a solid investment strategy. I think that the Atlanta market, to find flipping opportunities for my investors, it’s a really tight market, meaning that they want to make a certain amount of money and there’s only a certain amount of properties. And we’ve already talked about shortage, right? The shortage of inventory. So, between the shortage of inventory, then all of their cost, their holding costs, the margins are really getting tight for flippers in the marketplace. Can you find them? Yes, you can.

Tara Winslow: And there is a great opportunity. I’d also suggest that instead of maybe flipping, that you are investing and turning it into a rental because rentals are still hugely needed. There is so much demand for a rental home, an Airbnb home. And again, with a lot of people, there are a lot of people in distress right now with job changes, and losses, and job reduction, hours and reduction, that people are going to be making some changes and it may be, a rental property is more comfortable for them right now. So, I would have someone think about it from a little bit different from a longer-term strategy than maybe from a flipping perspective in today’s market.

Mike Blake: So you brought something up, and we’ve kind of touched upon this, but I want to hit it hard because I think it’s a very important point, which is, you know, is there an environment now where maybe bargain hunting is more feasible today than it might have been four to six months ago, right? You brought up Airbnb and something I’ve been reading a lot is that market is in a lot of trouble, right?

Mike Blake: Because nobody’s traveling, right? Who in their right mind wants to stay in a stranger’s house for a lot of reasons, right? And I think Airbnb just laid off a whole bunch of their staff as well. So, if you bought a property as an investor, and you’re banking on Airbnb income, that’s not there anymore. And that may lead to an opportunity where somebody just wants to pull the ripcord, and get out, and reshuffle the deck. Well, what do you think about that?

Tara Winslow: Well, I have a couple of comments. You know, the Airbnb community is pivoting and how they’re pivoting, and it’s in the works right now, they’re pivoting from a cleanliness standpoint and they’re following the guidelines of the CDC to get certified cleanliness for their houses. So, that’s going on right now, okay?

Mike Blake: Yeah.

Tara Winslow: That’s about all that I have in terms of information on that piece. But in terms of rentals, I mean, I think that they’re continuing to go up in price. And, you know, that’s a tricky question, Mike. Overall, prices are stable, okay? Overall, we’re getting multiple offers. And the strategy has not changed. If a house is in great condition and it’s priced correctly, it’s going to have multiple offers. So, in terms of that buyer looking to steal that house, it’s really still not going to happen. If you’re looking for a house to do work on, that is probably your best investment. You put equity into the home, and then either sell it, live in it, or rent it. And that’s where you might find a better deal. But it’s really a needle in a haystack still.

Mike Blake: So, if I’m going to do that, you know, do I need to be a DIY home builder, Bob The Builder kind of junkie, where I just know how to fix everything, and I’m like my grandfather who can go in, and take apart my water boiler, so he can replace a six-dollar part with nine hours of effort. I mean, do you need to have that kind of building acumen to do that?

Tara Winslow: You know, buyers are so smart these days, okay? And to put junkie work into a house, they see it. So, I would hire a professional and I would also hire a professional property management company, will eat into some of your profit, yes, but you’re going to get the clientele that you want renting your house, you know, if that’s the route that we’re talking about going. So, do a great job, hire someone professionally, and get the money. That way, you’re going to net more money when the work is done professionally than someone sees, do it yourself, an inspector goes in there and there’s tape around the plumbing, you know.

Mike Blake: Yeah. Now, as a realtor and I’m going to come back to that term in a second because there’s a question I’m dying to ask. But as a realtor, can you sit down and help somebody kind of work through and crunch the numbers as to whether or not that investment property makes sense, right? Because again, no, there’s no false modesty here, I’m not a real estate guy, but if I’m, myself, thinking about, hey, you know, I think I could probably sustain a piece of real estate, the investment thesis makes sense, but, you know, I’m not even allowed to have power tools.

Mike Blake: My insurance writer will not allow it because that’s how incompetent I am. You know, can somebody like you help me work through the numbers of, you know, what is it going to cost to bring a property up to code or make it rentable basically, and work through the numbers to see if it’s, you know, more likely than not going to be profitable, or do I need to hire another specialist, or a CPA, or, you know, something like that?

Tara Winslow: Yeah. I mean, we can do a Zoom call. I was going to say sit down for a cup of coffee, but yeah, let’s break out the Excel spreadsheet down and dirty, put in all the cost, let’s see what you’re looking at. And are you okay with the outcome in the return on investment? This would be my discussion I’m having with my client. And if that’s what they’re looking for, their rate of return, then great. There aren’t going to be surprises because we’re going to pad in a little of potential surprise or maybe extra holding costs, but that piece of it’s pretty black and white when you’re looking at the numbers. So, I say that piece is pretty easy to do.

Mike Blake: Sitting there for coffee sounds so February. So, I have to ask you this, totally off script.

Tara Winslow: Yeah.

Mike Blake: As a realtor and people who do what you do, are you like told off the TV show Modern Family, where the main character, Phil Dunphy, is a realtor?

Tara Winslow: I don’t watch that show, so I’m not-

Mike Blake: You don’t?

Tara Winslow: I don’t. I don’t watch a lot of TV.

Mike Blake: Oh, wow. Yeah, that explains why you’re smart. So, if you do, watch Modern Family, I got to think that one of the main characters is a realtor, and really spends a lot of time talking about sort of the real estate industry, and he’s really into it. So, I had to take a shot in the dark and see if you’re familiar with the show. But now, on the other side, you know, what are some common mistakes that are made by investors in real estate? I mean, this is not a slam dunk. There are some risks to it.

Tara Winslow: Yes.

Mike Blake: Where is it most likely you can make a mistake, where you really step in it.

Tara Winslow: Yeah. From an investing standpoint, this is the best way I can say it. Don’t put lipstick on a pig, okay? The buyers are too smart. Don’t think you can go in there and put a new carpet, new paint, and expect to get top dollar, and it’s not going to come out in the inspection that you, you know, hit a leak. Just go in there, do the work, get a great reputation because realtors like me are going to come back to you and say, hey, what do you got coming down the pike?

Tara Winslow: I got a buyer ready to go. And you build your reputation like that. You know, I had an interesting thing happen this week. One of my buyers went with an investor property and we had an inspection. And small world, this inspection company, it’s a small inspection company, about five inspectors, one of their teammates had just inspected this same house, three days before, and also gave it a bad inspection.

Tara Winslow: So, what’s the likelihood of the same inspection company going to the same house with all, the thousands of houses in Atlanta, right? And the inspector said, “And they still didn’t fix anything that we had recommended from the first inspection. And so, we terminated it.” And, you know, am I going to go back to that investor? I know how they work now. So, do a good job, and you’re going to get a great reputation, and you’re going to sell more of your properties. That would be my advice.

Mike Blake: That’s a really interesting answer. I pause because it’s totally not what I expected that you would say, which is great. Again, reveals my ignorance.

Tara Winslow: It’s a real-life example, right?

Mike Blake: Yeah. No, sure. I mean, you know, when I sat down, I wrote that question from the perspective of, I don’t know, you buy the wrong property, you talk yourself into buying something, yes, pretty generic stuff. It hadn’t occurred to me that your behavior as an investor on the exit side is so important, right? And developing a reputation because, you know, at least Atlanta, we all call it a big, small town. And it really is, right? We have seven million people here, but everybody knows everybody who’s worth knowing. Let’s face it.

Tara Winslow: That’s right.

Mike Blake: And a bad reputation is very tough to shake in this town, right?

Tara Winslow: Agreed.

Mike Blake: But I have not thought of the risk of becoming known as basically, a purveyor of damaged goods, and that most sellers would want to avoid that reputation, basically, unless you’re planning on fleeing the country the next week, right? That’s pretty much-

Tara Winslow: And that’s not a good business model, right?

Mike Blake: Especially now, where are you going to go?

Tara Winslow: Right.

Mike Blake: Mozambique, I think, has many people, and that’s about it. So, we’re running out of time. We’re going to wrap this up, but there’s one last question, is, you know, I think we would both agree real estate investing is not necessarily for everybody. Who should not be investing in real estate, right? Is there an economic profile or a psychological profile of some of those, just, you know, this really is not the kind of vehicle that’s right for you, you ought to think about doing something else?

Tara Winslow: Well, you know, Gary Keller says, when’s the best time to buy real estate? Yesterday, right?

Mike Blake: Yeah.

Tara Winslow: So, I’m of the same mindset. I think everyone should invest in real estate. But to answer your question, you know, I do come across certain clients who, on a scale of one to 10, their risk taking may be a one which is a low side, and that’s fine. And if that’s where it is, I would recommend investing, there may be other ways we can handle real estate and not necessarily invest and rent, or flip, or one of those options, you know, that maybe you purchase a duplex and you live in one side of the duplex, and then you rent out the other side, you know. Taking baby steps, sometimes, with a little bit more risk-adverse personalities, I think is probably the best way to go.

Mike Blake: Okay.

Tara Winslow: Yeah.

Mike Blake: And I’ll highlight here, just so everybody understands, neither of us is offering investing advice, we’re just covering a particular asset class. But everybody’s risk profile, everybody’s return needs, liquidity needs are different. You know, evaluate your own investments, whether it’s real estate, or taking your own circumstances into account. And, you know, if you don’t work with an investment adviser, you know, you probably ought to consider using one. I’m a big fan of investment advisers, because if you don’t do this stuff for a living, it can be gobbledygook. And even if you do, do it for a living, having somebody that’s going to help you will be useful. Tara, this has been a great interview and you’ve shared a lot of great information for our listeners. How can people contact you for more information?

Tara Winslow: Sure. They can contact me via email at tara.winslow@kw.com. My website is tarawinslowhomes.com. I’m on Instagram as, Tara Winslow Homes, LinkedIn, Facebook, any way. My phone number is all on those sites. Happy to provide a consultation if you just want to pick my brain about real estate.

Mike Blake: Well, great. That’s going to wrap it up for today’s program. I’d like to thank Tara Winslow of Keller Williams so much for joining us and sharing your expertise with us. We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next executive decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. That helps people find us so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

Tagged With: Brady Ware, Brady Ware & Company, buying real estate, Decision Vision, Keller Williams, Keller Williams Realty, Michael Blake, Mike Blake, real estate investing, residential real estate, Tara Winslow

Decision Vision Episode 67: How Do I Pivot My Marketing in a Covid-19 World? – An Interview with Branden Lisi, Object 9

May 28, 2020 by John Ray

pivot marketing covid-19
Decision Vision
Decision Vision Episode 67: How Do I Pivot My Marketing in a Covid-19 World? - An Interview with Branden Lisi, Object 9
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Branden Lisi, Object 9

Decision Vision Episode 67:  How Do I Pivot My Marketing in a Covid-19 World? – An Interview with Branden Lisi, Object 9

What are the marketing challenges presented by a Covid-19 world? What hasn’t changed? Brand strategist Branden Lisi joins “Decision Vision” to discuss these questions and much more with your host, Mike Blake. “Decision Vision” is presented by Brady Ware & Company.

Branden Lisi, Object 9

Branden Lisi is a Partner and Brand Strategist with Object 9. Object 9 was founded in 1992, at the dawn of the internet age. Over time, they’ve developed a unique set of experiences which enable them to balance the demands of traditional marketing and sales channels while staying ahead of the ever-changing digital landscape.

Their primary customers are manufacturers and franchise brands—both of which require a steady flow of new customers to be successful.

For more on Object 9 and their work, go to their website.

Michael Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: Welcome to Decision Vision, a podcast series focusing on critical business decision, brought to you by Brady Ware & Company. Brady Ware is a regional, full-service, accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full-service accounting firm in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: So, today, we’re discussing the topic of should I change my my marketing approach or maybe should I pivot my marketing? Maybe that’s a better way to describe this. But as we’re recording this, it is now May 12th. And we are, depending on where you live, I guess maybe zero weeks to six or seven weeks and to this mass house arrest that we are quasi-voluntarily imposing upon ourselves, thanks to the slow moving horror movie, that is the coronavirus. And as we all know, in an effort to save society that, frankly, to some extent, we’ve sacrificed parts of the economy in order to do that but, thankfully, more and more thought is now turning to how do we then help the economy get off the floor after the stroke punch that we’ve given it?

Mike Blake: And we’re thinking about that on a micro level as well. I think I think more and more people, especially by the time you wind up listening to this, are going to be thinking about, “Okay, we’ve done the sheltering in place. We’ve flattened the curve. It’s time to go back to work in whatever format work looks like going forward.” And that’s, of course, like the virus itself, going to be evolving and is going to differ based on what you do for a living and where you do it.

Mike Blake: And I think kind of at the top of that hierarchy is marketing and sales because in my view, and we’ll see if our guest agrees, marketing and sales are going to have to change. They have to change for a couple of reasons. They’ve got to change because, to some extent, ways in which we are used to marketing simply are not on the table anymore. If you’re the kind of person that is used to going to a corporate function or conference and collecting 50 business cards, then following up on with lunches, and cocktails, and golf outings, and baseball games and so forth, that’s just not on the table. You got to do something else.

Mike Blake: And second, I think, almost every customer is thinking about how they buy in in a different way, right? And we’re going to have a later podcast to talk about that. and the working title is Meet Your New Customer, which is your old customer but under COVID. And this is an evolving topic, and it’s going to evolve every day, and people are having to learn new ways of doing things, new philosophies, new approaches. And I’m actually doing a webinar tomorrow. It will have been several weeks ago by the time you listen to this, but I’m about to do a webinar that talks about restarting that marketing mojo in a COVID/post-COVID/COVID-adaptive world. I really don’t know what the vocabulary is anymore. I give up.

Mike Blake: And so, I hope you are of like mind that you’re now starting to think of the future and how do we get this thing going again because regardless of your ideology, it’s inarguable that remaining dormant for years is economically and financially unsustainable. So, how do we jumpstart this thing? And so, I’ve I’ve invited, and I’m very grateful he has accepted, a longtime friend of mine that, frankly, I do not talk to enough and it’s my loss. But his name is Branden Lisi, who’s founder of Object 9. He’s run and owned Object 9 for 28 years and has really paralleled the world’s migration towards a digital economy, starting with more of an old school marketing bent to, then, evolving along with the rest the economy to developing and implementing expertise in the 21st Century digital side.

Mike Blake: His work with consumer brands, specialty manufacturers and franchises offers insights into the many challenges and opportunities facing today’s corporate leaders. In addition to Object 9, Branden also owns a candy store located in Columbus, Georgia. And I’m going to pause there for a second. And that’s really cool, not only because I like candy, and I do but if you’ve listened to this podcast for any amount of time, you know that I’ve had a lot of friends come on, longtime friends, and I’m very blessed and fortunate to have the kind of network that I have people that are interesting enough to interview and actually want to come on this thing. But I would say one out of three, I read the bio, and I learn something that I did not know about them. And that ranges from people who’ve written books and didn’t bother to tell me. And I think one of them, at some point, was Prime Minister of Tasmania. But there’s always some sort of secret life that comes out of these things, which is really cool. So, maybe we’ll have time to ask Branden about that.

Mike Blake: But anyway, when Branden is not solving some marketing problem, he can usually be found serving his community while wearing a scout leader’s uniform. Just like my wife, she’s a troop leader. And finally, on a personal level, he’s been happily married for over 23 years to a talented artist, Margaret, who is lovely. I’ve had the privilege of meeting her. And together, they’re busy raising two good sons. And Branden is also an accomplished musician in his own right. And someday, when this whole thing breaks down, we can get back together and jam again. Branden, thanks for coming on the program.

Branden Lisi: Thanks for having me, Mike.

Mike Blake: So, Branden, I want to get a very banal question out of the way first because I think there’s a lot of misconception about the nature of marketing. And I think, in particular, it frustrates marketing people that the question is still out there. But I think it’s extremely important because I see the mistake being made all the time. And that is, what is the difference between a marketing function and a sales function?

Branden Lisi: Well, I think the simplest answer is the job of marketing is to figure out what the customer wants or needs, and then help that company deliberate. Sales is a way of promoting the fact that you have it. It’s just one channel, just like social media is a channel, just like public relations or traditional ads or whatever it might be. Or a marketing speak level, the job of the marketing team is to figure out what differentiates or adds value to the customers’ lives in some meaningful and relevant way. It’s the job of the salespeople to go tell people about it. So, one function, marketing is more strategic in nature, and the other function is more tactical in nature. Now, salespeople will argue with you that what they do is very strategic, but the reality is their job is to communicate that value proposition through their channel.

Mike Blake: Well, it doesn’t have to be an either or, right? I mean, you can sort of have a slider, if you will, that’s a combination of the two.

Branden Lisi: Yeah.

Mike Blake: Go ahead.

Branden Lisi: Most people, I mean, Marketing 101, man, is find a need and fill it. It’s that way for thousands of years and it’s not going to change because of COVID-19. The channels will change, the customer behavior will change, the tools will change, the talent level of the people around you, whether it’s in-house or external, will change. But the simple premise that I’ve got to figure out what people need, and I’ve got to figure out a way to get it to them is not going to change. It’s been that way for a long, long, long time, and it’s going to be that way of a long, long time before.

Branden Lisi: The challenge, I think, for a lot of people and a lot of entrepreneurs, business leaders, corporate leaders is people come into a job, come into a role with a set of skills, and it’s very, very difficult to maintain current skills or evolve your skill sets while you’re trying to do your job at the same time. And most people that are productive and successful stay quite busy doing the job for which they were hired. The challenge is, whether you’re in marketing, or you’re in sales, or public relations, or advertising, or accounting, or whatever it might be is the tools keep changing, the channels keep changing, the customer mindsets keep changing it. If you’ve got to spend time thinking about all those changes and incorporating that change into your team, to your team skills, your team actions, then it’s just easy for people to fall behind.

Branden Lisi: You saw that back in 2008-2009. Everybody started cutting expenses and cutting headcount, just like they’re doing now. Things still had to be done. The machine keeps rolling on. If you’re into digital marketing, you have to produce content, and you have to distribute it, and you have to manage it, and you have to track it, and you have to process it. And that just gets spread out across a smaller group of people who have even less time to evolve their skill sets. So, it’s part of the challenge, I think, with marketing and the challenge with sales is just keeping up with that rate of change.

Mike Blake: So, you referenced the ’08-’09 recession. That’s a good segue because I want to talk about that. And maybe if you can remember back that far, the dot com bubble of 2000, two big recessions we had before this. Can you remember kind of how did marketing change then and other parallels or important contrast between how marketing changed in the wake of those recessions versus this one? This one truly is different an animal has a lot of us maybe think it is.

Branden Lisi: Well, 2000, I was still in Louisiana. I started my business in ’92. We’re founded in Baton Rouge. We had a lot of industrial manufacturing clients down there. And that section of the world is very much tied to the oil patch. And so, financial metrics around the dot com didn’t impact Louisiana and East Texas quite as much as they did, I think, here in Atlanta. Living through 2008-2009 though, the parallels between those two things is both cases, I would say there was a massive acceleration of the migration of digital. And the digital tools, the digital technologies, and the digital channels as people were trying to figure out how to get technology to generate more leads, create more opportunities or make more connections, or automate those connections with customers because they didn’t have the headcount, because in both cases, you just lost a lot of people that were doing things.

Branden Lisi: And that’s what’s happening today. We have many clients in the world of manufacturing or franchising because of kind of where we’ve built our client base that are using this opportunity to grow. Though they cut headcount, they still have to achieve the same goals or try to achieve the same goals, which means doing the same things, if not more of the things that need to be done. And whether it’s 2000 or 2008-2009, the same kind of dynamics have played out as the expectations have come down a little bit, but not necessarily in line with reality. So, people are just trying to figure out how to get it all done and trying to figure out how to cobble these tools together on top of everything else they’re doing.

Mike Blake: That’s really interesting. I hadn’t thought of that, but that observation makes a lot of sense to me that, at least, in the last recession, you did see an accelerated migration of technology, and you’re doing it here, and you may see it even more widespread because, now, as our food supply chain is being impacted, there’s going to be even more of a clamor to automate because machines don’t get sick and they don’t contaminate food. But that’s really interesting. And are you seeing that now too? And I guess we are, right? We work from home, maybe additional automation by the marketing side. Are you seeing that, too, where there’s now another push to see what can be automated or what can be leveraged in terms of marketing activities and technology?

Branden Lisi: Well, and the core function of marketing, it’s digital marketing, lead generation, which is generally how we get out. If someone says, “I want to get more business and I’m not happy with my sales team’s results, I need to augment that. I want to feed those beast some leads. And I need to figure out how to use digital technology, paid search, paid social, display, whatever it might be to try to get more eyeballs on my brand, start more conversations.” All that’s been done remotely for years and continues to be done remotely.

Branden Lisi: I think in the short term, what some of our manufacturing clients and franchise clients are dealing with is their salespeople can’t go out and do their job. I mean, I think you’re dealing with this as a salesperson or business development guy. I deal with that. You can’t get someone on the phone. You can’t get kneecap to kneecap with people anymore. So, you really are forced to use some technologies that right now, for the most part, is replacing face-to-face, which is the Zoom stuff that we’re using or GoTo Meeting or whatever the platform is. But the underlying marketing technologies behind paid search, paid social display, or if you’re into the long-term game of SEO content marketing or whatever, that’s not really changed.

Branden Lisi: I think where I see this particular crisis affecting the marketing piece is actually on the product development front. And people can’t pivot within six weeks or whatever, but I think where you see innovation is in the product portfolio around touchless, right? It’s not just the marketing stack that we’re talking about. It’s how do we deliver experiences where people don’t necessarily have to touch physically each other or touch things? And those businesses that are so dependent upon a group experience, a restaurant, or amusement park, or a live concert, or a sporting event are really struggling to figure out how to do this and involve the customer experience in a way that keeps people safe because in the past, the crisis was financial. People were going to lose their jobs. People lost their jobs. People-

Mike Blake: They lost wealth.

Branden Lisi: The financial hit, right?

Mike Blake: Yeah.

Branden Lisi: This is a hit where they’re still trying to figure out like who’s going to get sick and how many people are going to die? And six weeks ago, I told my entrepreneur group, I’m part of the EO network, which I know you’re familiar with, I predicted that there would be 20,000 to 50,000 people dying in the next couple of months, and I missed my mark. I predicted that, I think, on March 22nd. And I undershot that. We were over at 80,000 today, right? So, I think the challenge for, not just the marketers, but the companies that the marketers represent or work for is, how do we evolve our product mix to meet the needs of the customer?

Branden Lisi: Because a lot of times marketing gets kind of pigeonholed as – going back to our discussion with your marketing sales – as a marketer, my job is to figure out what we can deliver that people want. And how I communicate that are the tools that everybody assumes marketing. That’s what marketing is. It’s advertising, or sales, or whatever. But really, the job is, as I said, find a need and fill it in. The need now is to be able to create products and experiences where people don’t have to touch stuff. Or products or services that demonstrate or deliver real value.

Mike Blake: Well, let’s touch upon that too. I’m going to kind of rip up the script a little bit because I think that’s a really important point is the word, the term essential business came into the lexicon six weeks ago, right? And I can only imagine if, all of a sudden, the government, and by extension, I guess society, I’m going to keep the ideology out of it, just said you’re a non-essential business, right? And we’re seeing that Elon Musk is already pretty pissed off about this. He’s threatened to move out of California. And as of this podcast, he’s basically given the middle finger to the California government and opened his factory anyway. So, we’ll see what happens there.

Mike Blake: But the notion of what’s essential, right? I think that’s something that now requires a lot of thought. I think it requires a lot of thought not just in what are you offering to the market. And as you’re saying, let me kind of paraphrase back to you, you tell me if I’m crazy, but at the end of the day, you can only market well something that does, at least, some fundamental demand for the market, right? If nobody wants or needs it, the best market in the world, and I don’t know who is in the marketing hall of fame, maybe you or I don’t know, right? But even then, they’re not going be able to do that much with it.

Mike Blake: And I was thinking about this yesterday because I’m starting to write a paper on working capital and. And one of the things that I’m thinking about and I think you’re seeing is companies are also simplifying their product lines. You can’t afford to keep the marginal products going just because, now, you feel like that’s what creates … or at least I think this way, that creates a complete product line. I think, now, in terms of preserving working capital, in some cases, sort of cutting off the limb in order to save the body, it’s not just about staff reductions, but it’s also got to be about product reductions that that product that generates one percent of your process but consumes 10 percent of your time of working capital, that’s part of the equation too, isn’t it?

Branden Lisi: It is. I think so much of that though varies from company to company and culture to culture. In smaller companies, where there is a lot of emotional attachment to the product, for example, it’s your baby, it’s hard to let it go, it’s hard to pivot. Sometimes, it’s hard to see the forest for the trees. In larger companies, sometimes, there’s just momentum that you’re fighting. And also, fear. And I would say that’s kind of, I think, the biggest driver right now that I look at and see that paralyzes people is the fear of uncertainty and doubt about if they make the wrong decision about pivoting. And so, they just don’t do anything. And so, if they kill that product, and then someone else become successful with that product line, it makes them look bad, right? It’s a little sort of fallacy of sunk cost. I think this plays into it, use a gambling analogy.

Branden Lisi: But really, it varies so much from client to client to client in terms of what drives that. But I would agree with you and say companies have to take a hard look at what they’re manufacturing, are they actually making stuff that people want. I used to use this analogy of kind of trying to explain differentiations. You can make the best green grams on the planet, but if everybody wants to draw fire engines, someone’s going to buy your green gram, right? People want to buy what they want to buy. And the types of wealth and luxury and excess, they’ll buy more things than they would when times get lean.

Branden Lisi: And regardless of what’s going to happen in the next year or two, I think you’ve been around long enough to know and lived long enough life to know that this is really unparalleled, right? I don’t think that this is even close to being a 2008-2009 kind of thing or certainly a 2000 dot.com kind of thing because it’s hitting everything, right? It’s not one or two sectors. It’s literally every aspect of your life is being changed and it’s introducing not just product discussion issues, but risk discussion issues.

Mike Blake: Yeah. It’s World War II, the Great Depression, and the Spanish Flu Pandemic all rolled into one nice little burrito.

Branden Lisi: Yeah. And he other part of it too, and I mean, I’m old enough to live through the early stages of AIDS because I graduated high school in 1984. And back then, I mean, nobody really knew what caused it, how you get it. It had some pretty horrible ramifications. It turns out being sexually transmitted or through blood transfusions, it wasn’t this very virulent. But there is the fear that I’m going to get this thing, the fear that my children, as a parent, that’s my big fear, my kids are going to get this and get sick.

Branden Lisi: And then, balancing that with the fear of, “Okay, I have a business. I have multiple businesses to run. And what’s the risk that I want to take on? Do I want to have my businesses open and take on the risk of health? Or do I want to keep my businesses closed and take on the risk of going out of business, which means everybody’s out on the street looking for a job, and has no health care, or whatever it might be? So, I mean, I made my decision a long time ago on all of this stuff because I’m not going to live my life in fear. But I think a lot of people are still grappling with those two very challenging things. I know I’ve gone off on a little bit of a tangent there, Mike. Sorry about that.

Mike Blake: Well, but I think it’s wrong. And it actually does segue into next question, which is I think what I’m wondering as a business owner and as an advisor is as I look at what’s going on today, how much of this is temporary? And there is a rubber banding. And how much of this, whatever this is, I’m being deliberately vague, is permanent, right?. And talking, now, back about marketing, pivoting, how do you tell or how do you make … You don’t tell. How do you make an educated guess that you can kind of live with that that says, “Okay, here are the three things that we’re probably just never going to do again. And let’s let’s kind of just move forward. Burn the ships and move forward. And here are the three things that we’re just gonna kind of put on ice or gonna put in the freezer for a year or two, but it’s gonna come back. So, we’re not going to completely forget about it. We’re just gonna move in the background because we don’t need it right now”? Does that make any sense?

Branden Lisi: Yeah, yeah. Off the top of my head, I think the uncertainty timeline is gonna be tied to, when can I go in and get a shot or take a pill and take away the threat of death, right? When does the fear go away?

Mike Blake: Right.

Branden Lisi: The thing that … and I have always been a student of history. Had I made a different choice in my life, I probably would have been a history professor. I mean, I still read a lot of history. One of the truths about all of this stuff that nobody really talks about is that the threat has always been there. This isn’t a new threat. In fact, millions and millions and millions of people are still dealing with the threat of malaria, and cholera, and dysentery, and dengue fever, and all of these other diseases. We’ve just been sort of this intellectually safe, financially safe health care bubble in the US for a long time thinking that we were invulnerable to all of this stuff. And Mother Nature reminded us that we’re not.

Branden Lisi: So, from the very beginning of all of this stuff, which I should say the first week as I thought through this, I always believed that if I lived hundreds of years ago, I would have been on one of those guys on one of those ships that would have been sailing to try to find the new world. And that had a hell of a lot more risk associated with it than this. I think, what people are going to realize the next … and people are already doing this. People have made the decision that they’re going to agree with Aristotle in philosophy that luck is when the arrow hits the guy next to you, and that they’re all immortal, and they’re going to go out, and they’re going to live their life, and that they’re not going to get sick, and they’re going to take their chances.

Branden Lisi: And that’s not driven … for some people, it’s gonna be driven by some political ideology. But I think for most people, it just comes with a rational, fundamental decision that it’s like, “I got to go live my life. I got to provide for my family,” just like every other generation of humanity has had to do going back to cavemen, right? It wasn’t a rational decision to go out with a spear and try to kill something. It was a risk. So, we’re still doing that.

Branden Lisi: I think in the short term, people who are afraid, going back to the fear issue, I think they’re going to stay away. They’re going to make different decisions. I think the people who’ve lost their jobs, 30 million people, ain’t that what it is right now, that’s a massive chunk. It’s 10 percent of the population of the US just lost their jobs.

Mike Blake: Right. 20 percent of the working population.

Branden Lisi: Lumping all the kids in, right?

Mike Blake: Yeah, well. And so-

Branden Lisi: How many more are not productive right now?

Mike Blake: Yeah. Well, yeah.

Branden Lisi: But going back to try to answer your question about the timeline and what’s going to be put on the shelves, I think, eventually, people are going to want to get back together again and do things together because we’re social animals. We always have. And we’re eventually going to feel more comfortable over time. There’s a lot of fear that’s being pushed out through the channels that people watch. There’s a lot of misinformation being pushed out through the channels that people read, which is also an interesting marketing case study in its own right now.

Mike Blake: Yeah.

Branden Lisi: And eventually people are going to have to make a decision based on what’s right for them. And I think people are going to go back to restaurants. I think people are going to go back to rock concerts. And I think people are going to go back and do the things they always used to do. But I don’t think, personally, it’s going to happen for the next couple of years to a regular degree until there is a magic pill because that’s kind of how Americans operate, at least. I can’t speak for the rest of the world. Americans will take a magic pill.

Mike Blake: So, it sounds like that you’re in the camp that we’ve got what we’ve got now, but this notion that we’re kind of never going back to that doesn’t sound like something you agree with. So, don’t completely cut off those marketing tools because at some point, you are going to want to go back into the attic, open up the chest, dust them off them, and come out again.

Branden Lisi: Yeah, I do. I think companies are going to want to go back, want to present their products in the most efficient way. And some of those people are going to go to trade shows to present their products to buyers. I think people are going to want to go back and live their life to a certain degree the way they’ve always lived their lives because it was a pretty good life. And if you believe the math, which math is all over the place but it’s somewhere around the neighborhood of 97 percent, maybe 95, maybe 98.3, I don’t know, bit the vast majority of people are not going to be substantially impacted by this if you believe the models. The reality, going back to your comment about flattening the curve, is for a percentage of people, they are going to be susceptible to this, and it’s going to be a bell curve within that group of people who go from being really sick to dying.

Mike Blake: Now, let’s say that, and I imagine you probably have clients that are facing this, if you have historically had success with a high, physical touch marketing approach, right, maybe it’s been through conferences and trade shows, maybe it’s not-.

Branden Lisi: Product sampling.

Mike Blake: What’s that?

Branden Lisi: Product sampling.

Mike Blake: With product sampling, right?

Branden Lisi: A lot of food and beverage in my day, right?

Mike Blake: Yeah. And now, that’s off the table.

Branden Lisi: Yeah.

Mike Blake: What are you telling your clients about transitioning? What are you telling your clients to do now?

Branden Lisi: Well, so, most of the clients that we work with right now are manufacturing companies. some sell direct B2B. Others go through distribution outlets or retail outlets and whatnot.

Mike Blake: Yeah.

Branden Lisi: Because you can’t go to a trade show, you have resources, you have budget, you have allocations. You can go online where people are, go find the eyeballs where they are, and start driving more traffic to your website, and investing more in a digital strategy. That’s not just because we do digital marketing. That’s where the eyeballs are. That’s where the customers are today. That’s one of the things I always advise clients is they want to spend their money where it makes the most sense.

Branden Lisi: So, for clients, the challenge when clients need to touch it or feel it, some equipment companies, these guys are engineers or construction people, they want to feel it, they want to touch it. . Right now, all you can do is create virtual experiences, and that’s not always going to be as easy. But it doesn’t mean that you can’t begin to build the pipeline and start working towards that. And that’s what a number of our clients have been doing is using this time to build the pipeline and establish relationships with people who may not be able to close everybody, but you can build the relationships, generate the lead, so to speak. The pipeline might be a little bit longer, but you could sure as heck make the top of the funnel fat right now, especially if you do some digital marketing because there are a lot of people out there trying to figure things out.

Branden Lisi: We have one client whose primary value proposition right now is that they can save you money on IT maintenance. Every company out there that’s got a massive IT spend is looking to save money. So, the value proposition of that particular company is excellent right now. We have another client that sells so much …  it is very dependent, historically dependent upon their retail distribution outlets. They’re using this opportunity to pivot more to a direct to consumer strategy.

Branden Lisi: And one of the things that they’ve balanced, I see this a lot, especially with manufacturers that sell through retailers, they’re afraid … or distributors, they’re afraid of upsetting that revenue cart and angering the money, and they don’t want to put their revenue at risk. But now, because that revenue has been inherently put at risk because people aren’t going into those retail stores, it’s given them an opportunity to go direct. And they’re not a client, but there’s been an interesting development recently. I don’t know if you pay attention to the movie industry, but some of the movies have been able to go direct to consumer now in terms of launching their movies through0.

Mike Blake: I saw that. AMC in particular, was really not happy about that. They went out of their way to attack one of the movie studios.

Branden Lisi: Right. And so, I’m a movie studio or I’m this person that manufactures a product, it’s like, “Well, you can’t sell this for me. I’ve got to take care of my core business. There are people out there that want my product. They’re not going to find it through you. So, I got to go find another way, right. Find a need and fill it. I can’t fill it that same way. I got to fill it a different way.” And that’s going to disrupt a lot of industries. I think the unsettling of established traditional distribution channels, retail and some of those experiential channels are going to take a big hit.

Branden Lisi: And I’m not going to say I’m predicting this exactly this way but while I like going to a movie theater and seeing certain movies, there is only a handful of movies that I really go, “I’m glad I went to the theater and saw that.” There’s a whole bunch of other movies out there that I’m perfectly happy to sit at home in my lovely home theater, and watch it, and pause it when I need to pause it or whatever I need to do. And I could see five years from now, movie theaters, being a little bit like the record stores in the late ’80s and early ’90s, one of those things that is just sort of a relic of a bygone day.

Branden Lisi: It’d be sad for somebody who enjoys going to movies occasionally, but for a movie theater or a movie company to be able to bypass that middleman, and save all that money, and go direct to consumers, and market directly to the consumer, and hit all those desktops and devices, or sell through Netflix or HBO or whatever might be is probably a heck of a lot more profitable. And so, I think, for a lot of customers right now in our space, both … well, let’s just stick with manufacturing, how to go directly to their customers and look at valuating the middleman is a big discussion point. And I see that happening not just in our business, but other businesses where people are beginning to question the middleman because in the margins that they really add value.

Mike Blake: We’re talking with Branden Lisi of Object 9 about changing marketing in a COVID environment. We’ve only got time for a few more questions. So, I want to pick the ones I think are of highest value at this point. And one I want to throw out there is that I think there’s a temptation on the part of many companies to pare back their marketing strategies because there’s a sense of, “Well, nobody’s buying. So, why should we bother selling?” Can you make an argument that this is a time that you could actually go, you could kind of go against the grain or go against the trend, and maybe spend more on marketing while your competitors are retrenching, and maybe strengthen your brand, relatively speaking, and gain some market share? What do you think about that thought?

Branden Lisi: I think you could spend more or you could just spend differently. It’s not a binary choice. Going back to what I said earlier about building the pipeline, you may not always be able to close every deal, but you could set yourself up so that when the economy does start moving again and people start making decisions, you’re in the catbird seat, so to speak, in terms of being the one with the relationship with the people ready to spend.

Branden Lisi: So, for those companies that really haven’t figured out how to do digital, instead of spending the money on some of their traditional venues, i.e. trade shows or whatever it might be, that are going to really bear fruit right now, reallocating that same amount of money towards building out the digital stack that you need or maybe adjusting the staffing resources and skill sets that you have or the mix of internal and external resources, the answer might not be you need to spend more money, though that certainly could be the case. But you certainly should be spending your money differently. And that’s where I think a lot of people struggle because they may not always know how to make those decisions. And that’s where people like us come into play.

Mike Blake: Now, social media, obviously, by necessity/default, is now dominating a lot of the marketing landscape necessarily. There are a set of best practices that were widely accepted and followed, say, prior to February 15th? In your mind, have any of those best practices changed or evolved now in the COVID world? Social marketing, is the best way to use it and leverage it any different now than it was?

Branden Lisi: Well, one of the things I’ve seen, which is … and I feel like maybe it’s just me because it’s getting a little overdone is the whole communicate with empathy strategy. So many people are focusing this message around compassion, and empathy, and whatnot that they’re not even communicating their value proposition of why people should care and buy. So, one one thing I would say is if you are engaged in social media, don’t forget the reason that you’re doing it, if you’re doing it for marketing purposes, is to drive traffic to your website to engage people. So, give them something to engage with and have a call to action, not just tell them that you can sympathize with the fact that they’re stuck at home taking care of their kids. So, that’s one best practice that I would say people need to get back to because I see a lot of marketing material that will not work, man. . It’s just it’s like there’s no way that this is actually going to be effective. But it might be making people feel good to put those messages out.

Branden Lisi: I think one thing that I would also say about social media, the best practice that I want everybody to take from all of this is if you can’t answer the question of who is on the other end of the communication very, very specifically, then you need to stop spending money on your social media. In fact, really, on all your marketing. And really figure out who your primary and secondary customers are. All the marketing, going back to finding a need and filling it, is understanding who that customer is. And I see way too many people, especially in the franchising space, throwing away money trying to attract franchisees, and prospects, and customers without really even understanding who the primary audiences are. And the more nichey, your business is in terms of B2B or whatever, the more specific and more targeted you need to be.

Branden Lisi: So, again, the answer, going back to your comment about should you be spending more, you should be spending more wisely and maybe you need to be spending differently. But absolutely, you need be doing it in a more targeted way.

Mike Blake: Branden, we’re running out of time, but I’m sure there are folks that are listening that had a question that we weren’t able to get to today. Assuming you’re willing to make yourself available, how can people contact you if they want to ask your question directly?

Branden Lisi: They can always reach me through LinkedIn. It’s spelled B-R-A-N-D-E-N L-I-S-I. It’s a good way to get me. You can get me via email that branden@object9.com, or you can go to object9.com and reach me that way. We have a contact form. Those are three really good ways to get all of.

Mike Blake: All right. Well, thanks so much for the conversation, I think there’s a lot of information our listeners are going to find helpful. That’s going to wrap it up for today’s program. I’d like to thank Branden Lisi of Object 9 so much for joining us and sharing his expertise with us. We’ll be exploring a new topic each week, so please tune in, so that when you’re facing your next executive decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review with your favorite podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Brady Ware, Brady Ware & Company, brand strategy, branden lisi, Covid-190, Decison Vision, marketing strategy, Michael Blake, Mike Blake, Object 9, pivot marketing strategy

Decision Vision Episode 66: Should I Fire My Underperforming Employee? – An Interview with Peter Rosen, HR Strategies & Solutions

May 21, 2020 by John Ray

fire underperforming employee
Decision Vision
Decision Vision Episode 66: Should I Fire My Underperforming Employee? - An Interview with Peter Rosen, HR Strategies & Solutions
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Decision Vision Episode 66: Should I Fire My Underperforming Employee? – An Interview with Peter Rosen, HR Strategies & Solutions

If I decide to fire my underperforming employee, how should I go about it? How do I mitigate the risks? Experienced HR professional Peter Rosen joins “Decision Vision” to discuss these questions and much more with Host Mike Blake. “Decision Vision” is presented by Brady Ware & Company.

Peter Rosen, HR Strategies & Solutions

fire underperforming employee
Peter Rosen

Peter Rosen is the Founder and President of HR Strategies & Solutions. Known for his ability to quickly build trust and credibility with his clients and colleagues, Peter Rosen, a thoughtful and practical human resources executive and consultant, has a unique capacity to understand and assimilate into a variety of corporate cultures at different stages of the corporate lifecycle. With over 25 years of experience in both domestic and international companies, he is able to tailor his approach to specific HR situations and translate his larger corporate experience into start-up and growing environments. His contagious enthusiasm and optimism make working with him a pleasurable experience. Peter’s easy-going manner and hands-on approach helps him connect with people, understand their needs, and gain buy in for strategies that strengthen both organizations and individuals.

Peter uses a practical, business-focused approach to HR issues based on both theory and experience. He has built human resources capability and the infrastructure to support it in a variety of environments, from start-ups to Fortune 500 companies in the financial services, consumer products, technology, healthcare, and staffing industries. He has held strategic roles in established companies like The Coca-Cola Company, SmithKline Beecham Clinical Laboratories, Norrell Corporation, Alexander and Alexander, Capital One Financial Services and TeamStaff. As the founder and owner of a boutique human resources consulting firm, he now focuses on helping growing companies establish and implement HR infrastructure and works with their senior executives on strategic HR issues.

An expert in strategic planning, employee relations, independent investigations of employee complaints, executive coaching, business development, culture building, and team building, Peter has made significant contributions to companies throughout his career and has enhanced both individual and team effectiveness. He has developed and executed strategic human resources action plans, improved executive teams’ communication and performance, led the successful integration of acquisitions, worked collaboratively with dozens of labor unions, designed and gained acceptance for new departmental organizational structures, created and implemented new benefits programs, and successfully led change initiatives.

Peter’s reputation is one of integrity, trust, innovation, and common sense, backed up by solid experience, a strong educational background, sound business judgment, and self-awareness. He possesses a Bachelor of Science in Industrial and Labor Relations from Cornell University and a J.D. from St. John’s University School of Law with an emphasis on employment law. Peter is a member of the New York and Georgia Bars and is certified in the Marshall Goldsmith Executive Coaching Process, the Prosci Change Management Process and Tools, and the Myers-Briggs Type Indicator.

Michael Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

supplier diversity program“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

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Show Transcript

Intro: Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional, full-service accounting and advisory firm that helps businesses and entrepreneurs make vision a reality.

Mike Blake: And welcome to Decision Vision, the podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: My name is Mike Blake and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: So, today’s topic is, Should I fire my Underperforming Employee? And we’re getting back to a little bit to normal topics. We still do have a couple of COVID-related business topics that are along the way. But every once in a while, it is nice to, at least, sort of pretend that we’re back to normal. And at some point, this whole thing is going to end. We are going to return to work. We are going to reopen restaurants, and cafes, and bars, and hotels. And God help us, so to actually get back on cruise ships as well.

Mike Blake: But we do have businesses to run. And although something like a quarter of the economy, maybe almost a third has an effect and had the pause button put on on it, that still means that two-thirds or three-quarters of the economy is still running in some fashion. And my hope is that most of you that are listening are in that two-thirds to three-quarters that are still functioning. But if you’re not, we certainly wish you a speedy transition to whatever positive outcome awaits you over the horizon.

Mike Blake: And speaking of positive outcomes, today’s topic is, Should I Fire My Underperforming Employee? And why do I say that that’s a positive outcome? Well, we’re going to learn just how important it is to make a decision as to whether or not an employee is going to make it because one of the things you learn as you as you hire and manage people is that certain underperforming employees represent a disproportionate draw of management, time and energy, employee morale, and overall organizational effectiveness.

Mike Blake: And it actually reminds me of a verse from an Elton John song called Empty Garden, which was put out in 1982 as a song about the assassination of John Lennon. And one of the lyrics that song written by Bernie Taupin is “It’s funny how one insect can damage so much grain.” And an underperforming employee can indeed damage a ton of grain. If you have a hundred employees, and one person is just not making it, it’s more than a 1% in overall effectiveness of the organization.

Mike Blake: And this topic is is particularly poignant today because as I sit here recording this, or we sit here recording this on April 10th, we have seen something on the order of 12 million people in the last four weeks declare themselves unemployed. And that’s probably undercounting because the phone lines are jammed up like a talk show host basically, and you can’t get in. So, all of a sudden, the music stopped, and we found out there are a lot fewer chairs than there are people that want to fill them.

Mike Blake: And then, it’s hard to ignore the reality that almost four years ago, we elected a president, whether you love him or not love him, the fact of the matter is his claim to fame in the last 20 years has been the catchphrase, “You’re fired,” right? And I think that has created a lot of mystique around him and really shows just how important it is to fire people, the right people at the right time because I think a lot of the appeal of that catch phrase and the show, The Apprentice, is that everybody has worked with somebody in their career that just is desperately begging to be fired.

Mike Blake: And when they’re not, and when it takes a long time for that person to be fired, if they ever are, I mean, the Peter Principle would say that they’re promoted, but that person can be so toxic to the organization. And people who’ve had to live with, work around accommodates somebody who just is not a constructive part of the team, whether it’s due to personality, temperament, professional competence, or some cocktail of the three, that makes life miserable for people who come to a job every day that they otherwise like.

Mike Blake: And I think it’s that visceral connection with having to put up with somebody who doesn’t belong in the organization, but the people who are running the organization may not necessarily be as be close to that situation. And so, that scenario is allowed to fester. And therefore, when you see that play out on TV, I think there are a lot of people that sort of stand up and cheer. Now, I’ve never actually seen the show. I’m sort of going on on what I’ve heard about it, but I do think there’s something to that mindset and, we’ll see how it goes.

Mike Blake: Joining us today to help us kind of work through this is is Peter Rosen. And I’m so glad we have him on. And now I’ll introduce him formally in a second. But firing an employee is a traumatic experience, right? Even though it’s necessary. I think any cancer patient – and I have not been one, thank God – will tell you that that exercising and removing a tumor, particularly if it’s of any size, is a traumatic experience. It is painful. It can take a long time to recover from that. And even though it is necessary for the ongoing health of the body, it is still a difficult thing to do.

Mike Blake: And it probably should be a difficult thing to do. I don’t think it’s a good idea for businesses or employers to take a cavalier attitude to firing people. That’s not a good idea either because it creates a highly politicized environment in the organization. It leads to mistrust. It leads to management by fear. And management by fear can work for a small amount of time, but it generally does not work well in the long run. And I’m highly suspicious of anybody who claims that they’re very comfortable firing people. It usually means they’ve done that a lot. And if people find they have to fire employees a lot, the problem may not lie with the employees. But we’ll get to that in a second.

Mike Blake: So, joining us today is my friend, Peter Rosen, who is President of HR Strategies and Solutions, a boutique consultancy firm addressing the unmet human resource and organizational needs of companies from startups to large organizations. Human Resources Strategies and Solutions provides human resources, leadership and expertise. They enable growth, improve efficiency, and prevent problems. From human resource strategy development to human resource recruitment, they do it all. Their clients recognize the importance of having a strong culture resulting in an aligned, motivated and engaged workforce. They’re committed from the very top to doing the right thing and to doing doing things right.

Mike Blake: Known for his ability to quickly build trust and credibility with his clients and colleagues, Peter Rosen, a thoughtful and practical human resource executive and consultant, has a unique capacity to understand and assimilate into a variety of corporate cultures at different stages of the corporate lifecycle. With over 25 years of experience in both domestic and international companies, he’s able to tailor his approach to specific HR situations and translate his larger corporate experience into startup and growing environments. His contagious enthusiasm and optimism make working with him a pleasurable experience. Peter’s easygoing manner and hands-on approach helps them connect with people, understand their needs, and gain buy-in for strategies that strengthen both organizations and individuals. But he’s going to bring the goods today. Peter, thanks so much for coming on the program.

Peter Rosen: Oh, you’re very welcome. Thanks for mentioning that. I wasn’t going to miss this for for anything.

Mike Blake: So, before we get started, I noticed something today as I was preparing for the show. You and I have something in common, and that we are both big east guys. You actually hold a Law Degree from St. John’s University, do you not?

Peter Rosen: I do.

Mike Blake: So, you and I harken back to the days of big east basketball actually meant something. I’m a Hoya myself. So, we go back to the days of Chris Mullin and Patrick Ewing battling it out in the Big East. Later, Alonzo Mourning and so forth. But that was a different time. So, do you find that your law degree comes into play at all anymore with what you do in human resources?

Peter Rosen: Yes, absolutely. It was interesting because when my career got started, I was actually a trial attorney down here with the federal government, with the Equal Employment Opportunity Commission.

Mike Blake: Oh.

Peter Rosen: And I was a litigator. In a sense, litigating charges of discrimination brought by employees of companies like Georgia Power Company, a lot of the big organizations back at the time. And unbeknownst to me, there was another large corporation here called the Coca-Cola Company who was beginning to experience some of the strains of discrimination, affirmative action, and they were looking to start, at at the time, it was called an EO department. And somebody reached out to me, and I interviewed, and I got hired in the position, ended up being in the HR department, not the legal department. So, over the years, I have always kept up my legal knowledge. And I was a member – I’m, now, I’m inactive member of the bar because I get a lot of referrals from employment lawyers. And so, I don’t compete with them whatsoever. But I think my last five years at Coca-Cola, I was the head of HR for Europe and Africa. So, that’s how I got into the human resource piece of things.

Mike Blake: Well, I’ll say I did not know that. So, I’m glad you brought some color to that. So, you’re a bigger expert than I thought. So, again, thanks for coming on the program. The first question, I want establish kind of a foundation here for the rest of our conversation. And so, let’s start off with this. Why do companies find or managers find that they have to fire people?

Peter Rosen: You have about two hours for me to list the reasons why companies could decide to fire somebody.

Mike Blake: I’ve got the time if you do. It’s not like there’s a restaurant we can go get lunch at.

Peter Rosen: That’s why I have my coffee right here next to me. It could be anything from performance, a bad hire. The company made a mistake in hiring. It could be the person is a total jerk, which, by the way, is very often, the reason why companies would fire somebody. They could be toxic. They could be a bully. They are violating company policy. They could be sexually harassing. So, there are just so many reasons why a company would want to or choose to fire somebody.

Mike Blake: And the common thread among all those things is that they pose an effective, clear and present danger to the ongoing viability of the companies. Is that a fair way to wrap that up?

Peter Rosen: Yes. And the smaller the company, the bigger the impact. With larger companies, a lot of these toxic employees or poor performers may be in a particular department, the accounting department, marketing department. So, that’s the group that typically would be impacted, but it’s not the whole corporation.

Mike Blake: So, most the people that I interface with, work with, worked for, to a person, thankfully, I think they find it very difficult to fire people. We’ll come back to why that isn’t necessarily the best thing in the world. But does anybody find firing easy?

Peter Rosen: I would hope not, first of all. I would hope nobody finds firing-

Mike Blake: I am going to guess it’s the odd psychopath out there that just sort of just likes firing people, I guess. But I think people approach firing from a place of a lot of consternation, right?

Peter Rosen: A very insecure boss or ego-driven person, actually, would probably enjoy it. but it’s their only way to avoid conflict or avoid challenge because they’re insecure. That’s when they may like doing it.

Mike Blake: So, for those of us who are maybe – I don’t want to say those of us. It gets misinterpreted. What are the dangers or risks of firing somebody? I want to ask this sort of a two-dimensional perspective. One is, what do most people think the dangers and risk of firing someone is or are? And then, what are they in actuality?  Are the risks and dynamics of firing somebody, in actuality, do they meet up with kind of the anxiety that somebody feels before they’re going to pull the trigger on that?

Peter Rosen: It really depends on how the firing occurs. And there are risks to firing somebody. There are probably greater risks to not firing somebody if, in fact, it’s appropriate. And we can get into it later, the different ways you can accommodate somebody that you want to fire. But given our legal environment and the risks of that, there are ways to address it to minimize but not eliminate the risks.

Mike Blake: So, there’s a widely used expression of hiring slowly and firing quickly. I think I heard it coined out in Silicon Valley, but that may not necessarily be the origin. But can you describe kind of what that means? I’m sure you’re familiar with the expression. And do you agree with that philosophy?

Peter Rosen: I am familiar with the expression. I generally do agree with it. The most important thing is the hiring process. And I work with a lot of my clients on developing a more robust hiring process to really better assess candidates, to really understand what you are looking for for a person to bring to the organization. And we don’t slow it down, but we make it very robust. And I’m actually involved in the final interviews with a lot of my clients. And I also make it very clear that the CEOs and business owners agree that the hiring manager is the one that’s actually responsible for the decision to hire. What the process is doing is giving them more information and more data on which to make their decision. And they’re not doing it based on they just like the person or they’re referred by somebody. So, it’s a very thorough process.

Peter Rosen: So, that’s where the term comes, “Hire slow, fire quick.” Now, fire quick seems a little – I’m not sure I agree with that terminology, but I have been a student of terminations and firings pretty much my whole career. And there are studies out there too where when any time there’s a big change in an organization, or you ask a business owner or a CEO, “Okay, you’ve had a great career. What would you have done differently in your career? What would be one of the biggest mistakes or things you would have done differently?” And inevitably, it’s, “I should have gotten rid of certain people a lot quicker.”

Mike Blake: Now, interesting. On the hiring practice, I thoroughly agree with that practice. Even when I bring in somebody that is as junior, very junior in our organization, I still do like to have them meet a lot of people. And so, my colleagues do look at me like I’m an escaped mental patient when I’m using partner time to have them interview and spend a day for what is in effect an entry level position. But I agree with your observation. Just having different perspectives, different information, lots of information, I think makes the likelihood of a successful hire so much greater.

Mike Blake: And you also you also learn something about an applicant to when you take a slow hiring process, I think. And maybe this will be a different topic in a program, but I think you learn a little bit about how committed the employee is to pursuing the process, your learn about their patience, you learn about their mental toughness and their mental stamina, you learn about their emotional stability. And I think you correctly point it out, it’s not about hiring slowly but it’s about hiring thoroughly. But hiring thoroughly necessitates slowing things down just a little bit, I guess.

Peter Rosen: Yes. And again, it becomes very logistical. You can move fairly quickly because I have found, again, for the hiring manager, the debriefing sessions because, also, I am a big advocate of what I call group interviews – more than two, or three, or four people from the company interviewing the candidate at the same time. [1], that’s more efficient. [2], it avoids a candidate going from person to person being asked the same questions by people that are not really very good at interviewing. And that could turn off a good candidate to the company.

Peter Rosen: The other thing too is that there’s an exercise we can get in to later that I work with my business owners and executives. It’s called the ABC Exercise. But let’s just, for now, an A player is your top player, he person that represents the culture, they’re performing, everybody loves working with them. The only people you want in interviews are your A players because the B and C players are going to end up being threatened by good – and it comes across. It’s amazing how it comes across in an interview where they start challenging the person, and it becomes very uncomfortable. So, setting up the hiring process is the key to reducing the need to fire people.

Mike Blake: So, I think in most cases, and we’ll talk about the other scenario in a second, but in most cases, the decision to fire, usually, comes. And, again, we’re talking about firing somebody for underperformance, not because of economic necessity that just creates a mass layoff scenario but for performance. Most companies do try to give an employee an opportunity to make corrections before firing them. Part of that, I think, is a legal consideration. Part of that, I think, is a good business practice. In your experience, how much time or, for lack of a better term, how much rope should you give an employee to make those corrections before you decide, “Well, this just isn’t going to work out. We got to make a change here”?

Peter Rosen: It really depends on the performance issue. Let’s use an example of somebody that is just has a history of getting things, projects, or whatever part of a project they’re working on late. They’re late in getting things done. They don’t meet deadlines. That is worth confronting directly saying, “From now on, if you’re not going to meet a deadline, you need to let us know,” because they hadn’t been letting them know, and you’re basically on final warning ’cause we can’t afford. It’s not fair to anybody else. You give them the chance. You give them whatever meager, 30 days. And the first time during that 30 days, if they’re late, you say, “Listen, we already warned you. It’s time to move on.”

Mike Blake: So, that brings to mind, the depends, I think, brings to mind different scenarios. One scenario, it seems like, is there’s an issue of performance in terms of how you go about your business. That’s sort of behavioral, right, whether it’s time management, whether it’s communication, as you point out here. And then, there can be underlying issues where maybe the person has good “work habits,” but maybe they don’t have quite the skill set that you thought they did when you interviewed them and they walked through the door, right? Maybe there’s a flaw in interviewing, or bad job description, or something happened, right? And maybe the issue is … or maybe it is a behavioral issue but training is required. Does that timeline get altered perhaps if it’s an issue that you think might be remediated with training versus, “Hey, this is not going well. Fix it”?

Peter Rosen: If it is a particular process or skill set that training could lend itself to, as long as the person has a good attitude, it’s worth trying it. But if the company made a mistake in hiring the person, they thought the … and this happens a lot in smaller companies. They thought they were really looking for this when, in fact, they really needed that. And if they made a mistake, what you do is you sit down with the employees and, “Listen, this is not working out. We want to be fair to you. We’ll give you 30 days of severance to help you look for another role, but we do need to part ways.”

Mike Blake: So, let’s go back to the first issue where there’s a fundamental issue. It’s not necessarily a hiring mistake, but it’s something that is fundamental to the way the employee approaches their job. And if you’ve done things right, you’ve issued some kind of warning. There’s been some kind of review process that makes it known to the employee that there’s, I guess, for lack of a better term, an effect on notice. I’m curious, in that scenario, how often is it that employees actually then take that and are able to make the meaningful corrections that stick versus once you get to that point, do a lot or most employees really kind of never make it? Does that question make any sense?

Peter Rosen: Yeah. Well, I think statistically, and I will not swear to this, but statistically, for my experience, I would say more employees don’t make it than make it. And again, I work with-

Mike Blake: That’s my belief too.

Peter Rosen: And I think, probably, if there’s data out there, and there probably is, it’s going to support that. With performance reviews, and I work with a lot of my companies too, and there are a lot of good performance reviews systems out there or HR systems that have performance reviews built into them. And one in particular, which I really like, but it includes quarterly peer feedback, and it is so eye opening to hear the peers talk about it. You sit down, you’d be subtle and be discreet. You can say, “Hey, Bob said this about you,” but it gives the manager, “Hey, wait a second. This person has really not been working well with the graphics department,” or this and that. And then, you have to deal with that. And if it’s not addressed, then, again, I think most times, it’s not. I mean, it’s addressed but not corrected, then you have the documentation and the reason to make the move.

Mike Blake: And I want to touch upon something that you mentioned because I think this is very important. When it becomes necessary to fire an employee, and if he can’t look back and do a postmortem, if you will, or after-action analysis, how often is it that the employee may well have been fine, but the employer just simply made the wrong hire? Maybe they made a poor evaluation, they didn’t ask the right interview questions, or maybe they just tried to take shortcuts. Talking again about hiring too quickly. Maybe they didn’t do the diligence, such as checking references. How often is it the company’s fault that they’ve got a square peg in the round hole?

Peter Rosen: I would say it happens frequently.

Mike Blake: And do you agree that that happens frequently because … is it because … I mean, a few reasons. And sometimes, I see this, there’s a danger of, even in my own firm. I’m not going to tell you that it’s actually true, but I know there’s a danger here.  Does it happen because when you feel like you’re understaffed that people think about just sort of the warm body, and we’ll figure it out, or do employers have underdeveloped talent acquisition  skills or some other systemic issue within the firm that leads to these outcomes?

Peter Rosen: I would say that there is a lacking of recognizing the importance of doing it right. I mean, a lot of the type, especially in professional service firms like you, like your firm, there are a lot of people, a lot of consultants, and I worked for Capital One for a number of years, and they were made up of all these McKinsey and Boston Consulting Group people that got paid to be right. And when the hiring decision, when somebody in a professional services firm, they just trust their own judgment rightfully or wrongfully. “I’m right. I made my assessment,” and that value, the input that they would get from so many other sources. They just want to get it done. And then, when it’s on the back end, that’s when the problems occur. And another benefit of having a little more robust hiring process is you give the candidate more time to really see the culture in the organization. So, they ultimately can make a better decision for themselves.

Mike Blake: I think there’s a lot too. I think there’s there’s a lot to that self-selection. I think it comes in two places. One, if you’d like a candidate to kind of withdraw if they see that there is not a good fit in advance. And I also think, going back to the negative review,  I would like an employee, particularly if the employee thinks are doing a good job, right, and then you tell them that they’re not, I would like to see an employee then kind of put their resumé out on the street at that point because it’s one thing. And the people who can’t be self-aware and you say, “Hey, look. You’re not doing things one, two and three. You need to fix them.” And there are people that will deny and say, “No, I’m doing a great job.” No, you’re out of order. But on the other hand, there are people that say, “I think I’m okay. But this, really, is a warning shot. And maybe I’m just going to make everybody’s job easier and find a better fit for myself.” Do you think there’s something to that?

Peter Rosen: Yes, it happens very often. And I have a couple of clients, those owners or the CEO will work with somebody and say, “Listen, you’re a good person. This is just not working out,” they’ll start looking for a job. Maybe we’ll limit their function a little bit because we don’t want them to continue where they’re not performing and do the right thing. And especially when other employees in that organization really know that this person has been trying hard, they’re a decent person because every time you fire or don’t fire a person, there are a lot of repercussions within the organization.

Mike Blake: Yeah. And in our industry in accounting, we have a term called counseling out. For the most part, we try to avoid the Dr. Evil scenario where you push a button and the person just adheres through a trapdoor on the floor, and there’s fire that sort of burns them on the way out, but we try to have that conversation and say, “Look, for whatever reason, it’s not working out, but let’s do this discreetly and give you some time to find something new,” ’cause it’s easier to find a job when when you already have one. And it doesn’t mean the person’s a bad person.

Mike Blake: In our industry, public accounting is hard. And public accounting, particularly for a busy season, the mental and physical rigors of 55 plus billable hours from January 1st to April 15th, that is not for everyone. And for some reason, entry level, you may think you’re ready for it, but you don’t know if you’re ready for it until it actually happens. And for other people, maybe you’re ready for it when you’re aged 23. But then, you’re aged 27, you’re married, and you have a kid, life changes, right? And maybe you have decided that accounting is not going to be your thing. You don’t want to take part. It doesn’t make you a bad person. It doesn’t make you incompetent. It just means that a mismatch has developed from the demands of the job versus what you’re able and willing to provide to it. And so, I think that model of counseling people out, I think, is one that works well for us.

Peter Rosen: There is so many different ways to have a person leave. And that’s why it becomes so situational and so dependent on the organization, the culture, the person. And you remember, I know you remember Jack Welch.

Mike Blake: Yeah.

Peter Rosen: And Jack Welch had this matrix. Yeah, I think it was called the Culture Performance Matrix. And like if you have an employee that was performing really well, and they were really a great guy that they lived the culture, that’s a no-brainer, that person, you need to figure out a way to keep them. Then, you have, on the other hand, the person that’s totally underperforming and they’re a jerk, that also becomes very simply, you get rid of them. The questions, the difficulty becomes the person that is – and this happens very often in sales, they’re a rainmaker, performing like gangbusters, but they are abusive, they’re toxic, they have high turnover. I mean, I don’t find it that difficult, by the way, to make that decision, but a lot of business owners who’s dependent on the revenue would have some difficulty making that decision. And then, there is the person that is really, again, lives the culture, accepts the values, everybody loves working with them, but they’re just in the wrong job. That’s the person you give another shot to to try to find another role for them.

Mike Blake: Yeah, essentially, you’re bringing up the sales role because it’s so hard to walk away from revenue, right? The key worry, I think, in every business leader’s mind is, “Am I going to be generating enough revenue?” The thing that I wake up every morning worried about is, do I have enough projects to keep my people busy, and engaged, and to generate ROI of our department? The thing worry about when I wake up in the morning, the thing I worry about before I go to sleep at night. And in addition, because it’s so hard to hire a competent salesperson, I do think that employees probably wind up giving salespeople a lot more leeway than, perhaps, they should because of the perceived scarcity of that skill set of someone who can actually sell and wants to do it.

Mike Blake: But that other part of the matrix brings a question up that I want to ask anyway. So, it’s a great segue, which is what about the employee that isn’t an obvious fire, right? That’s in the lower-left hand quadrant, but it seems like a worthwhile person has sort of the right attitude, is smart, are there realistic alternatives to firing that person? Maybe it’s finding him a new job. Maybe it’s additional training. Maybe it’s something else, right? Are there other alternatives that can be looked at, so that you can salvage that asset?

Peter Rosen: The answer is yes and no. On my website in one of my articles, and I didn’t write the article, but I’ve contributed towards it, it was called the Transfer Trap. And back in the old day, and I think it’s still occurring now, if somebody was an issue, they just moved him to a different department and let that other department deal with it. That’s usually in larger corporations. That’s the transfer trap. And that person, because they didn’t want to fire him because they were uncomfortable, conflict-avoidant, or fearful of legal risks, whatever the reason may be, all you’re doing is taking a toxic particle and exposing it to more parts of the organization.

Mike Blake: Yeah. So, just shifting a problem from one person to another, basically. And maybe because you don’t have the guts to pull the trigger yourself.

Peter Rosen: And back in the day, and I hope it’s not done as much anymore, but the receptacle for problem employees was HR.

Mike Blake: Yeah.

Peter Rosen: And if you remember, during the FBI issue, I don’t know, three years ago, it was struck or something, one of them was taken out of his role and was assigned to the human resources department.

Mike Blake: Really?

Peter Rosen: Yes. So, I guess it still occurs.

Mike Blake: Interesting. So, one of the things that I think most business owners and executives are familiar with, at least, is the need for some kind of documentation prior to firing an employee, right? Because there is some legal exposure that we have to be aware of. You’ve been on the prosecuting end of some of that as I just learned at the start of this interview. How much documentation do you need to protect yourself prior to firing an employee?

Peter Rosen: The most documentation that you need is consistent for every employee that gets terminated. The amount of documentation also decreases the higher up you are in the organization. If somebody is performing more day-to-day tasks that can be measured, then you need to document not getting things in on time and things like that. But as long as you end up letting the person know, and you’re consistent in how you apply it through all your organizations with all your people, you should be fine. That doesn’t mean you’re not going to get a charge or a lawsuit against you, but the point is you’re just doing it the right way. And the higher you are, usually, it’s a personality issue, it’s a bullying issue, it’s communications issue, it’s more interpersonal the higher you go, typically.

Mike Blake: So, now, in an ideal world, you want to kind of have some sort of documentation that presumably describe … again, you’re talking about having a consistent firing process. I imagine, also, there’s some documentation to document that you have communicated concerns about performance prior to firing somebody, right?

Peter Rosen: Yes.

Mike Blake: And it’s important to point out that a lawsuit is always … I think a lawsuit is always a risk, right? Because at the end of the day, all you need to levy a lawsuit is a lawyer and a judge is willing to take the case. And if you get those two things, it can be a lawsuit regardless of the merits of the case. It’s rare to get them dismissed. But what if you don’t have the documentation? And that may arise for a number of reasons, and I want to get to one in a minute, but maybe you’re just a small organization or maybe you just, frankly, are not that great at HR, or you’ve expanded very rapidly and, again, you just don’t have the documentation, does that mean that the problem employee gets a free pass because you don’t have the documentation to back it up, or you have to wait until documentation can catch up? And if you’re in that position, what is that decision process look like now?

Peter Rosen: Okay. Well, since the company put themselves in that position, you have to adapt. And one way to adapt is saying, “Okay, do I want a lawsuit or an EEOC charge, whatever it may be – age, race, sex, whatever it may be, or do I want to pay some severance pay and offering this person knowing that, ‘Hey, I screwed up as a company, therefore it’s going to cost me, but it’s going to cost me a lot less than if I have to deal with a lawsuit?'” So, you just have to pay for it in a different way.

Mike Blake: So, I want to ask a question about a so-called zero tolerance policy. And I think we’ve heard that term a lot in the in the Me Too Movement, but you hear that you hear the term pop up a lot elsewhere. And the question I want to ask is this is, is a zero tolerance policy truly sustainable or more than anything, is that just sort of a buzzword that, in reality, gets nuanced somewhat?

Peter Rosen: Probably. Now, there is a niche of my business that I had not mentioned, which is I do a third-party, independent investigations of employee complaints.

Mike Blake: Oh.

Peter Rosen: Because of my background and whatever, I’m brought either by the employment lawyer themselves or by the company. So, as you mentioned, zero tolerance. If there is an allegation, zero tolerance can go as far as an allegation of can you get rid of them. But that, to me, is a horrible culture of the organization. What you do is you take an allegation seriously. You have it investigated either internally or through somebody like me. And then, I would end up making a recommendation, a third-party recommendation, because very often you’re going to find out that this was an isolated incident or there’s a pattern of it. So, you’re really not dealing with zero tolerance. Actually, the investigation is enabling you to dig deeper into the pattern or lack of pattern. So, I don’t agree. I don’t support in any way zero tolerance. But if somebody is found to have done something egregious after you’ve investigated it, then I would definitely support termination.

Mike Blake: Peter, so, what you’re talking about is interesting because I hadn’t I really thought about it this way, but I think it makes sense. When companies use the term zero tolerance policy, what they really mean is presumption of guilt on the part of the person that’s accused. And that’s not the same thing necessarily. I mean, I guess it is a zero tolerance policy but it’s a hyper zero tolerance policy as opposed to a much more more constructive application of zero tolerance policy in which there’s an actual fact-finding process and trying to ascertain whether or not there actually is merit to the accusations rather than just simply assuming they’re true and firing somebody, creating exposure that you don’t necessarily need to do.

Peter Rosen: It’s a company that is committed to taking employee complaints or allegations very seriously, but yet, at the same time, will bring in an independent investigator to dig deeper and provide the company with the facts that they need to know the weather on how they’re going to respond.

Mike Blake: So, we’re going to wrap up here. We’re running out of time. I want to be respectful. I know you have a lot of other things you got to do today. But a question I want to make sure that I sneak in here is, should you fire an employee for one mistake? We’ve seen the TV shows, somebody makes one mess up, and they wind up getting let go. Does that happen? Is there a case for that to happen in the real world? Or is that just something that makes good TV theater?

Peter Rosen: It’s like anything else, it depends. But generally, my answer would be we all make mistakes. Now, if somebody makes a mistake, and it’s an obvious mistake, and they don’t have the emotional intelligence, or the self-awareness to accept the fact that they made a mistake and learned from it, that’s a whole other issue. So, I would generally say no, firing for one mistake. Again, it’s an outburst where somebody punches somebody in the workplace, that is probably a determination for one mistake is appropriate.

Mike Blake: Yeah. So, as we have this interview on on April 10th, 2020, we’re in an unprecedented economy and unprecedented labor market, and one that there’s a lot of imbalance. As I mentioned at the outset, we have a lot of people that suddenly found themselves jobless through no fault of their own or even their businesses. And on the other hand, if you’re in the right industry, you cannot hire people fast enough and there’s a perception that maybe you do need just sort of warm bodies. In that kind of environment, does that change the firing dynamics in any way? Does an underperforming employee perversely have unusual leverage because you just sort of have to have a pair of hands doing things? So, what’s your view on that?

Peter Rosen: I would be consistent to the culture that you’ve been wanting to have in your organization. And again, it varies. The answer to that question really varies on the level of the employee. Now, if you were talking about a customer service rep that is maybe not as fast or as efficient as you would like because it’s so difficult to find people, then maybe you put up with it for a while. But if you have a manager of a call center or a manager of customer service reps that is not a very good manager and causing turnover, I would still you act and you address that situation.

Mike Blake: Peter, it has been a great conversation. I think our listeners are going to get a lot out of it. Everybody wrestles with this problem from from time to time. The only people who doesn’t is somebody who’s never managed, or fired or hired somebody. If somebody was to learn more about this topic, maybe get some advice from you, how can they contact you?

Peter Rosen: Well, there are two ways. The two best ways would be my email address, which is peter.rosen@hrsas.com. And my website is hrsas.com.

Mike Blake: So, that’s going to wrap it up for today’s program. I like to thank Peter Rosen of HR Strategies and Resources so much for joining us and sharing his expertise with us. We’ll be exploring a new topic each week. So, please tune in, so that when you’re making your next executive decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review with your favorite podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Brady Ware, Brady Ware & Company, firing, firing employees, HR, HR Strategies & Solutions, hr strategy, Human Resources, Michael Blake, Mike Blake, Peter Rosen, terminating an employee

Decision Vision Episode 65: Should I Have a Supplier Diversity Program? – An Interview with Stacey Key, Georgia Minority Supplier Development Council

May 14, 2020 by John Ray

supplier diversity program
Decision Vision
Decision Vision Episode 65: Should I Have a Supplier Diversity Program? - An Interview with Stacey Key, Georgia Minority Supplier Development Council
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Stacey Key, CEO, Georgia Minority Supplier Development Council

Decision Vision Episode 65:  Should I Have a Supplier Diversity Program? – An Interview with Stacey Key, Georgia Minority Supplier Development Council

Should my company develop or formalize a supplier diversity program? How does a supplier diversity program build my own company’s value? The answer to these questions and more are answered by Stacey Key of the Georgia Minority Supplier Development Council in a conversation with host Mike Blake. “Decision Vision” is presented by Brady Ware & Company. (This episode was recorded March 13, 2020)

Stacey Key, Georgia Minority Supplier Development Council

supplier diversity program
Stacey Key, CEO, Georgia Minority Supplier Development Council

Stacey Key is the President and Chief Executive Officer of the Georgia Minority Supplier Development Council (GMSDC), the leading authority on supplier diversity and minority business development in the state of Georgia. Key has more than 20 years of corporate experience in sales, marketing, operations and customer service at global brands like IBM, AT&T, Schlumberger and Samsung Telecommunications.

Prior to joining the GMSDC, Stacey was responsible for leading nationwide marketing efforts at Samsung Telecommunications as its Marketing Director. She also served as Vice President – Public Sector for Schlumberger, the world’s leading supplier of products and services to the oil and gas industry. She is an accomplished entrepreneur, with more than 15 years of experience at the helm of a successful family business.

Stacey has been recognized as a leader throughout the state for her career accomplishments and community service. Some of her awards and honors include: the 100 Influential Women to Know by Engineering Georgia, Who’s Who of Black Atlanta, the Business Advocacy Award from MARTA, the Atlanta Business League’s 100 Top Women of Influence, Diversity Plus Magazine’s Top 25 Women in Power Impacting Diversity, the Black & Latino Council’s Global Commerce Award, and the DeKalb Chamber of Commerce Apex Small Business Champion Award.

Key earned a Bachelor of Science degree in Business Administration and Computer Science from Western Kentucky University, and an MBA from Kennesaw State University. She holds a certificate in Mergers and Acquisitions from Kennesaw State University and is a graduate of the Leadership Atlanta Class of 2014. Key is actively involved in the community and serves on numerous boards of directors, including the Georgia Department of Transportation, Georgia Chamber of Commerce, the Midtown Alliance and the Renew Atlanta Infrastructure Bond Advisory Committee. She is the proud mother of one daughter who is a college student.

You can learn more about the work of the GMSDC on their website, and you can also find them on Twitter and Facebook. To get in touch directly, call them at 404-589-4929.

Michael Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

supplier diversity program“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full-service accounting and advisory that helps businesses and entrepreneurs make vision a reality.

Mike Blake: [00:00:20] And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:39] My name is Mike Blake, and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia, which is where we’re recording today. And as of March 13th, when we were recording this, we are not yet under quarantine. Brady Ware is sponsoring this podcast. The beauty of being a podcast. I guess you probably could do it under quarantine. If you like this podcast, please subscribe on your favorite podcast aggregator. And please consider leaving a review of the podcast as well.

Mike Blake: [00:01:12] So, today, we’re going to talk about implementing a supplier diversity program. And I think most people who are listening to this podcast have heard that term before but may not know exactly what it is. I think they don’t know exactly what the benefits are in providing one, and then how you actually go about doing it. It is not necessarily as simple as saying, “Hey, I want to give people of color a chance to supply stuff for my business.” And I think it’s a little more complicated than that.

Mike Blake: [00:01:45] And also, in order to make it a sustainable exercise, it needs to go beyond a purely socially motivated activity. At least, I think that’s the case. We will find out. I am not an expert on this. And as we do on our program, I invited somebody who is an expert on this. And joining us today is Stacey Key, who is President and CEO of the Georgia Minority Supplier Development Council. Stacey has more than 20 years of corporate experience in sales, marketing, operations and customer services at global brands like IBM, AT&T, Schlump Berger, and Samsung Telecommunications.

Mike Blake: [00:02:20] Her educational accomplishments include a Bachelor’s Degree in Computer Science and Business Administration from Western Kentucky University, her MBA from Kennesaw State University and the Regional Leadership Institute in 2018. Stacey sits on the boards of the Georgia Chamber of Commerce and the Midtown Alliance, and as a graduate of the Leadership Atlanta Class of 2014, the best class ever, where she is my classmate.

Mike Blake: [00:02:47] In 2018 and ’19, Stacey was named to the list of 100 Influential Women to Know by Engineering Georgia Magazine, was named to the Atlanta Business League’s 100 Top Women of Influence, and received the DeKalb Chamber of Commerce as APICS’ Small Business Champion Award. She has many more awards. Her trophy case looks like Michael Jordan’s. But we don’t have time to go through all that because we have a topic to discuss. Stacey, thank you so much for coming on the program.

Stacey Key: [00:03:12] Michael, thank you so much for having me. Wow. Listening to myself. I don’t really know that person.

Mike Blake: [00:03:20] So, you’re head of the Georgia Minority Supplier Development Council.

Stacey Key: [00:03:26] GMSDC, it’s actually called.

Mike Blake: [00:03:26] Okay, GMSDC. And it’s Georgia’s leading small business development supplier diversity organization. it’s been around a long time, hasn’t it?

Stacey Key: [00:03:35] Actually, thank you for that lead-in. We’re celebrating 45 years this year. And it’s been a journey, I will tell you. And a little bit about it, if I have the liberty, a little bit about our history.

Mike Blake: [00:03:45] Please, please.

Stacey Key: [00:03:45] … and our pedigree, 45 years ago, if you can imagine, corporation, the Coca-Cola Company and some other major corporations, WesTrac, which was then MeadWestvaco, Cox was involved, Delta involved, AT&T, Southern Company, Georgia Power, these companies came together and decided that they wanted to open up their supply chain and be more inclusive. And so, they led the charge to form this non-profit organization to help them in doing that. Again, there were other major corporations at the table at the time, but they saw the long-term vision and value and, actually, return on investment to their shareholders of expanding their supply chain to include others that can bring innovative solutions and products to the table.

Mike Blake: [00:04:35] And you have quite a bit of corporations that are engaged with you right now, isn’t it? What’s the number?

Stacey Key: [00:04:41] We have over 400 corporations. And all the ones you know and love here, of course.

Mike Blake: [00:04:45] Yeah.

Stacey Key: [00:04:45] You’re a Southern Company, Georgia Power, UPS, the Coca-Cola Company, Home Depot, Cox obviously, Delta Airlines, everybody, NCR, AT&T. All those you know and love are engaged, and involved, and have a commitment, again, to drive shareholder value by opening up that supply chain to include others.

Mike Blake: [00:05:08] And roughly how many minority business suppliers are there that are kind of under your tender caring stewardship?

Stacey Key: [00:05:15] I love that tender caring stewardship. We have over 700 minority businesses throughout the great State of Georgia that are involved and certified through us. And let me take a minute to tell you a little bit more about GMSDC. And so, corporations formed us. And so, are our customer is primarily corporate America. The minority businesses are the constituents that we serve on behalf of corporate America. And so, the process is that we certify minority businesses. We certify that you are who you are, a minority business, that you own, manage and control 51% of that business. And we’ve heard some of those horror stories of companies that are not quite that, but I’m in the business of making sure that the suppliers I bring to the table for the Coca Cola’s, and the UPSs, and the Coxes that they are who they say they are, and I’m in the business of protecting them and their supply chain.

Mike Blake: [00:06:10] So, let’s go ahead and jump in to that then because I think that’s that’s very important. There’s, obviously, an incentive to become identified as a diversity supplier. Is that the right term of ours, diversity supplier?

Stacey Key: [00:06:24] Diverse supplier. And that includes, it could be women. That can be minority-owned. It could be veterans or not diverse, but veterans are part of that. LGBTQ a part of that.

Mike Blake: [00:06:35] Oh, they are.

Stacey Key: [00:06:36] They are part of that.

Mike Blake: [00:06:36] Okay, I did not know that. Okay.

Stacey Key: [00:06:37] Yeah. And there are organizations that certify the women, LGBTQ, those other organizations that are there, and they’re part of the family that they certify those other groups.

Mike Blake: [00:06:47] And is that a certification a definition that is determined at the state level or the federal level?

Stacey Key: [00:06:52] Neither.

Mike Blake: [00:06:53] Okay.

Stacey Key: [00:06:53] GMSDC is a private sector certification.

Mike Blake: [00:06:57] Oh, okay.

Stacey Key: [00:06:58] So, corporations look to that. If you’re doing business with the State of Georgia, they use a certification that is done by either GDOT or MARTA. I sit on the GDDOT board and, actually, head of the Equal Access Committee in the State of Georgia. If you’re going to do business with the City of Atlanta, they have their own, but they all are asking for the same thing. They call them different things. DBEs, if you’re looking to do business on a federal level, it’s got Disadvantaged Business Enterprise. That’s not based on ethnicity. That’s based on size and income of the business.

Mike Blake: [00:07:33] So, definitely a lot of ground kind of being covered here. I’m going to take a little bit of a different tack than I originally thought because our conversation is taking a different tack and it’s fine. Some of my listeners, some of our listeners may be thinking about becoming identified and certified as a supplier  in this regard. And I know I have clients that, perhaps, would be eligible, and they decide not to for whatever reason. I think some of them say, “Well, I don’t need an advantage.” Others say, “I don’t want the government involved.” And, now, they just learned this is not a government exercise. It’s actually a private exercise.

Stacey Key: [00:08:09] There is no government involved. It’s private enterprise.

Mike Blake: [00:08:11] And others worry that it’s a bunch of hoops that you have to go through, and is it really kind of worth it for the opportunity? So, before we dive into the main questions I want to talk about, could you kind of make the pitch for somebody listening that if they’re eligible as a female-owned businesses, African-American, LGBTQ, whatever the classification may be, make the case that it’s worth it?

Stacey Key: [00:08:35] So, let me tell you this, not every business should be certified. For those that should be, let me tell you, where else can you go for an introduction to someone at Coca-Cola, UPS, Delta Airlines to sell your product or service? Where else can you go to get in front of them, someone brings you to the door, opens it up, and sits you down in front of them. There’s no way that a small, diverse business would have the access and/or the connections to be exposed to the vast array of corporations that are a part of our organization. And that’s why they come to the door. And everyone comes with the idea of Coca-Cola, Home Depot, all of those. But also, a side benefit is you may be able to market your product and services to 700 other small businesses that are part of the family. Your services, you’re in a CPA accounting kind of-

Mike Blake: [00:09:32] Correct.

Stacey Key: [00:09:34] Every single small business needs one. Why can’t it be you? And so, we open doors to other small businesses. We open the door to corporate America. And if you feel you have the gravitas to be able to do that on your own, then maybe it’s not for you. But for the majority of the small businesses, they do not have access to that door and GMSDC opens that door.

Mike Blake: [00:10:01] So, the impression I have, and this is purely an impression. I’m embarrassed I do not have data to back this up. I should look this up today.

Stacey Key: [00:10:10] You have, yeah.

Mike Blake: [00:10:10] But I think my impression is that companies that are looking for diverse suppliers frequently can’t find enough to fit the bill. There’s kind of a shortage. Is that an accurate picture in a lot of cases?

Stacey Key: [00:10:26] In many sectors and industries, that is absolutely correct. And that’s my job of helping them do just that. And so, corporations don’t have the time or the resource to go in and find diverse suppliers. Hence, that’s why maybe they become members of GMSDC because my job is to work on their behalf to do exactly that.

Mike Blake: [00:10:47] So, I didn’t know this. It’s worth underscoring, is that not only are you certifying, not only are you advocating, but you’re actually walking people in the door to the decision maker, the people that have the potential to sign multi-million dollar contracts.

Stacey Key: [00:11:00] We are connecting them to the supply chain to do business. We are looking for companies that are corporate-ready to go to the table with appropriate products and services. So, part of the things that we also do with our suppliers is make sure you are corporate-ready because I may have the vision that I’m ready, but can I afford to wait 120 days for my invoice? I’ve got a full cash. Do I have a product or service that corporate America is looking for? If I’m selling widgets, are they looking for more widgets? That’s the part of the discussion we have as part of the developing because we certify, develop and connect them to corporate supply chains.

Mike Blake: [00:11:40] So, you then also serve a vetting role?

Stacey Key: [00:11:43] Absolutely.

Mike Blake: [00:11:43] But it also sounds like if somebody is not ready for primetime, you don’t just sort of leave them there. You have a process and a program in place to help them get ready for primetime.

Stacey Key: [00:11:54] Absolutely, corporate-ready. We have developmental programs. In fact, about 10 years ago, we took over the State of Georgia’s Mentor Protege Program. And that’s a program that partners a small business, not a minority business necessarily, but a small business with a major corporation for growth, and development, and for long-term sustainable growth. So, think about if you were a company, and you’re partnered with UPS for a year. UPS is bringing the vast resources of their company to the table to help you grow. Where else is that happening?

Mike Blake: [00:12:28] Nowhere.

Stacey Key: [00:12:31] Exactly.

Mike Blake: [00:12:31] Certainly not my round. Look, I’m a white guy. Nobody’s given me an outside complaint. That’s just a reality. But it sounds great.

Stacey Key: [00:12:38] And we have white guys in that program. Again, it’s about small business. It’s not about ethnicity. It’s not about income. Well, income, yes. We’re looking for companies that are part of the mid protegé that are, at least, a million dollars but not not over $30 dollars. And so, that’s a sweet spot for us to help grow them to the next level.

Mike Blake: [00:13:01] So, why does Coca-Cola, why does Delta or Cox care? Why do they feel like a special effort is required, necessary, desirable to diversify their supplier base?

Stacey Key: [00:13:15] Because it brings shareholder value. Do you actually think people would do this just because? No. Because they clearly understand that using diverse suppliers with innovative products and services that they don’t currently have access to today brings shareholder value. It drops to the bottom line. That’s why they care.

Mike Blake: [00:13:37] And can that translate to a smaller business too? We’ve talked about sort of brand names, right? And although I think it’d be great if Home Depot and Delta are listening to this podcast. I think most of my listeners are a little smaller than that.

Stacey Key: [00:13:53] But you know what? I’m gonna send this to them, so they have an opportunity to hear this podcast.

Mike Blake: [00:13:58] Well, great. Well, Delta, Home Depot, Cox, welcome aboard. We’re glad to have you. Glad to have you. So, you’re walking me up to them?

Stacey Key: [00:14:06] That is exactly correct.

Mike Blake: [00:14:06] There’s no off switch, is there?

Stacey Key: [00:14:06] Yes.

Mike Blake: [00:14:10] But let’s take kind of a smaller business now, right? Does this scale downward? Can a smaller business benefit? Are some of the corporate partners with whom you work, are they smaller businesses?

Stacey Key: [00:14:23] Well, there’s a concept we call like tier two. And so, for example, if I’m a a major corporation, and I have a relationship with the Coca-Cola Company. And so, Coca-Cola has a process in place, and most do that, says, “Stacey Kay Inc., and I’m doing business with Coke. Coke also wants me to do business with other small suppliers as well, feeding that supply chain.” And so, there is an opportunity. I may not be able to be big enough to actually do business with Coca-Cola but I can do business with the prime that is doing business with Coca-Cola. So, downstream, I’m engaging other smaller suppliers that are not quite as big to do business with me, but they can do business with my prime suppliers.

Mike Blake: [00:15:06] Like in the auto industry-

Stacey Key: [00:15:07] Correct.

Mike Blake: [00:15:07] … they have tier one, tier two-

Stacey Key: [00:15:08] Exactly.

Mike Blake: [00:15:08] … all that stuff.

Stacey Key: [00:15:08] That’s exactly correct. There a prime industry that’s done an outstanding job of feeding that complete supply chain of small businesses and giving them opportunities. And then, ultimately, I grow up, and maybe I can be a prime. Not necessarily but that potential exist.

Mike Blake: [00:15:26] So, you said a diverse supplier base drives shareholder value. And I think I’ve seen-

Stacey Key: [00:15:32] And innovation.

Mike Blake: [00:15:32] Okay. I want to drill into that because I think I’ve seen the high level case but, candidly, that is not something I’ve studied in great depth. What are the levers where having a diverse supplier base translates into that higher shareholder value?

Stacey Key: [00:15:47] And so, as I open up the supply chain, cost because supply chain is about driving cost out of the business, which is value. And so, I may have a select group that I currently do business with that I have not opened up. By opening it up, I have the potential [1], to lower my cost.

Mike Blake: [00:16:05] Through competition, if nothing else.

Stacey Key: [00:16:07] Absolutely. Bringing in a new product that provides value to my customer that may allow me to raise my pricing because I’m adding additional value. So, I’ve got top line revenue there. They may have an innovative thing that gives me a competitive advantage that sets me apart from my competition. So, now, I own market share. Again, driving value.

Mike Blake: [00:16:31] So, is another part of this, also, just simple visibility? For example, as you know, I’m involved in the tech community.

Stacey Key: [00:16:40] Yes.

Mike Blake: [00:16:41] I go to a tech meeting. Pretty much there, everybody looks like me or my wife. All right?

Stacey Key: [00:16:47] Okay. And we need to talk about how, ’cause we have a technology industry group, how we help you change that.

Mike Blake: [00:16:52] Yes, absolutely. And there are others in our class that are interested in that, as you know, and are trying to do what they can as well. But I’m clueless. But the point is, is that the normal places where if I were looking for a supplier of some technology solution within a diversity-driven community, the normal places I look, I’m just not seeing them, right? And I don’t think that it’s a function that people of color, that people who are of a different orientation or whatever are unwelcome. I think just the outreach has not been there. There’s a lack of awareness.

Stacey Key: [00:17:32] I think you’re going to see, there’s a more of a technology focus because technology is the foundation for many things. For example, we’ve got a technology industry group. And then, we also have transportation and logistics. We also have focused on retail or the movie industry. And a lot of that’s focused around technology. And so, our technology industry group is going to be the kind of the peach tree, with that peach, the color peach, one little thing when you’re doing experiments, but our technology group is kind of the-

Mike Blake: [00:18:04] The peach pep.

Stacey Key: [00:18:04] It’s going to be the catalyst.

Mike Blake: [00:18:06] The petri dish.

Stacey Key: [00:18:06] Petri dish.

Mike Blake: [00:18:06] That’s it, yeah.

Stacey Key: [00:18:06] Petri dish. But art technology group is going to be the foundation for all of our industry groups because it’s at the core of what you do. So, if there’s something innovative that the technology group can do to help the transportation and logistics industry group. Is there something that the manufacturing group can help with? That’s the key for us. And so, I think, there’s more technology out there that’s being developed by people of color. I think getting them access to and exposed to that broader ecosystem is key. I know there’s Rodney Sampson, who he’s out there, he’s working hard around this technology.

Mike Blake: [00:18:48] Boy, is he ever?

Stacey Key: [00:18:49] Yeah, he’s working hard. And there’s recently online, the Russell Innovation Center that’s coming online that’s got to focus around technology.

Mike Blake: [00:18:56] I was just there two weeks ago.

Stacey Key: [00:18:57] So, you see it coming and more and more. You’re going to see more of that. And today, I’ve got some phenomenal suppliers that have some great technology today that they’re working on and doing things with corporate America, but there’s more to come.

Mike Blake: [00:19:15] So, I think there’s a pretty compelling case that a diverse supplier base is a good thing to do.

Stacey Key: [00:19:24] Absolutely.

Mike Blake: [00:19:25] And this can scale down. You touched upon this, but I want to make sure. If I, myself, am the owner of, say, a $20 million business, I can still benefit from this, right?

Stacey Key: [00:19:36] Let me tell you, we have companies that are billion-dollar enterprises. Absolutely. Again, for the mid protegé, we do want $1 to $30 million. Yeah. And so, yes, if you’re $20 million, any business that’s interested in growing. If you’re not interested in growth, then maybe not. But if you’re interested in growing that business, I would look at all my options around the business plan to diversify my options.

Mike Blake: [00:20:03] So, I’m listening to this now, this program now, and I realize that I would benefit from having a more diverse supplier base.

Stacey Key: [00:20:14] And maybe you even need to partner with a diverse supplier. That’s even opens up a whole another avenue.

Mike Blake: [00:20:19] Well, let’s talk about that because I would like to get into the nuts and bolts of this, right? Right now, I realize I’ve got a supplier base that is not very diverse. I need to change it. First two or three steps to implement are what?

Stacey Key: [00:20:34] Well, first of all, if you are a corporation or entity, you want to develop a policy, something that the whole organization can rally around and be a part of, something that truly reflects the culture of the organization and what you intend to do. So, first of all, it’s establishing a policy, “Here’s what we’re gonna do. We’re going to open up our supply chain. We’re going to use diverse suppliers. I need everybody on board. That’s my policy.”

Stacey Key: [00:20:56] Then, you start developing processes around and execute on that. How a supplier is going to know that I’m now excited about this? How do I communicate that to everybody? How do I find diverse suppliers? What areas of my business am I going to have opportunities for suppliers? All of that’s the background. And that’s where a GMSDC organization, we help corporations come to us every single day due to do just that.

Mike Blake: [00:21:22] So, a charged word that is associated with diversely suppliers and, frankly, anything where diversity is engaged in business is the word quota, right? And quota is a very charged word. You particularly see it in diversity, hiring, affirmative action. I’m not going to open that Pandora’s box here.

Stacey Key: [00:21:42] Let’s open that door. Let’s open the door because when you-

Mike Blake: [00:21:46] Take it down.

Stacey Key: [00:21:47] Yeah, yeah. When we’re dealing with corporate America and the private sector, there are no quotas. There’s no set-asides. That’s more government-related.

Mike Blake: [00:21:54] Really?

Stacey Key: [00:21:54] So, you have to compete for the business.

Mike Blake: [00:21:57] Okay.

Stacey Key: [00:21:58] And so, when a diverse supplier wins, it’s because they’re the best of the best. The pricing and the product and service, all of that meets the corporation standards. They’re not lowering standards to do business with diverse suppliers. Their suppliers are coming up to the corporate standard.

Mike Blake: [00:22:15] So, okay. So, I’m delighted you’ve kicked down that door because I thought I knew the answer to that question. I don’t. So, if you don’t kind of know this world, I think you’re thinking, “Oh, gosh, if I put in this program, then we’re going to have a quota. And meeting that quota leaves all kinds of awkward distortions.”

Stacey Key: [00:22:32] It does not.

Mike Blake: [00:22:33] But you’re saying quotas is not part of it. Quota is not best practices.

Stacey Key: [00:22:37] There are no quotas in corporate America in doing business. Now, government sectors and federal government may have the 8A Program, which is a set-aside specifically. They may have designated and organizations may have designated, but in corporate, that just does not exist. They are interested in doing business with the best and brightest to derive shareholder value to their corporations. There is no favoritism here.

Mike Blake: [00:23:01] Okay. So, how do you ensure that setting up a program like this has impact beyond PR and marketing that has a real substantive impact that digs itself into the supply chain?

Stacey Key: [00:23:16] And we call it having teeth to the program.

Mike Blake: [00:23:17] Having teeth, I love it.

Stacey Key: [00:23:19] Well, you set some measurements. You set some goals. And so, when you’ve got your C-suite involved and engaged in this process, and so the whole company, it’s part of their culture, it’s part of their DNA, and you tie it to performance. “Oh, my. I measured on that now.” What gets measured gets done. And so, now, I’m integrating it in the culture of the organization. And so, it’s beyond just PR because people are compensated based on it, people are measured based on it, and there’s requirements for how does this impact our bottom line? So, when you have those kind of measurements involved in the process, people rally around it or are part of that.

Mike Blake: [00:24:01] So, some companies go so far … Actually, I’m going to ask that question later because there’s another final question I want to ask. When you do measure the integration of a diversity supplier program or supplier diversity program, what do you think are the most important metrics? What KPI would I be looking for?

Stacey Key: [00:24:19] And so, some of the metrics that are there today. For example, last year, I believe our number was about $7 billion was spent on diverse suppliers in this state last year.

Mike Blake: [00:24:19] That’s a big number.

Stacey Key: [00:24:30] It’s a huge number, $7 billion. So, spend. How much are you spending? How many diverse suppliers that are a part of your supply chain? What strategic areas are you using them as part of the supply chain? What are you doing to help develop them and grow them as part of your supply chain? Some of the measurements that are there today to help and guide this journey.

Mike Blake: [00:24:54] So, I believe that some of, at least, larger companies will actually have a person who is in charge of-

Stacey Key: [00:25:01] Supplier diversity?

Mike Blake: [00:25:01] … supplier diversity.

Stacey Key: [00:25:03] Yes, and that-

Mike Blake: [00:25:03] Chief diversity. Your chief supplier diversity officer, in fact.

Stacey Key: [00:25:05] They have a resource committed to this process. That’s absolutely required. Some have one, some have two, some have five, some have six. Whatever that number, I’ve committed resources because it’s important to my business.

Mike Blake: [00:25:19] And do you need to commit that resource because it’s just so time consuming and the expertise is so specialized that you can’t sort of make that a side gig, you’ve got to really kind of commit yourself to it?

Stacey Key: [00:25:31] My personal opinion is that it should not be a side gig. However, there are people that have that role of supplier diversity, and they may have sourcing, which is they’re a buyer as well. So, depending on the organization and the timing of when they develop their program depends on the resources and the commitment.

Mike Blake: [00:25:49] So, I have to imagine all programs like these are not alike, right?

Stacey Key: [00:25:55] Yeah.

Mike Blake: [00:25:55] What Delta needs and what Home Depot needs, they’re different.

Stacey Key: [00:25:57] That is correct. The programs are different. And as they should be, the needs of their businesses are unique and should be different, yes. But they have some common things across all businesses in terms of their focus and and some of the measurements, but the execution could be different based on that individual business.

Mike Blake: [00:26:15] So, this may not be a fair question, but I’m in the business of asking unfair questions.

Stacey Key: [00:26:21] Okay, okay, that’s fine.

Mike Blake: [00:26:21] Can you describe common threads that run through most diversity supplier programs? Talk about measurement. That’s one.

Stacey Key: [00:26:29] Okay. That’s the-

Mike Blake: [00:26:29] What are some other threads?

Stacey Key: [00:26:30] All of them have a resource, even if it’s a shared resource. Most of them are measuring spend, how much they’re actually spending. Most of them are looking at the quantitative or qualitative parts of it in terms of helping suppliers grow. For the most part, they care that they grow them and have a long-term relationship. And all of this is relationship-based. And so, typically, I do business with people I know, like and trust. And so, that’s a common thread that you’re going to see among most of them as well. But those are some of the basic things that you will see across the board. The measurements, I’ve got a resource, how many I’m doing business with, the spend, how much I’m spending with them, helping them develop, and grow, and understand my organization, so that they can truly be a partner as opposed to a vendor.

Mike Blake: [00:27:24] So, I am going to go back a little bit in our interview here because I think it’s now relevant here, which is talking about a mission statement. And I’m  actually a big fan of mission statements because I’m a big Simon Sinek fan. And it borders on the man crush.

Stacey Key: [00:27:39] Okay. Oh, wow, man crush!

Mike Blake: [00:27:39] It borders on the stalker kind of level, okay?

Stacey Key: [00:27:43] Okay.

Mike Blake: [00:27:43] So, Simon, I love you! Come on our podcast. But he’s, obviously, big on missions if you’re familiar with his work at all, right? And so, I’m curious, as I’m formulating a mission to address this kind of activity, supplier diversity, are there sort of best practices for the elements of what that mission ought to contain?

Stacey Key: [00:28:06] Well, again, you have to customize that mission to the culture of the organization. So, you can’t have a cookie cutter. What works for Southern Company and Georgia Power may not work for Delta. So, you’ve got to customize it based on the organization and the commitment. But again, the bottom line, as part of that mission statement, it is to say we are committed to utilizing, and growing, and incorporating diverse suppliers in our supply chain to create shareholder value and create jobs in this great state, because that’s what that does. And so, some semblance of that and how they craft it based on their culture and their unique organizational traits is up to them.

Mike Blake: [00:28:54] So, how do you go about – not you personally, but a firm that’s sort of in the reach of our voice today. How do they start to go about recruiting candidates to become diverse suppliers? Obviously, they can work through you, but even you can’t handle every potential request coming in.

Stacey Key: [00:29:12] Oh, but we can. Small but mighty.

Mike Blake: [00:29:16] Okay.

Stacey Key: [00:29:16] Small but mighty. Yes, we can. But no, if an organization is looking to do outreach to identify diverse suppliers, you’ve got to establish some communication channels. Again, GMSDC, because corporations don’t have a time and resources, “GMSDC, I need your help. I need to find suppliers that can sing, dance and jump through a hoop, and then bend over backwards at the same time.” That’s what I go find. I go to my network, I go to my small business partner networks, and I identify those suppliers, and vet them, and bring them back. Now, they can put out communications using all kinds of of tools. They can use their individual corporate websites. They can send a blast-out. They can do all that work, or they can rely on organizations. That’s our core competency. That’s what we do every day and leverage us to do that.

Mike Blake: [00:30:11] Can you work with out-of-state clients?

Stacey Key: [00:30:13] Well, I am part of a network, a nationwide network across the country of councils. You’ve got the Chicago Minority Supplier Development Council. You’ve got the Michigan Supplier. So, part of a network. My corporations are not all in Georgia. For example, Accenture has a large presence here, but they’re headquartered in Chicago. And Accenture is one of our key partners. Johnson & Johnson, they’re headquartered up on the East Coast. But Procter & Gamble, they may have some distribution channels here, but they’re in Ohio. And so, we work with corporations all over the country that are interested in having suppliers in this state. But again, I have counterparts across the country that can service them if they’ve got other interests in other states throughout the country.

Mike Blake: [00:30:57] So, that’s a benefit. You’re not a government organization. So, although your name-

Stacey Key: [00:31:01] That’s right.

Mike Blake: [00:31:01] … says Georgia, that doesn’t mean you’re necessarily beholden to our state.

Stacey Key: [00:31:05] It says Georgia because I certify, develop and connect minority businesses in this state. I work across the country with all of the Fortune 1000 corporations that are interested in doing business in this state.

Mike Blake: [00:31:17] So, do companies alongside working with you, do they have their own parallel programs to help identify suppliers? Are we-

Stacey Key: [00:31:27] Absolutely.

Mike Blake: [00:31:27] What are some of the things that they do?

Stacey Key: [00:31:29] Yeah. Again, for example, we get requests all the time but, again, it just happened this week, Hartsfield Jackson Airport just held their annual outreach. We partner with them or we’ll work with them because they’re a member of GMSDC, but they do all the lifting and they do all the work. So, they do the outreach to the whole community and say, “Hey, we’re having an annual conference. We love you to be a part of it,” and they do the outreach and invite suppliers, and working through their prime suppliers as well.

Mike Blake: [00:31:55] Okay. So, in effect, they have kind of their own captive trade fair out there.

Stacey Key: [00:31:59] They have, yes. They have their own database of people that they’ve done business with that want to do business and they do outreach to those organizations as well.

Mike Blake: [00:32:07] Okay.So, I love to learn a little bit more and let you share more about what your process is for vetting potential suppliers because that seems to me to be a huge amount of value that you bring knowing that it’s got your seal of approval, that it’s okay, right?

Stacey Key: [00:32:24] So, that seal is cuts being a certified minority business. And anybody who is an ethnic minority can be certified through us. Again, there are other sister organizations if you’re going to get women, or LGBT, or even veteran. And then, SBA has a self-certify for small business. So, you can go to any one of those organizations, but there’s a process. We’re going to ask for operating agreement. We’re going to look for bank statement, bank signature cards. We’re going to make sure you all manage and control your operating agreement for that entity. We’re asking for a lot of information to make sure we’re protecting corporate America and that you are who you say you are for doing business.

Mike Blake: [00:33:01] So, you’re putting on the rubber glove.

Stacey Key: [00:33:03] That’s exactly right, and all the way up, and we’re using them.

Mike Blake: [00:33:06] Okay. How long does that process take?

Stacey Key: [00:33:10] It could take anywhere from 30 to 60 days.

Mike Blake: [00:33:12] Okay, not long.

Stacey Key: [00:33:12] Yeah. Again, assuming you bring all the stuff in, it’s electronic, you upload all the information, and we take it from there.

Mike Blake: [00:33:21] And like so many things like that, the more organized your information is, the easier your job is.

Stacey Key: [00:33:25] Yes. We have a checklist on our website. You go through the checklist. We do a pre-certification webinar. You can sit in the comforts of your home and listen, and we go through the whole application, and we could take you through the whole process.

Mike Blake: [00:33:37] So, what are some mistakes that are made that are sort of cautionary tales from folks that have tried to put in programs like this and they have not been successful? What are some what are some crashes along the side of the road we can look by and say, “We shouldn’t do that”?

Stacey Key: [00:33:57] I don’t know if this crashes along the road, but if you don’t have the commitment from your C-suite, And you’ve not got the commitment from the organization, it’s tough to execute. You’ve got to have buy-in. Everybody’s got to be all in. Otherwise, you’re swimming up the stream the whole time and it’s harder. But when you’re C suite comes out or your CEO says, “We’re gonna do this, I need all hands on deck,” everybody lands up to support the effort. When you tie it to compensation, guess what? Everybody’s focused.

Mike Blake: [00:34:26] Sure does.

Stacey Key: [00:34:26] Laser-focused and intentional about the actions they take. So, it’s getting the entire organization is probably the number one thing. Supply chain can’t do it by themselves. They’ve got to have their end user groups involved as part of this process.

Mike Blake: [00:34:41] Now, will your office also not just bring people to the table but can you also help a company formulate those policies, procedures-

Stacey Key: [00:34:51] It can.

Mike Blake: [00:34:51] … or maybe even help them make the internal argument to the C suite-

Stacey Key: [00:34:54] We do that all the time. We’ve got some best practices that we share that help. Companies come and say, “We’re new. We’re starting. We’re gonna start down this journey, but we’re gonna need your help.” We may partner them with another major corporation, like AT&T, as a buddy, because AT&T is big, bad and audacious. They spend well over $2 billion with diverse suppliers. And so, we can do that as part of our network and part of being a part of our family.

Mike Blake: [00:35:20] So, you answered the question that I thought might be unfair, but if there’s anything I’ve learned over the last half an hour, I don’t think you have an unfair question. So, sounds like AT&T is a great example of somebody who’s doing this very well.

Stacey Key: [00:35:31] AT&T is a perfect example of some and there’s others. They’re not alone who’s doing it well. As I said, the Coca-Cola Company, UPS, Cox, Southern Company, Georgia Power, Delta Airlines, Home Depot, we’ve got some great partners that are doing some phenomenal things. Accenture does some phenomenal, phenomenal things. You’ve got SunTrust. You’ve got Bank of America … no, I’m sorry, SunTrust, now Truist.

Mike Blake: [00:36:00] I still struggle with that.

Stacey Key: [00:36:01] Yeah, the SunTrust, now Truist.

Mike Blake: [00:36:01] I know you have to correct yourself, and that’s appropriate. I have to admit, when I hear it, I still feel like I’m biting into aluminum foil. I’m still struggling with it.

Stacey Key: [00:36:10] I’ve got SunTrust, now Truist. Wells Fargo. So, you’ve got some great companies here in Georgia that are truly committed and laser-focused. E&Y comes to mind. E&Y is incredible. They do a phenomenal job. Their Entrepreneur of the Year program that is the best conference I’ve been in in my career. They’ve got some good stuff.

Mike Blake: [00:36:32] It’s well known, but I did not know that there is a diversity supplier element to that.

Stacey Key: [00:36:38] It’s an entrepreneur segment to it that has not just diverse suppliers but it has entrepreneurs. Their conference, the E&Y Entrepreneur of the Year, outstanding. It’s the best conference I’ve been in. It’s incredible.

Mike Blake: [00:36:56] I’m, again, going to go off script because it’s so fascinating to me and I’m kind of thinking through in real time, how can I kind of implement some of this? So, my firm is 65 years old.

Stacey Key: [00:37:09] Wow!

Mike Blake: [00:37:09] We’re based in Ohio. And to be perfectly candid, we do not have enough diversity in our company. I don’t think that it’s a specific thing. In fact, I’m confident it’s not. I would not be a shareholder if I thought that were the case. But I think that firms like us don’t know how to diversify our supplier base or by extension, a lot of our inputs are people.

Stacey Key: [00:37:39] That’s right.

Mike Blake: [00:37:39] Getting more people of color, getting more people that are diverse into our industry, and then getting them into our firm. Is that the kind of thing you help in E&Y with because they’re just a big competitor to us. I imagine they just face similar problems on a larger scale.

Stacey Key: [00:37:54] I am going to tell you, E&Y has been at this for a very, very long time. And their CEO is all in globally. They’re not doing it just here. This is globally for them. But for a company of your size, you’ve got history of 65 years, there’s an opportunity for you to form some strategic alliance and partnerships because you may have a core competency and skill that other firms don’t have that you can bring to the table. And so, in working with another diverse business or businesses, depending on the key pieces of elements of your business, that could make sense for you. So, it not only brings suppliers, it may be it brings up opportunity for corporations to grow your business by working with corporate America as well.

Mike Blake: [00:38:46] This is a major strategic decision for a company to do. I think it’s hard to imagine a scenario in which this is not a good thing for a company to explore, because why not take advantage of the opportunity? It seems to cost you so little to do it, right? It’s just-

Stacey Key: [00:39:00] Well, again, you’ve got to commit resource to do it. And so, it’s been shown, the return on investment here, it pays for itself tenfold. I mean, yeah.

Mike Blake: [00:39:12] How can people contact you to learn more about this? What’s the best way for someone to reach out to you? I mean, you’re kind of shy, I can tell.

Stacey Key: [00:39:18] Yeah, I know.

Mike Blake: [00:39:18] But maybe we can get them to get you to come out of your shell and talk to them.

Stacey Key: [00:39:21] So, you can always go to our website at www.gmsdc.org or you can call our office. Let me give you a number, 404-589-4929. And again, you can Google us, www.gmsdc.org, find out all about what we do, how we do it. We’re celebrating 45 years of doing just this. I’m telling you, we’re creating jobs. I think, last year, the number was about 55,000 jobs in the state from diverse suppliers. So, we’re part of this economic engine of the state that’s growing this thing. So, this train is moving and moving fast.

Mike Blake: [00:40:01] Well, that’s a great place to leave it. You want to be on a fast train. You want to be on it, not in front of it. So, if you are, give Stacey a call or give her staff a shout. That’s going to wrap it up for today’s program. I’d like to thank Stacey Key so much for joining us and sharing her expertise with us today. We’ll be exploring a new topic each week, so please tune in, so that when you’re faced with your next executive decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review with your favorite podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Brady Ware, Brady Ware & Company, diversity supplier program, diversity suppliers, Georgia Minority Supplier Development Council, GMSDC, LGBTQ, Michael Blake, Mike Blake, minority business, minority business suppliers, Stacey Key, supplier diversity program, Supply Chain, vendor management, Veteran Owned Business, women owned business

Inspiring Women, Episode 21: Finding and Owning Your Voice

May 12, 2020 by John Ray

finding and owning your voice
Inspiring Women PodCast with Betty Collins
Inspiring Women, Episode 21: Finding and Owning Your Voice
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finding and owning your voice

Inspiring Women, Episode 21: Finding and Owning Your Voice

Finding and owning your voice is a necessary skill for women to learn, so that they can express their unique identity, add value in any situation, and contribute to the greater good. Host Betty Collins explains in this edition of “Inspiring Women,” presented by Brady Ware & Company.

Betty’s Show Notes

Finding and owning your voice.

Strengthening your inner confidence.

It’s your identity expressing itself. It’s your personality, and it’s your individual message to the world.

I believe that there is power in that feminine voice, and it’s missing in too many conversations. From the business environment – your office, the marketplace, the boardroom, to politics, and in our homes. If we are there, it’s so crucial that the voice is heard.

In this episode, I hope to help you to move forward in owning your voice, and claiming that power.

Of course, if it’s only for the greater good.

You first have to recognize you probably have something valuable to say. You have to be strategic, though, about what you say and when you say it. Don’t speak for the sake of speaking. Be sure that you speak thoughtfully, in an engaging manner, when you want to be heard.

Words really matter.

People’s perception and how they’ve heard you is your of choice of words. Speaking isn’t just saying what you want. Speaking isn’t just having your voice. Words matter to make things happen.

You must be willing to speak up when something goes against what has a deep value for you. Silence in those moments really talks about your character. And be prepared for possible backlash when you do. Criticism comes with being a leader, regardless of your gender. The labels, and the name-calling have very little to do with you, personally. It’s really about how uncomfortable you’re making some people. Don’t take it personally, and just move on.

When you’re finding your voice, it’s one step at a time. Slow and steady.

Betty Collins, CPA, Brady Ware & Company and Host of the “Inspiring Women” Podcast

Betty Collins, Brady Ware & Company

Betty Collins is the Office Lead for Brady Ware’s Columbus office and a Shareholder in the firm. Betty joined Brady Ware & Company in 2012 through a merger with Nipps, Brown, Collins & Associates. She started her career in public accounting in 1988. Betty is co-leader of the Long Term Care service team, which helps providers of services to Individuals with Intellectual and Developmental Disabilities and nursing centers establish effective operational models that also maximize available funding. She consults with other small businesses, helping them prosper with advice on general operations management, cash flow optimization, and tax minimization strategies.

In addition, Betty serves on the Board of Directors for Brady Ware and Company. She leads Brady Ware’s Women’s Initiative, a program designed to empower female employees, allowing them to tap into unique resources and unleash their full potential.  Betty helps her colleagues create a work/life balance while inspiring them to set and reach personal and professional goals. The Women’s Initiative promotes women-to-women business relationships for clients and holds an annual conference that supports women business owners, women leaders, and other women who want to succeed. Betty actively participates in women-oriented conferences through speaking engagements and board activity.

Betty is a member of the National Association of Women Business Owners (NAWBO) and she is the President-elect for the Columbus Chapter. Brady Ware also partners with the Women’s Small Business Accelerator (WSBA), an organization designed to help female business owners develop and implement a strong business strategy through education and mentorship, and Betty participates in their mentor match program. She is passionate about WSBA because she believes in their acceleration program and matching women with the right advisors to help them achieve their business ownership goals. Betty supports the WSBA and NAWBO because these organizations deliver resources that help other women-owned and managed businesses thrive.

Betty is a graduate of Mount Vernon Nazarene College, a member of the American Institute of Certified Public Accountants, and a member of the Ohio Society of Certified Public Accountants. Betty is also the Board Chairwoman for the Gahanna Area Chamber of Commerce, and she serves on the Board of the Community Improvement Corporation of Gahanna as Treasurer.

“Inspiring Women” Podcast Series

“Inspiring Women” is THE podcast that advances women toward economic, social and political achievement. The show is hosted by Betty Collins, CPA, and presented by Brady Ware and Company. Brady Ware is committed to empowering women to go their distance in the workplace and at home. Other episodes of “Inspiring Women” can be found here.

Show Transcript

Today, we’re going to talk about finding and owning your voice; strengthening your inner confidence. It’s really not about how your voice sounds, or it’s not really about finding the perfect way to say something. Really, do you have something to say, but you maybe choose to be silent? Maybe you’re at the table. You finally got there, and you want to have some kind of impact, and you want to speak up, but you don’t. Maybe you’re confident, but you’re just not courageous with what you’re wanting to say, when the time comes. Maybe you’re using your voice, and you’re talking, but you’re not being heard. I hate to say it like this, but could it be that you’re not saying anything? That’s kind of an ouch, but …

So, your voice – it’s your authentic self speaking. It’s your identity expressing itself. It’s your personality, and it’s your individual message to the world. That world is what for you, professionally and personally? Your voice is what you have to say, and it takes confidence, and you have to be courageous. It takes really some strategy. It takes you stepping back, looking into the mirror, and being honest; strengthening that inner confidence, and shutting down the voices in your head. Then, it’s just action time.

Your voice is your power. It’s yours. It’s not anyone else’s. You should not give it up for any reason. There are people all around you who have used their voice for good and for bad. Think about it – if they had not used their voice, if they had not stood, if they had not said what needed to be said, what differences would be going on, right now, around you, in your company, in your career, in your family, et cetera? Who are you thinking of right now that spoke up? They spoke up and they communicated a very needed message. You have to think of those who did it negatively, though, and not for the greater good; always speaking, always saying something … Today is a tough environment. We have this P.C. world, and the tones, and the agendas, and all these opinions. At time, it’s shutting down our voices due to differences, and that’s not good either.

As this is a podcast for inspiring women, I believe that there is power in that feminine voice, and it’s missing in too many conversations, from the business environment – your office, the marketplace, maybe the boardroom; in politics; our homes. In a lot of those arenas, we’re not even there, so how could our voice be heard? So, if we are there, it’s so crucial that the voice is heard. Today, I hope to help you to move forward in owning your voice, and claiming that power; of course, if it’s only for the greater good. So, let’s get started.

You first have to recognize you probably have something valuable to say. Do you believe that you have something to say? Is there something on that tip of your tongue or maybe at the very core of who you are, something you have had … There’s a tremendous passion and yet, no one knows it. You have to start first with knowing that you are capable of adding value to a conversation.

I struggle with this, at times, because I think who would really care about this, or I think, even in my podcast, who’s really going to listen to what I have to say? But a lot of times, these are the things that I think matter. So, you matter, and your words matter. You have to avoid measuring the worth of your words against other people at the table, sometimes, or in the room. If you’re playing the comparison game, you’re just devaluing yourself. Don’t let the original of who you are conform to just being another copy. Believe in yourself and what you have to say. That’s your starting point. You’ve got to recognize that you have something valuable to say.

You have to be strategic also, though, about what you say and when you say it. I hate to break it to you … Here’s the bad news – shooting from the hip and spouting off is probably not overly strategic. Sometimes, it’s very effective. Do not get me wrong. Sometimes, you’re just in that moment, and it’s the choice that needs to be made. You certainly found your voice, and you used it, but was it effective, or did it just set you back because shooting from the hip can also do that? Your credibility is gone, and you can’t go back, because that’s what people are going to remember.

Do not speak for the sake of speaking. Be sure that you speak thoughtfully, in an engaging manner, if you want to be heard. Speak as you would like to be spoken to. That’s really huge. Sometimes we tend to be very brash people, or we tend to be very strong personalities, so we think everyone gets that. Sometimes, we want to be spoken to with respect, so if you don’t do that to the other person, how are you going to be heard? Your voice is just noise. Think on that because that can be pretty hard.

Think of it this way – when you have listened to somebody, it’s probably because they spoke; they were prepared; they were … The influence of what they were trying to get across was probably ignited within you. Again, it took strategy, and they thought it through.

We really need to figure out how to be inclusive and not decisive in our message. What does that mean? It means, really, sometimes, words really matter. As much as I don’t like the P.C. world in which we live right now, words matter, and how they are said matters. People’s perception and how they’ve heard you is probably because of choice of words. Speaking isn’t just saying what you want. Speaking isn’t just having your voice. Words matter in the things that have to happen. Then, just getting angry is counterproductive, so try to keep out of that kind of conversation, when it becomes heated, and you disagree.

If we use the right inclusiveness and decisiveness in our message, we can say the tough things; we can say the things that we want to say and, in some environments, it would be heard. The hardest thing in today’s environment is we can’t even have the discussion, no matter how we even choose our words. It’s not the greatest place to be, but that matters.

I think we have to be confident and not defensive. There is a time to be defensive. That is pretty much defending your abilities and your potentials, and sometimes, that happens. It’s more reactive. Then, there’s a time to be offensive. “Hey, these are my abilities, values. I’m going to score. I’m going to show you that potential!” That’s being proactive.

No matter which side you’ve chosen because of the circumstance, you got to do it with confidence. Then, you have nothing to prove. If somebody comes to you, and they’re very defensive, and they’re very timid, or meek, or apologizing, you’re not going to listen. So, when you do that, why would somebody? A defensive posture instinctively says you have something to prove, and maybe you do; but the offensive posture says, “This is my ability.” Either way, when you’re confident when you execute, you will have nothing to prove. You only have to show everyone else what already is known to be true. Being confident, and being on the offense, and not being defensive is usually the better strategy.

Stay in integrity with yourself. You must be willing to speak up, when something goes against something that is a very deep value for you. Silence in those moments really talks about your character. You have to stay in integrity. You have to stay in that mode. Silence or backing down in those moments probably is not an option. It’s far more important for you to look at yourself in the mirror and sleep well at night. Your voice can change that environment, maybe; standing up for what is right, or staying with a value, a core value. But don’t waste your energy where you won’t find yourself doing that. Find another place. You’re too valuable for that.

I think of two men who had two different beliefs. One was a very, very progressive, left side – those are what he valued, and those are what he believed – and he did not compromise those. He did it with … He led with those beliefs and those values. You never saw him compromise. Then, I will speak of a very, very conservative man who, these were his beliefs, and he met with anyone who didn’t believe that, and tried to convince them, and tried to help them understand. Neither gentleman ever compromised, or said, “I’m going to just go ahead and go what’s against everything I believe.” Those two people are President Ronald Reagan, and President Barack Obama. Two very different belief systems, two very different ways, but they both had the same way, in my opinion, of execution. They stayed with what they believed, and their integrity relied upon it. Doesn’t mean you had to believe either side, but they were both very effective in communicating their messages, and their voices were heard to two different audiences, but they were heard.

Speaking of those two individuals, be prepared for possible backlash when you do these things. While I want to believe that things are improving for women, and they are, there are still some environments where women leaders are penalized for speaking up. We’re labeled … When we’re aggressive, there are certain names that are said. I’m not going to say them … Or you’re told, “You’re too much.” Kind of like my kids do. “Mom, you’re great, but you’re a lot.”.

But remember these two things. Criticism comes with being a leader, regardless of your gender, by the way. The words are just nastier, sometimes, when they’re attached to a woman who is leading. So, you have to be prepared for that backlash. When you want your voice heard, and you’re trying to find that in today’s environment, it’s not easy. Two, the labels, and the name-calling have very little to do with you, personally. It’s really about how much you’re probably making some people feel uncomfortable. Don’t take it personally, and just move on. Again, I always go back to – if I want my voice heard, how am I going to use it?

You’ve got to have some safe places. I have my sounding boards, where I just let down. It’s a place. It’s a person. It’s an environment. I have to trust that those people, in those places, at the very core. At times, your voice is going to be criticized beyond, and you’re going to need to do that. It may be harsh, and it may take a toll on you emotionally, but no woman should be an island. We shouldn’t feel like we’re all in this alone because we’ve chosen to maybe take a stand somewhere.

When you’re finding your voice, it’s one step at a time. Slow and steady. It can be scary, and it can be risky, and you’ve got to put yourself out there. You’ve got to allow your voice to be heard and see what happens. You may not be able to do it all at once, or in a really big way, but that’s okay. Find a small way that you can begin today. Maybe start by saying no more, or intentionally apologizing less.

I would challenge you … My son is a minister in a church, and there’s just certain things that he believes in that he’s really into. Then, there are things that he just really isn’t about. He said, “Why are these things happening?” I’m not going to go into all that … I told him very clearly, pretty quickly, and he kind of just … We talked about it for a while, and I said it’s because people have believed what they needed to say, and they kept saying it. And after a while, people either got on board; they believed it. They got engaged, and there was conversation.

At Brady Ware, I’m fortunate enough to be a shareholder, lead a women’s initiative, and be on the board of directors. The greatest thing about that is – in all three of those arenas, as an owner of a business and in the leadership of the business – I get to have a voice, and I get to speak for many around me. So, you got to take your voice, and your message, and finding it very seriously, in no matter what it is you do. So, I hope this was challenging for you today and that you’ll think about it.

Tagged With: Betty Collins, Brady Ware, Brady Ware & Company, Finding your voice, inner confidence, Inspiring Women, Inspiring Women podcast, Inspiring Women with Betty Collins, voice

Decision Vision Episode 64: Should I Fire My Accountant? – An Interview with Brian Woodman, Woodman & Associates, LLC

May 7, 2020 by John Ray

should I fire my accountant
Decision Vision
Decision Vision Episode 64: Should I Fire My Accountant? - An Interview with Brian Woodman, Woodman & Associates, LLC
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should I fire my accountant
“Decision Vision” Host Mike Blake and Brian Woodman, Woodman & Associates

Decision Vision Episode 64:  Should I Fire My Accountant? – An Interview with Brian Woodman, Woodman & Associates, LLC

What are the circumstances under which I should change accountants? How can I tell whether my accountant is doing a good job for me and my business? Brian Woodman joins “Decision Vision” to discuss these questions and much more with Host Mike Blake. “Decision Vision” is presented by Brady Ware & Company.

Brian Woodman, Woodman & Associates, LLC

should I fire my accountant
Brian Woodman, Woodman & Associates

Woodman & Associates is a professional accounting services firm specializing in CFO services, financial reporting, audit support services and internal accounting assistance, all typically on a project basis for small to mid-size businesses.

Brian Woodman is a senior financial leader with 18 years of proven technical and financial management expertise with a focus on middle market technology, services and manufacturing + distribution businesses from start-up to $1 billion in revenue. He has proven expertise in leading internal and external finance and accounting based projects and teams, business and accounting process development and review, and financial reporting research and implementation expertise under U.S. GAAP. He is a CPA licensed in Georgia.

For more information, go to the Woodman & Associates website or contact Brian directly by email.

Michael Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional, full-service service accounting and advisory that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:20] And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:39] My name is Mike Blake, and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia, which is where we’re recording today. Brady Ware is sponsoring this podcast. If you like this podcast, please subscribe to your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:02] So, today we’re going to talk about whether you should fire your accountant. And we are recording this podcast on lucky Friday the 13th of March in 2020, which means that in the accounting world, we are in the heart of what is known as busy season, which may or may not be extended depending what the IRS decides to do in response to coronavirus. But this is the time when the relationship between the accountant and the client is at its most intense, at least, for most clients. And for good or ill, in many cases, clients talk to their accountants pretty much only this time of year. And we can have a discussion at some point later as to whether or not that’s a good thing or the prudent thing.

Mike Blake: [00:01:50] But this is the time of year when things get tense. Things pop up on the tax return that the client wasn’t necessarily expecting, when phone calls and emails are not returned as quickly as they are through the rest of the year because there’s a traffic jam. And so, the most strain is put on that accountant-client relationship. And at some point, as a client, you may start thinking about, “Well, is this relationship really working for me? Should I be looking elsewhere?” Or “Is this just kind of the nature of the business? And is what I’m experiencing something that I would likely get from somebody else if I switched, and I should just sort of leave well enough alone.” So, I hope that you’ll find it is a timely topic. And if you listen to a podcast from a few weeks ago, we did one on Should We Fire a Lawyer? So, this is an equal opportunity podcast. We’ll haves, should we fire your financial advisor? Should we fire your gardener? Should we fire your Uber driver? Should you fire the person that mows your lawn? So, we’ll go through all kinds of firing kinds of podcasts.

Mike Blake: [00:03:02] But today we’re talking about accounting. And even though I work for an accounting firm, I am not an accountant. If I talk anything about accounting, it’s instantly malpractice. So, joining us today to help us talk about accountants and relationships with our accountants is my longtime friend, Brian Woodman of Woodman & Associates. We go back a long way, at least 10 years. Woodman & Associates is a professional accounting services firm specializing in CFO services, financial reporting, audit support services, and internal accounting assistance all typically on a project basis for small and mid-sized businesses.

Mike Blake: [00:03:37] Brian is a senior financial leader with 18 years of proven technical and financial management expertise, the focus on middle market technology services, and manufacturing, and distribution businesses from startup to a billion dollars in revenue. He has proven expertise in leading internal and external finance and accounting-based projects and teams, business and accounting process development and review, and financial reporting, research and implementation expertise under US GAP. He is a CPA license in Georgia. All around good and sporting his brand-new glasses that I just can’t take my eyes off of. Brian Woodman, welcome to the program.

Brian Woodman: [00:04:13] Thank you, Mike. You reading that makes me sound like I’m bragging. So, I’ve never had that read back to me, my bios. I’m a little embarrassed, but-

Mike Blake: [00:04:23] Well, but some of this-

Brian Woodman: [00:04:24] Thanks for the interest.

Mike Blake: [00:04:24] Some of it’s true, right?

Brian Woodman: [00:04:26] Yes..

Mike Blake: [00:04:29] It’s interesting that you mentioned that. I hate having my bio read as well when I do speaking gigs and so forth. I do want to sort of put my hands over my ears like this. It’s like, yeah.

Brian Woodman: [00:04:29] I’m sorry.

Mike Blake: [00:04:44] My marketing people made me write that. I’m really a bad guy. So-

Brian Woodman: [00:04:51] No worries.

Mike Blake: [00:04:51] … let’s jump into this. And I’m having you on the program for a lot of reasons, but your expertise is that you’ve been in the CPA role. You grew up as an auditor.

Brian Woodman: [00:05:03] Yes.

Mike Blake: [00:05:04] Right?

Brian Woodman: [00:05:04] Yeah.

Mike Blake: [00:05:04] And in public accounting. And now, you’re in a position where you’re doing some accounting work, but I think you’re also coordinating who your clients hire and work with to get-

Brian Woodman: [00:05:17] Correct.

Mike Blake: [00:05:17] … sort of the kind of the bulk work done, right?

Brian Woodman: [00:05:20] Yes, yeah.

Mike Blake: [00:05:20] So, you are sort of a kingmaker. And if you decide that somebody needs to be voted off the island, you’re going to tell the client. And more often than not, they’re going to do what you tell them because why pay for your advice if they’re not going to follow it?

Brian Woodman: [00:05:34] Right, yeah. I’ve been in both sides at this point. On the service provider side, I was an auditor for many years. So, I know what makes clients happy and what makes them upset. So, it’s good for me to have that on the other side to help my client make the right decision about which service provider to pick.

Mike Blake: [00:05:54] Yes. So, I mean, how often do clients make a change? Are clients kind of always looking for a reason to fire their CPA? Or do they tend to come to that decision after a lot of thought?

Brian Woodman: [00:06:11] Well, I think entering a relationship with an accountant is a very thoughtful process. So, especially with small business, your business is tied to your personal life in many cases. So, business is personal. So, you’re sharing your intimate financial details with someone. So, in most cases, at least for small businesses, it’s a somewhat personal decision, and you want to find someone that you trusts. So, you put a lot of thought into that. So, the intent is to go into that relationship to last. So, I would say, how often do the clients look to change their accountants? I would say they’re not looking to necessarily change their accountants unless they have to. So, I’d say not often.

Mike Blake: [00:07:02] Yeah, okay. So, when you come to that decision, and you’re advising, what are the most frequent reasons that clients do decide they’re going to change accountants?

Brian Woodman: [00:07:17] Well, let’s see. There’s a few. Price, unmet expectations. Some of the reasons where it’s not really a choice is if there’s a change in control of the company or with larger companies, a change in the C-suite. So, they may kind of bring their own accountants along or advisors. I mean, so when we define accountant, that could mean several different things. There’s compliance-related work, which is tax returns and audits. And then, there’s more advisory work. So, it kind of depends on who you’re talking about.

Brian Woodman: [00:07:52] But I would say, so, I was in audit, so I know that best. So, if it’s an auditor, and you’ve got a new CFO in place, it’s possible that the CFO kind of brings in the firm that they’ve known, depending on where the company is at at any time. So, change of in control. If an acquisition takes place, so a foreign parent buys a US sub, there could be a reason to change the accounting relationship there. I think I mentioned price, although it’s not always the best reason to change. Oftentimes, clients or companies or required to go out and bid the work out just to make sure they’re still in range. And oftentimes, the change occurs just through that process. Other reasons, a company can grow and kind of outgrow the depth of their current single shingle shop, you could say, and it may require more depth and expertise in a specific area. So, they may have to go and find a firm that can meet their needs there.

Mike Blake: [00:09:02] Yeah, I just had a conversation. I do office hours in Alpharetta, Georgia, an organization called Tech Alpharetta twice a month. And last Wednesday, somebody came in and started talking about research and development, tax credits.

Brian Woodman: [00:09:19] Sure.

Mike Blake: [00:09:20] And I said, “Well, look out. I have a passing familiarity with them, but I’m not an actual CPA. I don’t even do my own tax returns. So, who’s your accountant?” He says, “Well, our accountant is just sort of a guy that we decided to go with because he was the chief business.” I said, “Well, maybe for research and development tax credits, you need more than just some guy.” And that is a case where the complexity of what the client needs outgrows kind of the single shingle that for certain there is maybe a fine accountant, but reaches a technical depth that just you cannot reasonably expect unless that person just happened to be an R&D tax expert at a bigger firm that did that.

Brian Woodman: [00:10:02] And that that is the case. So, hope it doesn’t sound like I’m knocking single shingle.

Mike Blake: [00:10:07] You’re notOr.

Brian Woodman: [00:10:08] It’s just that the single shingle can’t do everything to the depth that, say, a large national firm could probably do. But you may have a boutique shop or a single shingle that may fit your specific need and that might be the right person.

Mike Blake: [00:10:24] Yeah. And, an interesting thing I just thought of because you you mentioned your audit background, when you have an auditor, I mean, firing an order is a little bit trickier because there’s observers who are going to kind of wonder, “Well, why did you fire the auditor?”

Brian Woodman: [00:10:45] Yes.

Mike Blake: [00:10:46] Did you fire the auditor because they legitimately did something from a business perspective that was not cool? Or was the auditor telling you to do something on your financial statements that was the right thing to do, and you didn’t want him to? And you found the equivalent of the break inspector that says, “Ah, for 20 bucks, we’ll let those then brake pads slide and I’ll give you the sticker.” That’s a real concern.

Brian Woodman: [00:11:13] You could call that opinion shopping. So, I think that I go back to my audit days, that was a specific question. We fill out all sorts of checklists as accountants as we go through and QC our work. And in the planning stage in an audit, there was a specific question about how many times has your client fired their accountants in the past, and what are the reasons, and take those into consideration, [1], in accepting this client; and then, [2], if you’re comfortable accepting the client, you need to potentially build that into the audit risk, which determines how deep you really need to go in an audit.

Mike Blake: [00:11:53] You know what? That’s interesting. So, as I mentioned at our intro, we did have a podcast talking about should I fire my attorney with Jeff Berman from Berman Fink Van Horn. And one of the things he talked about as is attorneys are kind of reluctant to take on a client that rolls through other attorneys. It sends up some red flags. I had not thought about that from the accounting perspective, but I mean, that’s right. Accountants, for those of you who don’t know, accountants have this process called client acceptance. At least, most accounting firms do. And I think that’s the checklist you’re talking about is should we accept this client or retain and continue the client? And it hadn’t occurred to me, but I guess on that checklist is, does this person make a habit of having a rotating accountant merry go round, basically? And so, if you can develop that reputation of being somebody that does that, you may find it, at some point, hard to find somebody good that wants to represent you.

Brian Woodman: [00:12:56] That’s right. That’s right. The question’s going to get asked eventually.

Mike Blake: [00:12:59] Yeah, sure.

Mike Blake: [00:13:01] And I guess another reason why firms change accountants too is because they receive an investment or even just financing, in general, right?

Brian Woodman: [00:13:09] Right.

Mike Blake: [00:13:10] I know that VCs will often say, “Congratulations! Here’s the check. Here’s also the accountant you’re gonna be working with,” right?

Brian Woodman: [00:13:20] Right. I have actually seen the name of a firm written into a loan agreement.

Mike Blake: [00:13:26] I was gonna ask you about that. Does that work for banks as well?

Brian Woodman: [00:13:29] I’ve seen it.

Mike Blake: [00:13:29] Okay.

Brian Woodman: [00:13:29] I’ve seen it where in order to get the funding, now, I’m trying to think if it was … I mean, it was a debt agreement. I don’t know if it was with a bank, but it did specifically name the firm that was to do the audit of the financial statements.

Mike Blake: [00:13:48] So, it’s conditional.

Brian Woodman: [00:13:49] Yeah, yes. So, in order to get the debt, you may have to change your accounting firm.

Mike Blake: [00:13:53] Man, I gotta find that lender and make sure they’re my best friend. That sounds great.

Brian Woodman: [00:13:59] So, I’ve seen some that will say it must be a national firm or big four firm. But I’ve only once seen where it was the specific firm was named. And I thought that was interesting.

Mike Blake: [00:14:11] Yeah. I haven’t seen that either, but I’ve certainly seen it where at a minimum, sort of as part of the term sheet, they say you’re going to adopt whatever accounting firm we say you’re going to adopt to be named later. So, in your mind, as as an advisor to clients that kind of coordinates the work of other accountants, what starts you down the road thinking, “I’m not sure this is the right match. And maybe I’m going to tell the client to start looking at other alternatives”?

Brian Woodman: [00:14:47] I would say, broadly, unmet expectations.

Mike Blake: [00:14:52] Like what?

Brian Woodman: [00:14:52] On price. So, I’ve often seen situations where the bidding process, you’ve got the low bidder coming in. And then, all it is, is coming in with a low price subject to conditions that the client must meet. And if that fine print isn’t read in detail and held to, you’re going to see change orders. So, for every little thing, so that it allows the firm to come in and get the work, but then on the back end, I don’t know. Firms that kind of take that approach, I don’t think that’s a really good long-term approach to going out and generating business because it kind of leaves a bad taste in the clients.

Mike Blake: [00:15:38] You might generate business but you won’t keep it.

Brian Woodman: [00:15:38] Yeah, yeah. That’s right. Yeah. So, I think you’ll have high turnover in those situations, but as far as expectations go, last minute surprises. And I can talk about this from an audit perspective and from a tax perspective. You discuss the communication throughout the year. Why are we having the conversation just before the deadline? Why haven’t we discussed these things?  And I’ve been able, fortunately for me. So, I’m sitting on the other side of the table now where the client had asked me before, “Okay, why are we talking about this now at the end of the audit? We’re just about to issue.” So, I go, “Yeah, I get it.”

Brian Woodman: [00:16:21] So, I’m able to have these conversations now where, okay, we’ve had all year, which is not your busy season. So, there should have been time. I mean, I realize everything’s cramming in here at the last minute for everybody, but we’ve had all year to talk about some of these issues. So, let’s try to plan a little bit to be a little more proactive. So, I’d say the more that that happens and the more heartburn accumulates over a couple of years, if that happens a couple of times, you’re going to want to move on or think about moving on.

Mike Blake: [00:16:59] Yeah, it makes sense. I mean, you think about the desired outcome of an accounting relationship, you want them to manage risk and bring stability. If it seems to be at risk and having instability, that seems to run counter to the purpose of what you’re trying to do, right?

Brian Woodman: [00:17:18] Right.

Mike Blake: [00:17:18] And you can appreciate if someone is going to be hit on their personal taxes an additional $10,000 tax bill. And by the way, you’re finding about that on April 13th, that’s a little bit frustrating.

Brian Woodman: [00:17:31] Yes, yeah.

Mike Blake: [00:17:32] And can be financially challenging, right? Or if you find that you’ve been telling everybody, all your stakeholders, you’re expecting a massive profit this year, and then five days before the audit issues, you’ve got a massive write-off you got to take, that’s an issue too.

Brian Woodman: [00:17:52] To be fair, accounting is historical. So, the end result is based on what happened. So, I can’t tell you what the answer is going to be in June for where we’re going to be in December. But I can tell you, okay, here is where we’re at in June. What are your plans for the rest of the year, so we’re not going to have any surprises? Remember, we talked about this. If you were going to buy that building, if you were going to do that acquisition, if you were going to launch a product or not, to make a decision at launching a product or not, or changing out the C-suite, those are things that could affect and change the end results. So, let me know what those are now. Let’s discuss and let’s head those up at the pass versus on April 15th or March 15th or 16th, I think is the deadline, is, “Oh, that’s what happened. Okay. Well, that changes everything now. Your answer is completely different. And it’s the first I’ve heard of it.” So, again, I think being proactive with communication. In my career, keeping the number of surprises down with your client is the best. That’s preventative action to an upset client or client wanting to move on.

Mike Blake: [00:19:18] Yeah, yeah. So, let me ask this, accountants aren’t cheap. I mean, I guess some are, but most aren’t. You’re not cheap. I’m not. My firm is not cheap. The firm we used to work for really isn’t cheap. Is it unreasonable for a client to demand perfection or near perfection?

Brian Woodman: [00:19:39] Yeah, I was going to say perfection. Perfection can be subjective, especially, and you know this very well that this business can be somewhat of an art. The answer on a tax return that’s acceptable to the IRS could be different from … the same exact return prepared two or three different ways could be acceptable to the IRS. So, which one is perfect? Probably the one that as long as is acceptable has the highest refund, but I think that, and especially in your business, and I know you say you’re not an accountant, but your business involves … it certainly involves numbers.

Mike Blake: [00:20:17] I certainly am in the accounting industry. I work for accounting firms, so.

Brian Woodman: [00:20:21] Right. So, I would say that relatively perfect. We’re certainly not perfect, but I would say that generally and materially perfect is a reasonable expectation. But you also have to understand kind of where you’re at. So, if you have the wrong person in place. So, if you got highly complex transactions, and you’re asking a bookkeeper to book those transactions perfectly, and they involve estimates, and they involve a lot of inputs, I would say you shouldn’t, in the first place, expect perfection from that level of service provider. But if you have a bookkeeper at the lowest level, the transactional level, I would say where there’s not a lot of judgment, there’s not a lot of art-

Mike Blake: [00:21:18] Right, it’s just a mechanical process.

Brian Woodman: [00:21:20] Yeah, it’s mechanical, I would say that, yeah, should you could expect something close to perfection there.

Mike Blake: [00:21:26] So, is changing an accountant easy? And let me put some parameters around that because I know this is very much a big it depends answer, but let’s say there’s already been a five-year relationship. The accounting firm is helping both in the tax and maybe the financial reporting side. How hard is it to change accountants? And what is your existing accountant’s obligation to facilitate that transition?

Brian Woodman: [00:21:56] It’s becoming easier. With your accountant having the documents, having the documents that are yours, sourced documents, things that you own that they’re using to perform the work, I think technology has enabled the facilitation of transmission of documents from one place to another. I know that in the past, it was difficult, especially like if you hadn’t paid your bill to your prior accountant, or it was an adverse relationship, it was a little more difficult to get all your stuff, but you really should have any way. And that would be my suggestion is just as a best practice is anything that your service provider, your accountant prepares for you, or documents that you provide them to prepare tax return, or audit, or whatnot, keep files of those yourself. Don’t just let them keep all that stuff.

Brian Woodman: [00:22:56] They stay as organized as they can, but it may not be exactly what you need in order to transition. So, I see a lot of heartburn, heartache in gathering documents that you just don’t have on file. Your old accountant or my old accountant has that, or all the journal entries that were ever booked on my books, I don’t have them in my QuickBooks. My accountant has all of my journal entries that fix all my books for the last five years. And they just rebook those every year. Well, we’ve got to go get that from them. Well, just get those every year from your accountant.

Mike Blake: [00:23:29] So, make that part of the deliverable.

Brian Woodman: [00:23:30] Yes, yeah, yeah. So, yes. I would say that technology is enabling better transmission because those documents would be available there for you to log into your portal. And a lot of firms are doing that now.

Mike Blake: [00:23:44] So, what are some instances where a client might be thinking that they want to change their accountant, but, really,  at the end of the day, it’s really the client’s issue, not the accountant’s issue that the client is just being unreasonable and the client needs to kind of weigh the beat and take it down a notch?

Brian Woodman: [00:24:05] Yeah. There’s certain circumstances where it’s always a fee issue. So, it’s never going to be cheap enough for what you’re getting. And then, second is the information and effort that is often required on the client’s side, you’re just never gonna get it. So, it’s like garbage in, garbage out. Well, you’re not getting my tax return done. We’re not getting through the audit. Well, we’re not getting what we need as service providers in order to complete the task. So, if you give us garbage, we’re not going to give you garbage back. You just gonna get nothing. So, I would say clients get hung up on price, and then don’t deliver on their end of the bargain.

Mike Blake: [00:24:59] Okay. And then, I think you’re kind of touching upon this. Are there sources of client unhappiness that they don’t realize is just there’s certain things a client has to do to make the relationship work. And even though they may not love doing it that they just have to understand it’s part of the process. For example, in one of my assignments, I asked for a lot of data. And I don’t apologize for that. I asked for a lot of data because earlier in my career, I’ve given the surprise to the client, and it’s because I didn’t ask for the right data upfront because I was, “They’re not going to have. That doesn’t matter.” And then, it turns out that had I asked for that 45 days ago, my answer would have been radically different and right as opposed to wrong, basically. So, I don’t apologize for that. But I know and I sympathize the fact that sometimes a client is overwhelmed by the data, what looks like a very burdensome data request initially because they start to think, “Well, who’s working for who?” Does that phenomenon occur in your side of the house too on the conventional accounting world?

Brian Woodman: [00:26:12] Well, that keeps me in business.

Mike Blake: [00:26:14] Okay.

Brian Woodman: [00:26:15] So, I do audit support. And basically, that’s a function where I sit between my client and the auditor. So, I facilitate all of the requests that the auditor needs from the client. So, I’m kind of the buffer in between that takes the burden. My client and their personnel still have to pull documents, but I kind of backed down things. I make sure that the documents are really needed and kind of temper the list. So, yeah, it’s definitely an issue, and it can definitely be overwhelming. And  I mean, it’s certainly generated business for me. It’s a need out there.

Mike Blake: [00:27:03] How do you figure out if … as you said, nobody’s perfect. I’m not perfect. I know there are deliverables I would like to have back in my career and have had to take back and fix them. At what point do you decide this advisor just made a mistake that I just sort of can’t live with? How do you kind of come to that conclusion that a mistake or maybe a series of mistakes – I’m not sure if there’s a difference there – but rises to the level that you just gotta make a change? Is there any kind of rule of thumb that you have, or a trigger point, or a threshold that you cross and you say, “You know what? This goes beyond the normal bumps and turbulence of an advisory relationship”?

Brian Woodman: [00:27:57] I would say on the audit side, the ultimate would be a misstatement. So, a financial misstatement. So, something that the auditor didn’t catch that they may have known about. And then, we may talk about accountant liability. But I would say that if the financial statements are materially misstated and your auditor signs off on it, that would be large enough to really, really consider making the decision at that point to go with another auditor. I can’t speak so much on the tax side, but I would say that frequency has something to do with it. Some of some of my clients, I don’t do the taxes, but they have tax providers, and if they’re seeing IRS notices often, that means that someone is not being proactive. So, I think the frequency of IRS notices and issues there can certainly weigh on needing to make a change and needing to choose another firm.

Mike Blake: [00:29:01] So, one thing I’ve noticed that you have not talked about specifically is firing your CPA because the tax bill is too high.We talked about surprises, we talked about mistakes, but I think and I’ve seen that there can be a client tendency to blame the accountant because they’ve discovered that they’re going to have to write a bigger check to Uncle Sam than they wanted to. They don’t have the IRS to strangle in front of them. So, their tax preparer is kind of seen as an extension. So, what I’m curious about is, have you seen that? And is there a point where maybe the accountant isn’t doing enough or hasn’t made enough of an effort to “optimize” tax liability? And how does that in your world kind of play in terms of how you consider that dynamic? We only ask hard questions here on this podcast.

Brian Woodman: [00:29:01] I have seen it, and I’ve seen plenty of tax accountants fired because the tax bill at the end of the day was hefty. And that occurs for various reasons. And I think maybe we come back to communication and the expectations of the client. And also, how you communicate with your client. So, if your client is big picture, if they don’t read paragraphs and paragraphs of an email where you lay everything out for them, understand your client. Understand how they consume information, so you can get the point across. So, I may say, “Hey, if you do this or you don’t do this all year long, we’re gonna have an issue on April 15th.” But they may not read that. And maybe that’s not their fault. Maybe that’s just not the best way to communicate with your client. So, I would say just expectations, no surprises, and find out how to communicate with your client about those things will avoid the real surprises. And have your client … I know I’m speaking from the service provider side. I’m trying to go from looking at our service for providers.

Mike Blake: [00:31:22] Yeah. Well, I mean, you’ve been on both sides of the fence. So, that’s why I have you here because you can speak to that.

Brian Woodman: [00:31:28] Yeah. So, from the client side, demand a proactive approach and tell them how you want to be communicated with, especially when it comes to surprises. And from the service provider side, do the same.

Mike Blake: [00:31:43] That house is really interesting. I want to kind of pause on that because I don’t think I’ve explicitly reflected on that enough or even pushed on that. We’ve had a lot of advisors come on the program, and the theme of communication in terms of a successful relationship comes up a lot. But what hasn’t come up is how you communicate. And that leads me to think in my own personal experience, my wife is terrible with physical mail. If you send her something in the mail, she just will not read it. And so, I have to bring in the mail to make sure that our mail kits are read. And if we have jury duty, or a subpoena, or some bill or something that it actually gets taken care of because my wife just flat out won’t read it.

Mike Blake: [00:32:32] And we wound up firing a service provider over that because it didn’t communicate with my wife about something that needed her attention, but they solely relied upon physical mail, which she never reads. And they did their best to communicate, they met their obligation, but they didn’t take the temperature of their customer well enough to say, “Okay,  are we communicating in a way where they have the radio turned to the right channel to receive it?” And the point you bring up there, I think that is so critical. It’s not just about communicating, but communicating the right way.

Brian Woodman: [00:33:15] Exactly, exactly. And you and I, we’ve been through some leadership courses together. So, you’ve got emotional intelligence. I’m sure you’ve heard of that disk profiles. And there’s all sorts of different versions. They kind of have four quadrants usually and kind of put you into different boxes. Sometimes, that’s social, how you deal with things socially, and then whether you’re detailed or a high level type person in your decision making. So, if you’ve got somebody that’s very high level that makes decisions quickly, usually, higher levels of leadership, they have to act fast, they’re decisive, they don’t need as much detail to make their decisions. So, you give that information to them in bullet points as opposed to a long narrative when you know all the details.

Brian Woodman: [00:34:08] Some people require high levels of detail in order to make decisions or feel comfortable. So, those are just kind of two quadrants of people, and how you deal, you should consider. Actually, I worked for a firm for a brief stint, and I know of, at least, a couple of firms that actually have their clients do the surveys that give you the results of what [indiscernible] and where your emotional intelligence is, what you require as far as communication. And every time they get on the phone with their client, they kind of look at their profile first or even send an email to make a decision about how should I communicate with my client, what I expect from them, what needs to be done. So, I think that’s interesting. I mean, I don’t employ that currently, but I think that’s a good idea. And I try to, at least, get a read on how my client consumes information and needs to get it.

Mike Blake: [00:35:12] Well, and even the communication channel itself, right? I mean=

Brian Woodman: [00:35:15] Yeah, medium. Yeah.

Mike Blake: [00:35:17] My oldest son, who’s about to turn 18, I can’t get him to read an e-mail. But he’ll respond to a text. He’ll respond to a Slack. He’ll even respond to an Instagram. And that’s kind of interesting. You want something creative, yell at your teenager with Instagram. There so many options of angry pictures that you can sort of send and things that depict being left to dead in a ditch and things of that. So, it’s actually quite liberating. It gives you a sense of being creative as a parent basically. But I have clients around me older, not that many. Most of my clients are 35 and younger. But the older ones, for anything in depth, they still want a phone call.

Brian Woodman: [00:36:03] Yes.

Mike Blake: [00:36:04] But then, the younger ones don’t, or they want to do a video conference, which I’m embarrassed to say because I pride myself on being a tech guy, I am still getting used to doing the video conference thing because I’ve got an ugly mug, and I don’t dress in a suit every day.

Brian Woodman: [00:36:22] Don’t say that.

Mike Blake: [00:36:23] And there have been times where I realized, “I’ve got a video chat in five minutes,” and I still have my Christopher Walken. I need more cowbell t-shirt on, and I’m in trouble. I don’t even have pants on, but I got to have a shirt. But that’s sort of a reality of learning how to communicate the right way with a client because if you send the message to a non-receiving medium, you really don’t get points for having sent something that the client has no realistic chance of receiving.

Brian Woodman: [00:36:55] Right. Well, so, when I manage large audit teams, working … so,  I guess I’m an X-er. I’m very close to millenial, but I think I’m still categorized as Gen X. The most effective way for me to get an answer was to pick up the phone. That’s the most effective and efficient way. But as my clients have become younger, and I guess as I’ve gotten older, I realized that I would harp on some of my staff when I was an audit manager. I would say, “Just pick up the phone, just call them. Don’t send an elaborate e-mail. Just pick up the phone and get the answer. That’s the quickest way, so we can move on. And don’t send the e-mail, then leave for the day and just be able to clear your mind out. Let’s just get to the issue.” But now, a lot of my clients would prefer to receive a text or an e-mail. So, I guess I’ve aged out of my communication method. So, I need to keep thinking about my clients’ preferred communication method.

Mike Blake: [00:38:02] A lot of younger people don’t even have their voicemails set up, right?

Brian Woodman: [00:38:02] Yeah.

Mike Blake: [00:38:07] They won’t, let alone, return one. They’ll see a voicemail, they’ll delete it because they’ll just assume if it’s that important, you’ll just call back. So, let me ask this. Accounting, like so many services, is a competitive field. Let’s say I’m not necessarily unhappy with my accountant, but I meet somebody else, and they want to kind of work their way in and see if they can knock the incumbent accountant out. That happens.

Brian Woodman: [00:38:42] It does.

Mike Blake: [00:38:42] And as a client, how open should I be to that? And even as as a client, should I see that as kind of all a little sketchy? Is there a kind of turf there or some professional courtesy that’s being violated? Or is that just sort of big boy football, and that’s the way it works, and an incumbent always has to remain competitive and assume that somebody else is trying to knock him out for their business? . How do you think about that?

Brian Woodman: [00:39:17] So, CPA firms, accounting firms are businesses. So, there is a degree of marketing that you’ll see and there’s  business development. Otherwise,an accounting firm would have no clients if you didn’t reach out, if you didn’t create a network. The direct approach is fine. I would say don’t waste too much time. I mean, listen to what they have to say. And if there’s something that they say that makes sense that piques your interest, continue the conversation. But it’s more of an unspoken. If you feel like it’s just a sleazy sales pitch, I would say don’t waste too much time with it. But I think if it’s a thoughtful approach, and if you’re in a genuine conversation, and they seem to understand your business somewhat, and you think that there might be something that they could add to it, I’d certainly have the conversation.

Mike Blake: [00:40:21] Now, let me change gears here. And this will be, I think, the most uncomfortable question I’m going to ask you all day. And that is, as we talked about, mistakes happen. In your mind, where is the line between a mistake, stuff happens, people are not perfect, and then you have to start thinking about, was their malpractice?

Brian Woodman: [00:40:50] I think that it’s a matter of severity and materiality. As accountants, there’s certain guidelines that we have to follow. When it comes to an audit, we’re auditing under GAAS, which are auditing standards, the generally accepted accounting principles. So, we have to stay within the confines of those. And if there is a big material miss there, then that’s an issue. I would say that whether you know about it, if you knowingly … so, as an accountant, whether you knowingly look over something that’s material, that to be considered a crime. So, I think that would probably fall more heavily into malpractice. If there’s a misrepresentation that’s intentional that you know you’re deceiving or skirting, maybe it’s not your client, but you’re helping them skirt the loan covenant, meet earnings, something like that, I would say that that falls along the lines of malpractice. Is that a good answer? Is that-

Mike Blake: [00:42:08] You tell me. I think so. I mean, yeah. I mean, yeah. I think what you’re talking about is understanding kind of what professional standards are, right? And is the mistake big enough that it costs the client a lot of money, basically?

Brian Woodman: [00:42:28] That’s usually-

Mike Blake: [00:42:28] And is this something that they should have caught, right, had they been doing their job correctly?

Brian Woodman: [00:42:35] Right. And then, even if they don’t know about it, were they negligent? So, were they just not following the rules and negligent in the performance of their service to not catch something material?

Mike Blake: [00:42:49] So, when your client is thinking about maybe changing accountants, do you advise a client to maybe try to do something to salvage the relationship? Maybe, is it a conversation or different kind of engagement parameters? Or maybe you talk to the accountant instead and say, “Hey, look, we got an unhappy client. You’ve got to kind of fix these things.” But other other pre-cursor thought processes that you would recommend if you’re thinking about changing accountants before you actually pull the trigger and do it?

Brian Woodman: [00:43:28] It should not be a knee-jerk decision. So, in my experience, and you know me, I often find myself as in the position of a mediator. So, I see-.

Mike Blake: [00:43:40] Which you’re good at.

Brian Woodman: [00:43:41] Yeah, and I see both sides. And people, for some reason, kind of open up to me. So, I’m able to see different perspectives. Now, in some cases, I’ll give people the benefit of the doubt to my own detriment, but I can see where someone is making a knee-jerk decision or wants to make a knee-jerk decision based on just one thing that went wrong. So, we’re coming down to the wire, getting the tax return done. It’s rush, rush. It’s high stress. People want to make a knee-jerk decision just because of the pain in that moment. Let’s step back and look at the entire relationship. Just because it’s high stress right now, and we may miss a deadline, what else is this firm doing for you? And then, at the same time, I can talk to the firm and say, “My client is really having a heartache with these last-minute decisions, and always coming down at the wire on the audit. Is there something that we can do or something that they’re not doing that can make your job easier?” So, let’s, at least, have these conversations before we make a decision to part ways. So, I think it’s worth it to just step back before you just make a decision based on one event.

Mike Blake: [00:45:02] So, we’re running out of time, and we can’t cover sort of every possible scenario. But if one of our listeners is kind of thinking about whether or not they should be changing accountants, could they reach out to you? Would you be willing to help them out?

Brian Woodman: [00:45:17] Oh, sure, sure.

Mike Blake: [00:45:18] What’s the best way from the contact you?

Brian Woodman: [00:45:20] You can either ping me directly at brian.woodman@woodmancpa.com or info@woodmancpa.com. You can reach me those ways.

Mike Blake: [00:45:33] So, somebody actually reads info at woodmanscpa.com?

Brian Woodman: [00:45:37] Yes, yeah.

Mike Blake: [00:45:38] Okay, good.

Brian Woodman: [00:45:38] I think they all go to the same inbox.

Mike Blake: [00:45:43] Well, I’d like to thank Brian “Info” Woodman so much for joining us and sharing his expertise with us today. We’ll be exploring a new topic each week. So, please tune in, so that when you’re faced with your next executive decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review of their favored podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: accountants, accounting firm, Brady Ware, Brady Ware & Company, Brian Woodman, CPa, CPA firm, fire an accountant, Michael Blake, Mike Blake, Woodman & Associates

Decision Vision Episode 63: Should I Buy a Business? – An Interview with Ray Padron, Brightworth

April 30, 2020 by John Ray

should I buy a business
Decision Vision
Decision Vision Episode 63: Should I Buy a Business? - An Interview with Ray Padron, Brightworth
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should I buy a business
Mike Blake, Host of “Decision Vision,” and Ray Padron, Brightworth

Decision Vision Episode 63:  Should I Buy a Business? – An Interview with Ray Padron, Brightworth

Why buy a business? How do I manage the process of buying a business? How do I prevent an acquisition from destroying the culture of my existing business? Ray Padron speaks from his experience as CEO of Brightworth, an acquisitive private wealth management firm. The host of “Decision Vision” is Mike Blake and the series is presented by Brady Ware & Company.

Ray Padron, Brightworth

Brightworth is a boutique private wealth management firm that empowers its clients to focus on what matters most. They do that by helping their clients build, preserve and to make an impact with their wealth.

Their advisers have deep expertise across the financial disciplines with certifications that include the CFA,CPA, CFP and CIMA, JD and CFTA. The major client focus of Brightworth includes the dental industry nationwide, corporate professionals and executives, business exit transition services, and retiring well.

should I buy a business
Ray Padron, Brightworth

Ray is Brightworth’s Chief Executive Officer, leading strategic and management operations across the firm. In addition, as a Wealth Advisor, he provides comprehensive financial and investment advice to help clients achieve their financial goals and dreams. His experience working with senior executives and business owners and their complex transition and succession strategies helps him guide both Brightworth’s and his clients’ success.

Ray began his financial career with what is now PricewaterhouseCoopers, later working for the Marriott Corporation and then serving as Vice President of Accounting Operations and Financial Reporting for Finalco Group, Inc. In 1986, Ray became a Principal and Senior Vice President of Finance for Capital Associates, Inc., a regional venture capital firm that provided both capital and funding services for portfolio companies.

In 1988, Ray created ARC Financial Services, a financial planning firm that focused on the unique needs of business owners. He later merged that firm with Ron Blue Trust, a national wealth advisory firm, starting their Washington, D.C. and Baltimore, Md. branches and eventually becoming the Vice President of Practice Areas and Chief Financial Officer at the national headquarters in Atlanta.

Ray is a Certified Public Accountant and CERTIFIED FINANCIAL PLANNER™ practitioner. He has completed the Investment Management Consultants Association’s Investment Analyst Program at the Wharton School of Business at the University of Pennsylvania and is a Certified Investment Management AnalystSM. In addition, he is an Accredited Estate Planner®, a Chartered Life Underwriter and a Chartered Financial Consultant. Ray has been named several times in Atlanta Magazine‘s list of Five Star Wealth Managers*.

Ray is currently on the Board of Directors for the Georgia Chamber of Commerce as well as Junior Achievement of Georgia, the Executive Committee of the Buckhead Coalition, and is past President of CEO Netweavers, a community of CEOs and trusted advisors committed to helping and improving the Atlanta business community. He is also a founding board member of Matchbook Learning, a national non-profit K-12 school management organization focused on a unique blended, competency-based model of learning for struggling schools.

He is an active member of Business Executives for National Security (BENS), a non-profit organization focused on bringing the private sector together with our government partners to apply best business practice solutions to its most difficult national security challenges. In addition, Ray is a past member of the board of directors of the Financial Planning Association of Georgia, and a past chairman and board member of an international faith-based ministry.

Over the years Ray has been a frequent speaker to executives on retirement planning. He has also spoken on operational excellence within the financial planning and wealth management industry.

Ray and his wife, Sharon, have four grown children and ten grandchildren. His hobbies include international travel, golfing with friends, reading and exercise.

For more information, you can visit the Brightworth website or email Ray directly.

Michael Blake, Brady Ware & Company

Mike Blake, Host of “Decision Vision”

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

should I buy a business“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional, full-service accounting and advisory that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:20] And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:39] My name is Mike Blake, and I’m your host for today’s program. I also touch my face, at least, 35 times a day. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; and Richmond, Indiana; and Alpharetta, Georgia, which is where we recording today. Brady Ware is sponsoring this podcast. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:07] So, we’re talking about a subject that I’m a big fan of. And I’m a big fan of it because I think it’s extremely important, and nobody talks about it. And that is whether you should buy a business. And I say nobody talks about it because I’m in the transactional world, and I do my fair share of M&A, thankfully. And one thing that I’ve noticed is that there are plenty of seminars around that will talk about how you should sell your business and why. And there’s some that will even talk to you about succession planning, how do you transition at your business to a succeeding generation?

Mike Blake: [00:01:54] And I think those two subjects get covered a lot, quite frankly, because I think that’s where the most money is made. There’s a lot of money to be made, certainly, anytime a business sells, or brokerage fees, or legal fees, or accounting fees are, I don’t know, after deal dinner fees. There’s a lot of money on the move that occurs and is set in motion because a business is going to be sold. And that’s usually initiated by the seller. Not always, but usually. And to a lesser extent, that is true for businesses that are in succession. There’s a whole industry now around succession planning. There are organizations that offer some form of accreditation or some source of letters after your name because you’re a really awesome succession planner.

Mike Blake: [00:02:41] But buying a business, it’s really crickets. And even to the point where it’s actually hard to find an investment bank that wants to take on what we call buy side transaction. They don’t want to work for buyers because the perception is that buyers have less of a motivation to buy a business than a seller has to sell a business. And therefore, if you’re working on contingency, it’s a less reliable source of income. But buying a business, I would argue, is just as hard, if not harder than selling a business because the burden of information is on the buyer and it’s going to be in the asset that you buy.

Mike Blake: [00:02:41] So, Warren Buffett is famous for saying that “Price is what you pay. Value is what you get.” And if you do things right, you hope that value is, at least, equal to or maybe greater than the price. But the seller walks away with money, and they know what money is worth. But the buyer, they may not understand exactly what they’ve bought for a year or two or more after they’ve bought the business. And so, this is a rich topic for discussion. This can be one of these things. I may ask our guest to come back for a second part because I can just see right now that we’re going to cover a lot of ground and leave ground uncovered.

Mike Blake: [00:04:11] So, with that having been said, I would like to introduce you to my friend Ray Padron, who is Chief Executive Officer of Brightworth, a boutique private wealth management firm headquartered in Atlanta. Founded in 1997, they empower their clients to focus on what matters most. They do that by helping their clients build, preserve and make an impact on their wealth. Today, Brightworth has over 1400 individuals and families across the US, whom they helped build, preserve and be generous with their wealth, which is currently, according to their website, about $4 billion under management, letting them spend more time on the things that truly matter to them.

Mike Blake: [00:04:48] From the beginning, Brightworth built their firm to align their interests with those their clients that they’re always on the same side of the table with those they serve. A critical way in which they accomplish this is by being fee-only, selling no proprietary products and refusing to let compensation influence the guidance Brightworth provides to its clients. That’s important. Fee-based advisors are hard to find. Fee-based advisors who are good are very hard to find. That is not a usual model. So, pay attention to that.

Mike Blake: [00:05:16] They’re a team of over 50 professionals in Atlanta and Charlotte who are dedicated to providing independent and objective advice, taking care of their clients in the same manner they would want their own parents taken care of provide. By providing outstanding depth of expertise, the uniquely personal approach, they continue to create lasting relationships with clients to help build their financial future with confidence. Ray Padron, thank you for coming on the program.

Ray Padron: [00:05:40] Mike, it is a pleasure to be here. I’m glad you and I are getting to spend time together.

Mike Blake: [00:05:45] So, you’re now CEO and grand poobah of Brightworth. I know you’re a co-founder, but have you always been the CEO?

Ray Padron: [00:05:54] No. Actually, I took over the CEO position in 2014.

Mike Blake: [00:05:59] And in that time, how many acquisitions have you led Brightworth either through or maybe better yet into?

Ray Padron: [00:06:06] Sure. We actually have done three. And it was a very fortuitous. We had a chance to do a very small transaction first, which helped us sort of learn the ropes of integrating an individual practice into our firm. Then, the next transaction, which was probably within 12-18 months of that, it was sort of a team that was rolling out of another firm, they wanted to leave, and we brought them into our firm. A little more complicated. There was a lot more client work to do, paperwork, more conversations with the exiting that was taking place, et cetera. And then, there was a very large transaction we did, which doubled the size of the firm in 2017.

Mike Blake: [00:06:49] So, I’d like to talk about that one because it was clearly so material and so important. Why did you want to make that big an acquisition? Were you nervous about making that big an acquisition?

Ray Padron: [00:07:02] Right. Two questions. Yes, we were nervous, but the big reason for doing the acquisition was we decided we needed to actually have a a non-organic growth strategy. We’re in an industry, the wealth management industry is not actually that old, particularly the fee-only practice. So, when you look at what’s happening in our industry, there is issues around succession planning. We have literally hundreds, if not thousands of firms that are struggling with their own succession plans. All the first-generation owners who’ve created this business now were in what we would call a succession trap. They can’t sell their practice or their businesses to the next generation. It’s too late. It’s worth too much. And what’s happening is there’s this huge amount of consolidation that’s actually taking place because they have to do something.

Ray Padron: [00:07:54] At the same time, we’ve got private equity firms that are in large banks like Goldman Sachs that are buying up RIAs because they’re seeing changes in their own industry. So, there’s a lot taking place because the industry’s matured to the place it is. So, our choices are stick with organic growth or to do things that put us in the better position for the future. The future of this industry, there’ll be a handful of national firms. There’ll also be maybe 5 to 10 regional firms. And our decision six years ago was we want to be a regional firm. Let’s work towards that. And then, we can go from there. So, from a strategic standpoint, we needed to to do something and we needed to learn our way there. So, that’s pretty much the motivation for why we wanted to do an organic growth.

Mike Blake: [00:08:45] So, I like that distinction. That’s important kind of vocabulary point, organic growth versus inorganic. For our listeners who may not necessarily know that, organic growth simply means growth that you drive on your own by either expanding revenue from existing clients or adding new clients to your portfolio.

Ray Padron: [00:09:02] Exactly.

Mike Blake: [00:09:03] Right? So, I infer something. I wanna clarify. I wanna make sure I’m not assuming, but I infer from what you just said that you had a concern that if you did not acquire to become larger, you are at risk of potentially being acquired and maybe not under the best circumstances that you would like.

Ray Padron: [00:09:26] Sure. That’s exactly right. We actually had made the decision to work on our own succession plan 13 years ago. I was only 50 years old at the time. I was the oldest partner. So, we started our transition and our strategy for our own internal succession plan well in advance. We’re now at a point where the next generation, and we’re almost into third generation owners, own more of the firm than the original founders do. In fact, two of the founders are already gone. And the other two, myself included, will probably be gone in the next five to seven years. So, we’ve taken care of our part. Now, the question is, what do we want to become? And with all the consolidation taking place, it really is we wanted to be the masters of our own destiny. We’ve sold all our own succession plan. We should be able to survive all the changes that are taking place in the industry.

Mike Blake: [00:10:18] So, this big acquisition that you did in 2017, it’s hard to imagine. It’s three years ago now. How long did that take?

Ray Padron: [00:10:27] Longer than I anticipated. There was a really interesting process. We actually had met several years before that. They were interested in their own succession plan, wanted to meet with us to understand how we had done ours, and approached one private equity firm, in particular, to help them do that. After, I think, working with them for 18 months realized there wasn’t enough time, and they came back to us and said, “Would you be interested? We really like you. Why not consolidate the two firms?” And that was a great opportunity for us.

Mike Blake: [00:11:04] So, you said that the acquisition took longer than than expected. What knock-on effects did that have on other aspects of your business or maybe the acquisition itself? How did that change the tenor?

Ray Padron: [00:11:19] Sure. And I didn’t really s answer the last question well in a sense of why did it take so long. But there are a couple of things that had to take place. You have this whole LOI, which is our first time we actually did something as formal as sending out an LOI. You start doing some due diligence, and you realize, “You know what? The way we structured the LOI, some of the provisions really did need to change.” And one of those was there was a follow-on transaction that we felt was really important. There were two parts to the transaction. There was the investment, the registered investment advisor. And then, there was a planning firm. And there was issues with the planning firm. We realized we needed more than just a — what would you call it? An option. We needed an actual drop-dead date where we would actually be able to do something.

Ray Padron: [00:12:09] So, anyways, that process required us to sort of renegotiate from the LOI a different transaction. And that really is the reason why it stretched out. The cascading consequences of that are both positive in a sense for us and negative. The negatives, as I’m sure everybody can imagine, the longer you take, it’s like a death march. The more time people have to think of things, they want answers that I’m trying to explain to them, we’re going to answer those things on the other side of the transaction. So, where there are blanks in in people’s minds, they filled it with usually negative things. So, it’s this constant grind of trying to solve things and ghosts, I call it, that they think exist that just aren’t there. So, those are the negative things. The positive things where the firm actually grew during all that time, the firm we were buying. So, our initial upfront cost relative to the revenue we’re buying ended up becoming much lower.

Mike Blake: [00:13:10] Now, that’s interesting. And that speaks to the fact that on the sell side, they ran their process well because the more frequent outcome you see as that the firm stagnates or even declines in the sale process because selling a firm, and as I think you discover, buying a firm becomes a full-time job in and of itself. And so, frequently, the very asset you’re targeting can be neglected. If it’s not run well, if it hasn’t scaled well, it’s not as valuable an asset at the end of the process as it was when you started, but you encountered the reverse phenomenon.

Ray Padron: [00:13:42] Yeah. Good point.

Mike Blake: [00:13:43] And that must have given you, then, a lot of confidence. You found the right partner. You are doing the right thing.

Ray Padron: [00:13:48] Yeah, they’re a very focused business. They’re focused on the dental industry. So, they were able to continue to—what’s the word? Kind of run their flywheel. And they have this great marketing engine, which is one of the things that absolutely attracted us to the acquisition. And that marketing engine just kept working.

Mike Blake: [00:14:08] So, actually, I want to I want to touch on that ’cause something you led off with and now are coming back to, I think, is a very important instructive point, which is you didn’t buy a business for the hell of it. You bought a business because you had a specific objective that you wanted to meet with buying one or more businesses, right?

Ray Padron: [00:14:30] Correct.

Mike Blake: [00:14:30] And presumably then, you are prepared and perhaps did walk away from potential targets that we’re not going to help you meet that objective.

Ray Padron: [00:14:38] Correct.

Mike Blake: [00:14:38] Right? So, a there’s a deliberate process. And I think that’s important because— actually, what I’m going to back out, I’m assuming some of that may not be true. Do you, on occasion, receive unsolicited offers? Some firms or brokers say, “Hey, this this thing’s available. Would you like to buy it?”

Ray Padron: [00:14:54] Absolutely.

Mike Blake: [00:14:55] And most the time you say?

Ray Padron: [00:14:57] No.

Mike Blake: [00:14:57] Why?

Ray Padron: [00:14:58] Well, there’s some very specific things that we’re looking for. One is we love the idea of there being a succession trap because, usually, that means we can get this at a decent price. But there has got to be a whole host of things that have to be behind that to make it work. You got to have talent. There’s got to be a set of hungry next generation people who’ve been waiting for something to happen, so they can take over this business. I can’t just ask somebody from Atlanta to move up to Charlotte to run the firm.

Ray Padron: [00:15:31] So, we were looking for several things. One is a strategic location. If I get an offer to buy a firm in some small town in Alabama, I’m not interested in that. So, Charlotte was a strategic location. You’re looking for a strategic talent –  the credible talent and group of next-generation people that were ready to take over the business. And then, I’m trying to think of what the third thing was. Oh, a strategic market. So, our Atlanta business is very focused on corporate executives and professionals, as well as with business owners. Having a business up in Charlotte that’s entirely focused on the dental industry nationwide was a really cool and very unusual. You, usually, don’t see that in our industry.

Mike Blake: [00:16:13] And we had another guest on, Rod Burkert, who talked about the need to specialize. This is not really in our script, but I sort of have to ask you, do you feel that specialization has been a benefit?

Ray Padron: [00:16:24] Absolutely. People want to work with people who know their business and the phase of life that they’re in.

Mike Blake: [00:16:32] Yeah. And I think clients appreciate not having to educate their advisors-.

Ray Padron: [00:16:39] Absolutely.

Mike Blake: [00:16:39] … about their business. And being a generalist, it’s hard to sort of defend to a client that says, “Hey, should I get somebody that’s done one of these before or not?” No, you don’t need someone who’s done one of these before. Your business is any old business.

Ray Padron: [00:16:58] Right, exactly.

Mike Blake: [00:16:58] I’ve never been able to really figure how to carry that conversation and not sound dumb doing it. If there’s a way, please send something into info@decisionvision.com, whatever the hell our email is. Help me figure out how to do that.

Ray Padron: [00:17:11] Really.

Mike Blake: [00:17:14] So, this opportunity came about because you had some kind of relationship, and there was sort of a slow-burn conversation. Let’s just sort of dip your toe in, and I think sort of gradually weighed in. Is that fair?

Ray Padron: [00:17:25] Yeah, that’s fair statement.

Mike Blake: [00:17:27] So, at some point, you then flipped the switch from conversation to real negotiation discussion. You touched on this before, but I want to really dive into this. What was your due diligence process like?

Ray Padron: [00:17:40] So, the due diligence process actually went incredibly well. There are several reasons. The individuals we were dealing with, some of them actually were attorneys. And so, they had a really good understanding of some of the things we were going to be asking for. We also had a private equity firm, our financing arm, if I may, that was helping us do the acquisition, had done literally dozens and dozens of these in this space. So, we really knew exactly sort of what to ask for, and how to build out the data room, and et cetera. So, that process actually went really well and smoothly. We have a full-time compliance officer who knows exactly, again, what we need to be doing and looking for. So, it was a pretty smooth process. It didn’t take very long.

Mike Blake: [00:18:27] How long did it take? Do you recall?

Ray Padron: [00:18:29] It’s about 30 to 45 days.

Mike Blake: [00:18:31] Okay. That’s a well-run due diligence process, which I’m sure your buyer— I’m sorry, your seller appreciated.

Ray Padron: [00:18:37] Yeah, it was.

Mike Blake: [00:18:38] Because a seller, when I advise sellers, I tell them to be prepared for a 90-day, sometimes even 120-day due diligence. And that gets them to the death march things you talk about.

Ray Padron: [00:18:48] Exactly.

Mike Blake: [00:18:48] Everybody’s happy and cheerful for the first two weeks of questions. And then, after that, it’s, “Oh, God. I got to do this again,” right?

Ray Padron: [00:18:55] Yeah, yeah.

Mike Blake: [00:18:56] I can’t imagine what it’s like by day 100. You just want to chuck everything and say, “You know what, I’m just gonna sell this to the government.”

Ray Padron: [00:19:03] It’s funny, and I mentioned it earlier, there were these two parts – the getting the RIA part in the due diligence done. Really, we had that done all in 90 days, including the purchase agreement. It was renegotiating the aspect of the LOI that required the acquisition of the other part that took us another 12 months. It was that, which where we had the death march.

Mike Blake: [00:19:26] Now, what’s interesting in the due diligence too is that in your world, you’re a highly regulated industry.

Ray Padron: [00:19:26] Very, very very.

Mike Blake: [00:19:36] And one in which potential liability and, frankly, disaster is lurking around every corner. And as you said, you have a compliance officer, all RAs either have an internal or outsource compliance officer. You pretty much have to, I think.

Ray Padron: [00:19:51] Absolutely.

Mike Blake: [00:19:55] How afraid were you, concerned were you about finding that or maybe not finding that gremlin under the rug that, all of a sudden, now, it becomes your responsibility? How big a concern is that in your industry?

Ray Padron: [00:20:13] It’s a big concern. Obviously, there’s two things that you do. Well, or maybe three things that you’re doing that kind of help mitigate a lot of that. Obviously, we did an asset purchase. We weren’t buying the stock of the company. So, there’s sort of step one.

Mike Blake: [00:20:28] So, that gives you some level of protection.

Ray Padron: [00:20:30] They actually have compliance files, which they have to have. And if they’ve been recently audited, they’re probably very up to date. So, that gives you another layer of comfort. You’re going to do an audit of their CRM. Well-run firms got every client conversation or every issue sitting in CRM. So, you’re going to do a set of tests through their CRM for, particularly, their larger clients where there might be larger financial exposure. In this case, the firm that we purchased did have one issue with a client. It was disclosed to us right upfront. It wasn’t a big deal. Clients get upset sometimes.

Ray Padron: [00:21:08] And then, the last thing is the clients are required to sign a consent on the transaction. So, we can’t just buy a firm and then the clients go, “Wait a minute” all of a sudden, “Who’s Brightworth?” So, there’s this whole communication process. And the clients actually consent to the transaction. So, there’s another set of affirmations that there’s no problems lurking out there or if they are, they’re going to make a decision not to come.

Mike Blake: [00:21:32] So, that’s interesting. I think I kind of knew that but hadn’t really internalized it. Is a client consent such that they consent to be transitioned over or could a client potentially even hold a transaction?

Ray Padron: [00:21:46] They can’t hold a transaction, but what they can do is isolate what issues are. And effectively, then, they would not sort of consent to moving over, and they can no longer be a client.

Mike Blake: [00:21:57] They can opt out basically.

Ray Padron: [00:21:58] And then, it changes the math of the transaction.

Mike Blake: [00:22:01] Now, I wonder, the way you kind of work through this due diligence process and compliance, I guess I wonder if in a way it’s easier because you can kind of look up with FINRA what kind of actions have been taken, if any sensors, anything like that, that’s gonna be a matter of public record.

Ray Padron: [00:22:18] Exactly. And that’s not just at the firm level but also at each advisor level.

Mike Blake: [00:22:23] Okay.

Ray Padron: [00:22:23] Right. If there’s an action against a specific advisor that maybe they even hired after that issue came up, it’s all gonna be out in the disclosure systems that we check.

Mike Blake: [00:22:34] So, that’s a luxury relative to a lot of other industries-

Ray Padron: [00:22:38] Absolutely.

Mike Blake: [00:22:39] … that the skeletons, they can’t be in a closet or it’s a very easy closet to open.

Ray Padron: [00:22:44] Exactly.

Mike Blake: [00:22:47] So, you’re working through a due diligence process. At what point does your conversation talk turned to pricing terms?

Ray Padron: [00:22:56] Most of the pricing terms were worked out upfront and were in the LOI. We structured it that way. We are basically saying, “We’re going to purchase your revenue at X. And we’ve built out an earn out of whatever, over a five-year period.” And so, most of the pricing was already determined.

Mike Blake: [00:23:14] And how difficult was that? Was there a lot of back and forth? Or did you and the seller find that you had kind of a similar mindset?

Ray Padron: [00:23:22] In this case, it was very similar mindset.

Mike Blake: [00:23:25] In other cases. were there not? Are there cases where you found that a show stopper?

Ray Padron: [00:23:30] No. In the other ones, it was less of an issue because there was much smaller transactions and the multiples were just one time; where this was an earn-out calculation. So, it gets a little bit more complicated. And when you have market volatility like we do today, yesterday anyways, it becomes a much more complex conversation.

Mike Blake: [00:23:51] So, did you do this transaction yourself or did you have a team of advisors helping you with us?

Ray Padron: [00:23:57] Great question. Probably one of my— I call it both a strength and a fault was this one transaction, in particular, I did most of the work from a Brightworth perspective. Now, the good news is I had a private equity firm that specializes in this. So, they were a big part of helping keep things on track, make sure our thinking was clear, and moving the transaction forward.

Mike Blake: [00:24:23] You said you had a private equity firm. In what way? What? How are they involved? Were they a client that’s just sort of helped you along the way or professional contact?

Ray Padron: [00:24:30] No. They’re actually an investor in the transaction. So, it’s a-

Mike Blake: [00:24:33] Oh, I see. Okay.

Ray Padron: [00:24:34] Yeah. They’re just partly a Brightworth private equity purchase of the business.

Mike Blake: [00:24:39] Got it. Okay. So, I didn’t know that out of the transaction. So, it sounds like, I would think initially, my first reaction would be having another seat at the table would make the transaction more complicated, but it sounds like in your case, it also made it easier.

Ray Padron: [00:25:01] Yeah, it absolutely did make it more complicated. Quick funny story. My wife and I have a place in Florida condo. One day where I was working, negotiating with and against the private equity firm on pricing, I was working on the transaction itself, negotiating compensation. I don’t think I got off the phone over a 10-hour period, and I’d walked over five miles just inside my home working through those kinds of issues. So, yeah, it can get really complicated.

Mike Blake: [00:25:36] Now, a lot of people talked about the importance of culture. I’ve known you long enough to know, you are a big culture guy.

Ray Padron: [00:25:44] I am.

Mike Blake: [00:25:44] This is not something that’s just a Harvard Business Review article that you read. This is something that is critical to you. It’s part of who you are and what’s made you successful.

Ray Padron: [00:25:54] Thank you.

Mike Blake: [00:25:54] You are acquiring a large firm. How did you explore culture and get comfortable that an acquisition of that magnitude wasn’t going to blow up what you’d spent the prior 20 years building?

Ray Padron: [00:26:09] Yeah, great question. And probably the biggest concern that you have with your own team when you’re proposing this to your own management committee and your partners, in this case, it was really kind of an interesting process. Step one, and I do this as I’m looking at firms that are out there that I would call targets, they’re what I’d call stealth targets. I’m not using their name. Nobody else in the firm knows. But I actually go to their website, and I’ll sit there and look at the bios of what I would call the next-gen leaders or the senior team that we would probably be buying out. And in this case, when I looked at their website, it was, “Wow! I could take that that bio and that person, lift it out, I could set it right in the Brightworth, and you would know the difference. They’d look and feel just like a Brightworth advisor.” That’s not culture, but it is a big step. You see the things that they’ve done. You see what their hobbies are. You see what’s important to them, their certifications, et cetera. They were definitely felt like Brightworth.

Ray Padron: [00:26:09] The next thing is you’ve got to talk about how they make decisions. How do they govern themselves? That’ll tell you a lot about the leadership. Is it a top-down kind of thing? Is it consensus building? And then, the other part is you actually go in there and you show them, “Here’s how we run our firm. Here’s what we expect from ourselves as human beings working together to get things done for our clients. We want to look as healthy on the inside as we look to our clients on the outside.” And the other thing is you spend time with them. We encourage to do assessments if we can get them to do there. Step one is I share mine, “Here’s my assessments. I want you to see what my profile looks like.” The fact I’m a take charge person and I tend to be a bit spontaneous, et cetera. Those are the things I want them to know about. So, I open the firm up to them. And at the same time, hopefully, allow them to be and feel more open to us. And we kind of learn our way there.

Mike Blake: [00:28:15] I’m glad you say that one. When my firm was acquired by Brady Ware two and a half years ago, I volunteered my profiles because I wanted them to know what they are getting into, and I wanted them to self-select out. And my profile basically says that I am a raving lunatic that is always pushing the edge of stuff, that is a creative type, that doesn’t follow rules, that doesn’t pay attention to administrative detail and doesn’t acknowledge that they’re even important. And basically says that you’re retaining an anarchist.

Ray Padron: [00:28:51] Right.

Mike Blake: [00:28:52] Right? And I thought it was important that they sort of understood what they’re getting into. That when I told them that, I wasn’t just being self-deprecating. I have empirical data that demonstrates that’s the kind of person that I am, so that they understood what they kind of getting into.

Ray Padron: [00:29:10] Sure.

Mike Blake: [00:29:10] And I think that’s why our relationship has, although it’s had some bumps, I’ve only threatened to burn the building down twice, it’s had its bumps along the way, I think it survived because we also realized a culture is going to be a threat. And even as one person who was a loud mouth going into 160-person firm can be just as disruptive to culture if you don’t play it correctly-

Ray Padron: [00:29:38] Absolutely.

Mike Blake: [00:29:38] … as a large acquisition.

Ray Padron: [00:29:40] Yeah. If you think about it, you really are. The closer you can get the authenticity or in transparency is the sooner you can get to a win/win. They don’t want to buy trouble, and you don’t want to inherit trouble. And the best thing you can do is lay it out there, and just be clear on what life forward is going to be like.

Mike Blake: [00:29:59] And you don’t want to walk into trouble either.

Ray Padron: [00:30:01] Exactly. The other thing, and I did mention this, that you should look for, and that is turnover. Go back through the last five years and see how much turnover did the firm actually have.

Mike Blake: [00:30:12] And you’re an industry that has some turnover.

Ray Padron: [00:30:14] It really does. In large part because the way these businesses have been built, they tend to be very siloed. Everything’s concentrated at the top. And you have all these young advisors coming up through the ranks who are looking for opportunity. If you don’t bring that to them, which includes ownership, something we solved at Brightworth a long time ago, they get frustrated and leave. And we earn in talent race in our business.

Mike Blake: [00:30:37] Yeah. So, you’re the chief executive officer, but I don’t think you’re a dictator. You didn’t come in wearing a sash or a big hat and frilly shoulder pads or anything like that. So, how did you get your other partners on board? How involved were they? And how did you manage the— I don’t want to say politics. That’s not the right word. But how do you manage the relationship and communication, so that they would be inclined to be a constructive force in the transaction?

Ray Padron: [00:31:11] Sure. Great question. And there’s sort of several parts to this one too. There’s the management committee and the partners. And then, there’s the entire Brightworth team sitting in in Atlanta. So, one of the things we already had was what were our critical success factors in our mergers and acquisitions strategy that we were looking for? Check the boxes, strategic location, strategic talent, a focus in a niche market. Check, check, check. So, all of the basic things were covered.

Ray Padron: [00:31:43] The other part to this is that you have to realize that there’s sort of a— I call it there’s two kinds of people. At Brightworth, I saw two kinds of people. There’s always the wow group, which is, “Wow, this could be amazing and great.” They see the check next to the critical success factors. And then, there’s the other group, which is, “How in the world are we going to pull this off?” And you really have to take your time with the hows because they’re going to have a billion questions sitting in their head about, “How is that going to work from a compliance? How is that going to work from an investment standpoint? How are you going to integrate all this?” There’s all these millions of questions. And I’m an influencer. I am a very positive person. And at the same time, I have to be patient. You’ve got to bring them along. You’ve got to give them the time to process these things. And partly, you’ve also got to say, “Well, you’ve got to have a little bit of faith here.”

Ray Padron: [00:32:39] I had a great question at a staff meeting when I announced that we were pursuing this large acquisition. A gentleman in the group, he was one of our planners, said, “What makes us think we can pull this off? Like, what makes you think we can actually do this?” And the fact of the matter is I didn’t know we could do this. I can’t prove to them that we can do this. But I looked around the room, I said, “Look, we’re one of the few firms who’ve invested a lot in our next-generation leaders. They’ve done an amazing job over the last 10 years of moving from where they were to where we are now. We’re at the right place in our maturing as a company to go find out. I don’t know if we’re riding a 5-speed bike, a 10-speed bike, or an 18-speed bike. But the only way we’re gonna find out is to attack the hill, and let’s go see.” And that really won a lot of people over.

Mike Blake: [00:33:30] Interesting that you bring up, and not just bring up but that you involved your employees. I think that’s an unusual step to take. I think when most executives pursue a material transaction, buy or sell side, they try to keep that a very closed discussion with a very tight inner circle, I think, primarily, because they’re afraid of causing fear and uncertainty.

Ray Padron: [00:33:58] Sure.

Mike Blake: [00:33:58] Right? Although, I think that tends to backfire. We’re kind of seeing now with the coronavirus thing, the more that you try to cover up, all that does, it makes people’s imaginations become more active.

Ray Padron: [00:34:12] Yep.

Mike Blake: [00:34:12] Right? So, it hurts in the long run. But also, what you did is that you made yourself subject to scrutiny. You  put yourself in a position of a public forum where one of of your planners said, “Basically, what makes you so great? Who do you think you are that we can pull off this really successful thing?” and gave you the opportunity to put you in the position of being vulnerable and saying, “Well, I don’t know. But here’s what my faith is based on.”

Ray Padron: [00:34:41] Yeah, exactly.

Mike Blake: [00:34:43] But not all leaders appreciate being questioned right by the “rank and file” of the organization.

Ray Padron: [00:34:50] Sure. Just from a personal philosophical standpoint, I have found that the benefits of having the open conversation and the challenge outweigh the other way, which is don’t tell them anything. And we actually used to have that culture of telling these people very little. I want to have the questions in advance on a card. And that’s just not my style.

Mike Blake: [00:35:18] Well, I think you get buy-in. We just recorded a podcast with another individual talking about CPA firm relationships, and what he said was that the most disruptive thing to a CPA relationship is a surprise, a material surprise. Very few things are more surprising than an e-mail at 8:30 in the morning on a Monday saying, “Hey, we just acquired a firm equal our size in Charlotte. More to come.”

Ray Padron: [00:35:46] Right. Yeah, exactly.

Mike Blake: [00:35:48] Is that really helping you retain people? And B-.

Ray Padron: [00:35:52] No.

Mike Blake: [00:35:52] And [B], have people be more comfortable with the transaction than if you’ve kind of at least said some information along the line?

Ray Padron: [00:35:59] Exactly. Exactly.

Mike Blake: [00:36:02] So, you made this acquisition in ’17. You’ve had a few years to step back. How has it change your firm?

Ray Padron: [00:36:09] Okay We have not stepped back. That’s the funny part.

Mike Blake: [00:36:12] Okay.

Ray Padron: [00:36:12] All the work starts. You get that signature, you cut a check, and now you’ve got a lot of work to do. And we went from, like I said, with effectively, what were we? We were about 25 people. They were 16. We’re now 80 people. It was a big giant step for our firm. So, we had an awful lot of infrastructure we needed to build out while we were integrating. So, at the time that we did the acquisition, I was effectively CEO, CFO and COO. Well, that couldn’t last very long. So, over the last two years, we’ve spent time building out the infrastructure. We now have a chief operating officer, a chief financial officer, people officer. I’m trying to think what else, but we’ve built in the matrix management between the two offices, so that it’s really clear where all the planners actually report to. And it’s taken an awful lot of time and effort.

Ray Padron: [00:37:13] We’ve answered all the questions that I tried to push off until the other side of that the transaction, and that’s worked out really well. We follow through with our promise, which was we told them, “Look, we realized you’re the same size as us pretty much.” We had more infrastructure built out than they did, but we told them, “We will figure this out together.” I’m sure that was a Jimmy Carter ‘Please trust me” kind of a comment but we follow through. We said, “Look, okay, let’s go sit down. Let’s start talking about CRM. Let’s talk about our trading software. Let’s talk about where trading should take place.” And we’ve worked through all those things together.

Ray Padron: [00:37:51] Now, that’s going to be a lot harder on the next one because we’ve made a lot of decisions about how we’re going to organize ourselves, et cetera. So, the next one won’t be as— what’s the word? Together, if I may. It’s going to be-.

Mike Blake: [00:38:03] Quite as collaborative.

Ray Padron: [00:38:06] Thank you. We’ll be quite as collaborative. It’s got to be more our way than the highway or whatever, but we’ll still take the best. Like if we find another firm that’s of substantial size, and they’re doing something we really like, I think the pain of change now is going to be way better than just trying to force people into a system that’s not as good. So, we’ll make changes. It just won’t be as many changes as we’ve done this time.

Mike Blake: [00:38:34] So, you sound like you’re happy with the results of the acquisition.

Ray Padron: [00:38:37] Yeah. Great team. I love our partners. I can’t tell you how many times they’ve come up to me and said, “Man, we are so glad that we’re part of Brightworth now.” And from that standpoint, people’s standpoint, I could not ask for a better decision. Their firm, if I may, their part has grown by leaps and bounds. And so, everything’s working out. But it’s, again, really hard work. There are periods of time where they probably feel like, “We’re starting to feel like the stepchild,” and it means I’m not spending enough time up there or we’re not putting the right resources there. And we’re working through how to do all of that.

Ray Padron: [00:38:37] Our decision making around hiring, for example, is a little bit more driven around real calculations of what capacity is across the organization. Theirs was a little more by the— I’m not going to use the word seat of the pants, but hey, we’re feeling really busy. I think we need to hire somebody. So, now, we’re bringing structure around all that. They’re not used to that. And we’re learning a lot of things from them. So, it’s been a lot of, I would say, really a win/win from that standpoint.

Mike Blake: [00:39:43] Are you finding that your offices still have slightly different cultures? And maybe that’s a good thing.

Ray Padron: [00:39:49] Sure. And part of that is their service model is a little different. It needs to be. We’re very, obviously, Atlanta-centric. We, obviously, have clients all over the country. Those larger clients, we go fly to. And the Atlanta clients, they just kind of drive to the office. Well, their space, the dentists are all over the country. They actually have the dentists fly into Charlotte. So, the dentist will come in, come to the building. It’s almost like a Mayo Clinic structure. They’ll meet with the attorney. They meet with the transition’s person, the TPA, the CPA, and they meet with us. So, there are some cultural differences but we really are merging the cultures, and that’s working really well. We have very defined sort of terms and accountability around our culture. So, there are a lot of things and behaviors we don’t tolerate, and we’d make sure we jump on those. So, we’re seeing it really come together.

Mike Blake: [00:40:43] I don’t know if this is either here or there but I feel compelled to add in. Microphone’s turned on, so I’m just going to say it. But we were the result of the acquisition of Brady Ware and several firms, including two in the Atlanta area that became the Atlanta office. And our Atlanta office does have a different culture, I think, than the rest of the firm. And I think that’s a good thing. It’s a good thing for me because I do believe that our office is a little bit more entrepreneurial. We do feel like we’re kind of the rebels a little bit, and we’re not afraid to kind of do skunkworks kind of stuff and put things in place that we know are going to hurt the rest of the firm, but we just don’t feel like we got to wait for everybody to catch up to realize how brilliant we are and that we’re right. And we think that if we set a good enough example, the rest of firm will come along.

Ray Padron: [00:41:35] Sure.

Mike Blake: [00:41:36] Personally, our headquarters are in Dayton, Ohio. I don’t know that I would thrive in our headquarter office because it is the central office. It is the core of the firm. They are accountants. There’s nothing wrong with accountants. I worked for an accounting firm but it’s much more of a by-the-numbers kind of place.

Ray Padron: [00:42:00] Sure.

Mike Blake: [00:42:00] And so, personally speaking, having another location of the firm that is willing to be a little bit different where I can be a better fit, for me, has been a huge benefit. And I actually think it benefits our firm.

Ray Padron: [00:42:15] Sure. And I think that’s a really good thing. And I would think every organization, and this is even true around operational issues, which is what are things that have to be absolute, and what are the things where we have some flexibility around? And part of that is also culture and how people operate. But there are also some boundaries where things are just plain not acceptable. And we think those boundaries are really also important to enforce and make sure that there are no exceptions, particularly at the partner level. If we let the partners live in the exception area, the staff will never follow. So, they have to see that at the partner level. And we’ve actually had issues around that, and we’ve dealt with them. And that really speaks volumes to the team.

Mike Blake: [00:43:03] So, you’ve been through a couple of these. And thank you again so much for spending all this time with us and sharing your experience. If someone listening is thinking about buying a company, if we can distill down to a couple of pieces of advice, couple of bullet points, can you do that? Or are there a couple of pieces of advice you’d just give blanket thinking about buying a business, what do you need to think about?

Ray Padron: [00:43:26] Couple of things. One is we talked about it, it’s the death march. So, it’s almost like preparing for a marathon. You have to mentally say, “Okay. I may get this done in six months, but it also may take a really long time.” And just prepare yourself, which also means linked to neglect. So, you have to prepare. Also, know your team. Who are you going to draw into the process and when? And sort of understand how they’re built, right. Are they a wild type of a person or are they going to be a how type of a person? Knowing that it’s good to have those people were always asking how because they’re the ones you’re going to help you with the due diligence and really ask a lot of good questions. So, know your team, expect a long march.

Ray Padron: [00:44:07] One of the things that really was hard for me was realizing that everything matters to somebody. And I have to realize that, “Even though it may not matter to me, like, yeah, that’s just not an important deal point. Why are we bothering with that?” it matters to somebody in the firm. So, you have to take the time to address it and address it well. So, in a sense, details matter. Everything matters.

Ray Padron: [00:44:31] Know your boundaries. I work a couple of times where I got hooked on some policy that they had that they wanted to keep, and it was an absolute no for Brightworth. But when I really looked at it, it was just not a big deal. And I let it bother me. And I was really ready to just say the heck with it and walk away when the PE firm or our attorney would step in and go, “Ray, it’s just not that big a deal. It’s just small potatoes. We’re talking billions of dollars of assets to manage. Who cares whether you’re going to charge your parents or not for the services you’re doing,” that kind of stuff.

Mike Blake: [00:45:08] You want to charge a $5 million fine for a 50 cent crime.

Ray Padron: [00:45:10] Yeah, right. And then, the other thing is when you’re doing the LOI, again, it was my first time, there’s just an awful lot of cascading consequences of anything that’s in there and you need to think ahead. Like what are the cascading consequences of putting this specific thing in your LOI? I found myself having to cover a lot of areas that I didn’t think about because you’re sort of sold that the LOI is just this general document, you want to put too much detail in it, but sometimes you do. You really want to think ahead. Those are my suggestions.

Mike Blake: [00:45:47] I’m going to use that quote. I may even make it my quote of the day that I do on LinkedIn, “Everything matters to somebody.” That-.

Ray Padron: [00:45:53] Really do.

Mike Blake: [00:45:53] That is profound and insightful.

Ray Padron: [00:45:56] Thank you.

Mike Blake: [00:45:56] At least, to me, it is. I think, to other people, it will be as well. If somebody wants to ask a question about how to buy a business, as somebody who has been through the wars before, can they contact you?

Ray Padron: [00:46:05] Absolutely.

Mike Blake: [00:46:06] How do they do that?

Ray Padron: [00:46:07] Well, there’s always the website. My my email address is ray.padron@brightworth.com. And you can always call our phone number, which is 404-760-9000.

Mike Blake: [00:46:20] That’s going to wrap it up for today’s program. I’d like to thank Ray Padron so much for chair for joining us and sharing his expertise with us today. We’ll be exploring a new topic each week, so please tune so that when you’re faced with your next executive decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review with your favorite podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor’s Brady Ware & company. And I’ve just touched my face three more times. And this has been the Decision Vision Podcast.

Tagged With: acquisition, Brady Ware, Brady Ware & Company, Brightworth, buy a business, buying a business, Decision Vision, Decision Vision podcast, due diligence, management succession, merger, Michael Blake, Mike Blake, private wealth management, Ray Padron, succession

Decision Vision Episode 62: Should We Sell the Family Business? – An Interview with Gaia Marchisio, Cox Family Enterprise Center at Kennesaw State University

April 23, 2020 by John Ray

sell the family business
Decision Vision
Decision Vision Episode 62: Should We Sell the Family Business? - An Interview with Gaia Marchisio, Cox Family Enterprise Center at Kennesaw State University
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sell the family business
Mike Blake and Dr. Gaia Marchisio

Decision Vision Episode 62: Should We Sell the Family Business? – An Interview with Dr. Gaia Marchisio, Cox Family Enterprise Center at Kennesaw State University

How do you recognize when it’s the best decision to sell the family business? Can a dysfunctional family operate a functional and successful business? Dr. Gaia Marchiso of the Cox Family Enterprise Center at Kennesaw State University joins the show to answer these questions and much more. The host of “Decision Vision” is Mike Blake and the series is presented by Brady Ware & Company.

Dr. Gaia Marchisio, Cox Family Enterprise Center at Kennesaw State University

The family enterprise field shares a common experience:  navigating the space where family relationships and professional demands coexist. Family members, non-family executives, external advisors and students all traverse this unique sphere, mutually working through the complexity in pursuit of success.

The mission of the Cox Family Enterprise Center (CFEC) is to act as an intellectual and practical hub for this community. With specialized programming, events and services tailored to the needs of each segment of our community, we focus on creating growth opportunities that empower individuals and organizations. We are proud to be a gathering place of learning, facilitating new skills, richer capacities, and sustainable relationships.

sell the family business
Dr. Gaia Marchisio

Dr. Gaia Marchisio is the Executive Director of the Cox Family Enterprise Center at Kennesaw State University. As a tenured Associate Professor of Management at Kennesaw State University’s Coles College of Business Gaia developed several curricula for family business classes, and teaches undergraduate and MBA courses on family business, management and behavioral sciences, and consulting services. She has been a visiting faculty under numerous Family Business Centers in Latin America, Asia, Europe, and New Zealand.

Gaia’s academic experience allows her to be rigorous and up-to-date in dealing with family business topics. She has been participating in research projects with international partners from Academic and Professional environments (including McKinsey & Company and the Italian Stock Exchange); and has strong global experience in collaborating with financial institutions and associations working with family firms, such as International Finance Corporation (IFC – World Bank Group), Inter-America Investment Corporation (IIC – Member of the IDB Group), Credit Suisse, UBS, and Australia and New Zealand (ANZ) Banking Group, to name few. In particular, Gaia has experience working with financial institutions, both consulting with them on family business related topics, and training their clients and/or associates.

In 2013/14, Gaia spent her sabbatical leave, during which she served as the Chief Learning Officer for FBN Academy, an initiative by the Family Business Network in Asia. Gaia is an active international speaker and family business advisor. She regularly presents and/or advises families on various topics in family business management around the world, including facilitating some of the owners meetings. These families are from around the world including Europe, North and Latin America, the Caribbean, Asia, Australia and New Zealand. Gaia brings a unique combination of knowledge and experience from the fields of management and entrepreneurship to her work with family businesses, combined with a growing expertise in family dynamics and communication.

Gaia was raised as a 4th generation successor in her family’s business. This experience helped her understand the emotional challenges and responsibilities of being a young member of an entrepreneurial family. After finishing her BBA, she joined the SDA Bocconi School of Management where she served as Assistant Director of the full-time MBA Program; as Coordinator of the first Chair in Strategic Management in Family Business; and as a Coordinator of Entrepreneurship Entrepreneurs’ Research Center. Gaia earned her Doctorate in Business Administration in Family Business. She moved to Atlanta, Georgia, USA in 2006.

For more information on the research and services offered by the Cox Family Enterprise Center, you can visit their website or email directly.

Michael Blake, Brady Ware & Company

Mike Blake, Host of “Decision Vision”

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

sell the family business“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions, brought to you by Brady Ware & Company. Brady Ware is a regional, full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:20] And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owner’s or executive’s perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:39] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia, which is where we are recording today. Brady Ware is sponsoring this podcast. If you like this podcast, please subscribe to your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:03] So, today we’re going to talk about whether you should sell the family business. And this is something that I’ve had a chance to get up close and personal with. As it happened the last couple of years, I’ve been asked to help some pretty high net worth families with the third comma and helped them with something that’s called a family charter, which is basically the constitution of how a family decides it’s going to govern itself, usually over multiple generations.

Mike Blake: [00:01:34] And over that time, I’ve had an opportunity to study family businesses in a way that I really had not before. Those of you who have listened to this podcast before know that I’m more of a tech guy. And tech companies, generally speaking, measure themselves in years or even months, but not generations. Family businesses, on the other hand, very much can measure themselves in generations. And there are family businesses that go back centuries. The Rothschilds investment banking empire can date itself to the early 18th century and Bavaria. The Kikkoman Soy Sauce company is actually a Japanese family business. Actually, an amalgamation of eight families in Japan that date back in to the 17th century. Many of the bit of the great a time museums, in fact, are legacies of the Milanese merchant bankers that date back to the Renaissance.

Mike Blake: [00:02:38] And so, we can see that some family imprints actually last for half a millennia or longer. And so, I’ve become very interested in family businesses because they offer a dynamic that you don’t see anywhere else. So, over the course of the last couple of years, I’ve managed to become, I’m not going to say expert but, at least, reasonably well read. And as is the habit with our podcast, when I know that I’m not an expert, I bring in somebody who is.

Mike Blake: [00:03:09] And so, joining us today is my new friend, Dr. Gaia Marchisio, CEO, who is Executive Director of the Cox Family Enterprise Center at Kennesaw State University, which is a university that’s about 25 miles north and west of downtown Atlanta, maybe 30 miles for those of you who are not from the Atlanta area, where she is also an Associate Professor of Management. She holds a doctorate from the University of di Pavia in Italy. I hope I’m pronouncing that correctly. And her research interests include family businesses, business strategy and business communication.

Mike Blake: [00:03:42] Some of her publications include Game Theory and Family Business Succession, Narcissism in Organizational Context – I’ve got to read that one – The OOIDA Loop: A New Strategic Management Approach for Family Business; From Burning Out to Being On Fire: A Conceptual Model of Burnout in the Family Business. Corporate Venturing in Family Business – it’s a topic that’s near and dear to my heart – The Effects on the Family and Its Members. And she’s also the author of several chapters in other books as as well. And on the the list of hits goes on and on and on.

Mike Blake: [00:04:16] The Cox Family Enterprise Center is the oldest of its kind in the world, founded in 1987, holistically supporting business families by creating comprehensive education tailored to their needs. And by the way, again, for those of you who are not in the Atlanta area, the Cox family themselves are a family business. They are on – Guy will correct me – but either the second or third generation. They are telecommunications and internet data magnates, media magnates here in the Atlanta area.

Mike Blake: [00:04:48] For those working within family enterprises, the Cox Family Enterprise Center offers programs designed to foster greater strength and services intended to create degenerates synergy in both family and business contexts. For those working as advisors to business families, the Cox Family Enterprise Center has designed education to deepen their perspectives and equips them with the necessary skills for working in their field. Both getting these efforts, they engage in industry-shaping research and undergraduate and graduate educations for the Coles College of Business at Kennesaw State University. At the core of these efforts perpetually remains their commitment to education as a crucial tool for enhancing the wealth and success of the entire community. Professor Marchisio, thanks for coming in today.

Dr. Gaia Marchisio: [00:05:29] Thank you for having me.

Mike Blake: [00:05:31] So, let’s start because it may not necessarily be obvious, what makes a business a family business? At what point does a business evolve from just sort of being something or somebody started up, and then we classify it as a family business?

Dr. Gaia Marchisio: [00:05:46] Sure. I can give you the traditional description. And then, I would like to add some of the more recent thoughts that I think we have to think about. So, typically, we have an entrepreneur, as you mentioned, that start the business. And at some point, he or she can have the family joining in the ownership structure. And that’s number one. Now, there is some debate around whether should the family have the majority to be classified as a family business. Typically, we say that they need to have enough control to have decision making power on strategic decisions. Then, there is another component. Do they need to have the family working in the company of not to be a family business? And that’s another layer. And do they need to have the intention to pass the company to the next generation?

Dr. Gaia Marchisio: [00:06:38] One thing I think it’s very important to really define whether family is a family business or not is that, do they have the mindset? Do they think as a we as a family or are they do everything they can with the tools they have from their ownership perspective to maintain their control in one person? Because that would still be an entrepreneurial family with just a little bit larger pool of owners, as opposed to start thinking as we, as a family, as a multitude of people that as owners have to make the key important decisions.

Mike Blake: [00:07:14] And is there a particular point that kind of prompts that conversion from being a family that happens to own a business to then being a family business? Is there a typical point at which that is restart? Does each family get there differently?

Dr. Gaia Marchisio: [00:07:30] I think a little bit of both.

Mike Blake: [00:07:30] Got it.

Dr. Gaia Marchisio: [00:07:33] So, some is the life event. They may bring them there. So, it can be a challenge and an opportunity at the same time. And other families become more intentional in doing so. So, they are mindful they want that to happen. And so, they start working to get ready to be able to make those decisions together, because that’s the biggest difference is how the whole decision making process in the ownership or in the daily operation change when it’s not more one person making the whole decision, but you have to share and create alignment around the key most important.

Mike Blake: [00:08:09] Now, what what are things that make family businesses different from, I guess, a non-family business, if you will?

Dr. Gaia Marchisio: [00:08:18] Several. The most well known probably is what you mentioned before, these orientation to longevity to think about across generations. They call it patient capital. I think for what I see through both research and practice, there are other factors that we have to take into consideration. One has to do with the goal setting of their company. Typically, there is a way to think about the business of the business is business. And so, having a heavy goal around making money, which is great, don’t get me wrong, and creating a different perspective, which is money becomes a tool instead of the end goal. And they allow for a variety of other reasons why to be in business. From just being with you … not just. From being with my family, creating more job opportunities, have any impact on the community, create some good. So, it can be really different from every family, but it has a lot of to do with, why are we in business, and what’s the purpose of what we do?

Mike Blake: [00:09:22] I think that patient capital point is extremely important. One of the things I’ve learned as I’ve had to give myself a crash course on family businesses, I think one of the things that makes them unusual, and we’ll talk about, extraordinarily successful is the fact they are patient capital.

Dr. Gaia Marchisio: [00:09:41] Yeah.

Mike Blake: [00:09:41] Right? So many businesses, even private ones, measure themselves by the monthly P&L, the quarterly P&L, even the annual P&L. And in some cases that’s appropriate. But on the other hand, it leads to a short-term thinking that leaves longer term opportunities on the table, I think. And when you are thinking in terms of multi-generational investing, where the time horizon is almost taken off the table, it kind of opens different opportunities, doesn’t it?

Dr. Gaia Marchisio: [00:10:12] Right, absolutely. And I want to stress these. We’re not saying that orientation to the short term shouldn’t be there. So, it’s a short and long term. The difference I think is that in non-family business, the short is the everything; while I think that family has a capacity to absorb some sacrifice in the short to invest and to have other consideration, like what kind of quality do … Is profit at any cost? What does it cost not only for the company, but for the shareholders, but also for the employees? How does that change the relationship with them? How does it change the quality of what we give to the clients?

Dr. Gaia Marchisio: [00:10:54] You mentioned some companies who went through generations. Some of them had to make very difficult decisions around quantity of their product that if they weren’t at the quality that they wanted to, they decide to withdraw them from the market, absorb a huge loss, but maintaining that long-term relationship and trust with the clients, which is a very important piece to be able to stay in business for so long. So, I think that shift a little bit the whole idea around corporate social responsibility, that often  is a mistakenly taken as a giving away some money to reduce stocks, and having a true deep understanding of all the different stakeholders, and how can I create long-term relationship which each of them, so that I can survive over time and thrive, not just survive.

Mike Blake: [00:11:51] So, what led to your interests in family businesses? Why have you devoted your life to researching this phenomenon?

Dr. Gaia Marchisio: [00:12:03] I was once. I was raised as a next gen. I had no idea there was a whole community of people like us. I saw … I’m dating myself. That was over 30 years ago when the whole thing kind of hit me. I was in college. I saw that there were professors who were talking about things were happening in my family without knowing my family. They were describing me and all of us in a way that nobody else we’re able to capture. And when my family came to the decision of closing the business, at that point, I realized that what if we had the help that we needed at the time? And because it didn’t work for me. I thought, well, maybe we can learn some of the pain and the mistakes that have been made. How about turning that in a great opportunity to help other families?

Dr. Gaia Marchisio: [00:12:54] And then, I was very fortunate to have a great mentor back then, my professor, who is a leading authority in the field in Europe. And from there, I started intentionally learning more and making sure that my story was important enough to inspire the motivation but not condition the way I was looking at other families. So, to not have a lens that pre-determined a way of looking at these companies.

Mike Blake: [00:13:22] So, what are you researching now that is interesting? And why do you think that research is important?

Dr. Gaia Marchisio: [00:13:30] So, all my life I devoted my research mainly to next generation with the idea of it’s important to understand before getting to the business. And then, I realized that, really, what’s the biggest challenge and the biggest opportunity is once you’re entering the company; and hence, the topic you’re mentioning about entrepreneurship and how can you be an entrepreneur in an already existing company? What’s the effect? We talk about burnout. What’s the effect on the emotional attachment?

Dr. Gaia Marchisio: [00:14:01] More recently, I realized that family enterprises exists in a bigger ecosystem. And there is a huge overlook at the advisors that serve families. I commend what you said before that you have started reading and putting yourself in a place of as a learner of family. Not just because we work with client, that makes us experts. And what I realized before in the last five years is there is a huge need and huge opportunities in that community to create more awareness around what is that you need to learn before being able to work with this client.

Dr. Gaia Marchisio: [00:14:44] And so, the research with my team at Kennesaw we are putting together, it’s a survey and it’s aimed to better understand how advisor – being attorneys, being accountants, financial planners, so everyone that lives in this space, which is very much needed, where are they? What are their way of working with families? And there is not enough understanding of what is an effective way of working with clients that is not just anecdotal. And I don’t think we can dare to try without some reasonable support from research. As always, it has to be the relevance that comes from practice, but the rigor that come from research.

Mike Blake: [00:15:31] So, we’re talking about facts and talking about research. One of the things that I’ve learned that surprised me is that data, now, seems pretty consistent and pretty clearly indicate that family-owned businesses not only generate higher returns than their non-family counterparts but, also, at lower risk. Have you seen similar data? And if so, what do you think are the reasons for that?

Dr. Gaia Marchisio: [00:15:59] Well, I’ve seen the similar data. I have to be careful, I’m pausing because I want to be mindful and not reduce what I’ve seen, what’s my experience, which is long, but it’s not the whole thing. So, I don’t want to jump on something. What could be the-

Mike Blake: [00:16:23] The problem is it’s hard, right, because it’s hard enough to observe even how family businesses perform.

Dr. Gaia Marchisio: [00:16:28] Right.

Mike Blake: [00:16:29] But then, collecting the data to really run the analytics to find out why.

Dr. Gaia Marchisio: [00:16:33] Exactly.

Mike Blake: [00:16:34] It’s difficult to do it from a fact-based perspective.

Dr. Gaia Marchisio: [00:16:37] Absolutely. So, that’s why I was pausing because before expressing an opinion on something that is so important. It was because I have kind of a skewed perspective because when they come to me is because they are in trouble. Because I’m in the line of business of helping those families to get to be the one performing better. So, I think that the biggest shift, that’s what I feel comfortable saying, the big shift is when they become intentional. So, when they they realize that there is some work that needs to be done. And the fact that their family doesn’t prevent them from … so, yes, you know each other, but it’s a profound shift in to thinking, what is that we need to do, not just in reaction to opportunities that comes, which is a great way of growing above all in the first stages of a company, but at some point, what are the things that we need to do in the family, in the ownership, and in the business setting.

Mike Blake: [00:17:36] So, I would speculate. I’m not an academic. But if I were to undertake an academic study, one hypothesis I would explore would be this long-term time horizon because there’s there’s been a lot of data. And Warren Buffett’s a big proponent of this, that long-term sort of buy and hold over time as a return maximizing strategy, especially on a risk adjusted basis, I think families are very good at that. You touched upon something that I wonder if this is the case as well, and that’ll be a hypothesis I’ll explore is family businesses have a mission beyond making money? They realize they have to make money to sustain themselves, but I’m a huge fan of Simon Sinek. Simon, if you’re listening, come on the podcast. We’s love to have you on.

Dr. Gaia Marchisio: [00:17:36] I adore him. I adore him.

Mike Blake: [00:18:29] So, I just finished his book, The Infinite Game. And there’s no better example in the real world of the infinite game than the multi-generational family business.

Dr. Gaia Marchisio: [00:18:39] Absolutely.

Mike Blake: [00:18:39] So, the hypothesis I would explore would be is the fact that family businesses play that infinite game, a driver behind their their outsized success relative to their peer group.

Dr. Gaia Marchisio: [00:18:52] Absolutely. I was looking forward to that book. I think it’s a very important kind of approach. And this is what I actually suggest families in my daily work with them. And in fact, I think, that it’s one of the key success factors. Those might create a mindset that are about continuous learning and continuous improvement. And reducing the competition and the confronting themselves with others. They’re all internally. I think that internal competition is really not ideal within families, but it’s more about how can we keep getting better with that perspective of the long-term impacting more stakeholders.

Mike Blake: [00:19:35] And an area of research or an area of study that I think overlaps, but it’s not entirely the same thing, are hundred-year business phenomena. Some businesses do last a hundred years, but they change ownership. Others, of course, may stay within the family. And I suspect there’s a lot of overlap there. And one of the things you talked about, that how does a business last a hundred years in any form? They must be in a learning mode. And they must be willing, at some point, to disrupt themselves because technology taste must change over a century period or longer, right? How does how does Ford remain relevant a hundred years later?

Dr. Gaia Marchisio: [00:20:22] And then, I think that we didn’t do a good job as as academics and advisors for a long time, because the whole field … And I get that it’s part of the evolution and it’s a learning process for the field itself, but the whole point is around successions. As if that’s the only moment in time where family needs to look at themselves and their businesses. While I always make the example, what is that you own anything from a car to a dishwasher that leaves longer than a year that you don’t put maintenance, that you don’t want intentional work?

Dr. Gaia Marchisio: [00:20:59] Even on the relationship, right? So, the only thing we know is that everything constantly change. And the huge mistake is to look at these every 20-30 years when succession happens because imagine what has even happened in these last two days in this world and how that has been completely disruptive. So, now, without thinking such an extreme example, but individuals in the family keep changing. Family has great event to minor event that keep changing perspective needs, desire. The company keeps changing.

Dr. Gaia Marchisio: [00:21:33] So, it’s crazy not to keep an eye on. And not just monitor but becoming, again, intentional around what are the things that we want to change, and keeping the communication open. Because people always ask me about communication in family business. It’s not just the quality of the communication, that’s a whole chapter in itself, but it’s also the quantity. How often do we have communication? And do we even finish our communication? Do we finish the conversation that we start?

Dr. Gaia Marchisio: [00:22:06] My colleague, Marj Blum, she’s a psychologist, and we work together with the rest of the team. she is huge on this point around making sure that we finish the communication because we start so many topics, but we never end up. And so, we have the illusion of communication. And when you have to keep changing, that’s one of the most important tool that we have.

Mike Blake: [00:22:30] So, one of the things forces that is always there that’s going to press for a family business to end is a desire for liquidity. The name of the game now – I think, really more so now than a generation ago – is every company must be built to sell. And you’re not really successful until a private equity firm buys you, your IPO, or something happens, and you have a big pile of cash that you can then distribute to your family members. And I think that does, sometimes, drive both the desire for the family business. I think it, also, is harmful to the family fortune. Liquidity is not always the best thing in the world for everybody. If a family business is feeling the pressure to become more liquid, are there alternatives they can consider other than simply selling out in order to satisfy whatever the cash needs or wants of the family are, so they can have the cash, but keep the engine that generates the cash as well?

Dr. Gaia Marchisio: [00:23:34] I’m a huge fan of why people do what they do or they don’t do what they don’t do, which is another reason why I like Simon Sinek so much. And so, I think that what’s very important for each family to consider is why to sell the company, but also why to keep the company because I think they’re related but they’re different. And so many times I see struggle in the family or struggle in the business, but I want to focus on the struggle in the family, and how many times family think, “If we didn’t have the business, this wouldn’t be the case.” And they’re are strongly invited or recommended to sell the company thinking that, “If I don’t have a company anymore, I won’t have those issues.” And rest assured that they sell the company, and there are different levels of engagement in that decisions. And people can look back and be very frustrated because they probably gave away something that they loved.

Dr. Gaia Marchisio: [00:24:35] And so, thinking why things are a struggle, where do they originate, and what’s the right decision to fix the root cause of the trouble, not the symptoms? Because being unease in the relationship, it’s normal. It’s not necessarily symptoms that something is wrong, but it’s more of the fact that it’s difficult to stay in relationship, and live together, work together, making and sharing decisions. It requires work. And so, why to sell? What are the real reason? And on the other hand, give the family, and above all, the next generation a purpose to keep that company because it’s a different thing. And it has to be a higher reason because of the work that is required prior to that.

Mike Blake: [00:25:24] So, one of the challenges I think many family businesses face, if they’re going to keep the family businesses, who’s the next person who’s going to run it? And sometimes, I know the Mars family, for example, they are notorious or they’re famous for the fact that, basically, cradle to grave, they groom you to run that business. You work in there as a toddler, which is interesting for a candy business. But  in other cases, things don’t work out where there’s necessarily an obvious successor, right? You may not have children. You may have children, but they’re not business people. Can a family hang onto a business or maintain control of a business in that scenario? And if so, how do they go about it?

Dr. Gaia Marchisio: [00:26:07] So, choosing to not run the business, I think, is one of the toughest. And I remember years ago, I was in China, I was giving a lecture there, and there was a 20-year-old boy who start crying as I was picking. And I immediately thought, “Oh, my gosh. Did I say anything wrong?” So, end of the class. I went there, I talked to him, and he explained to me that those tears were of joy. And I was like, “What do you mean?” And he said, “Well, all my life, I was raised with the expectation I was supposed to be the next one. And as much as I loved my family and the business, I don’t see myself being there. And so, hearing that you don’t cease to be a family business if you don’t operate the business is a huge relief. And now, we have to talk about that.”

Dr. Gaia Marchisio: [00:26:55] So, for sure, it’s not a simple decision. It’s almost a make or buy kind of decisions. What competence can you find on the market? And it opens a conversation around, what kind of person do you want? What kind of governance mechanism between the owners and the management you want to have? How to navigate boundaries? You want to make sure that the person don’t miss the importance of the culture and the values that the family want to have. So, it requires a lot of coordination, but it will also open two great opportunities for growth.

Dr. Gaia Marchisio: [00:27:33] And here’s the other thing. We, historically, are used to think about the family business as one family, one business. And I think that some of the shift that has been happening is to think about entrepreneurs … enterprising families, sorry, where it could be that you can generate an abundance of opportunities if you use your human capital, intellectual capital as a family to start even more than a company, and then to choose to have someone who helps to run. And that creates an opportunity to scale without losing who you are.

Mike Blake: [00:28:10] And sometimes, family businesses evolve into multi-family businesses, right?

Dr. Gaia Marchisio: [00:28:13] Absolutely.

Mike Blake: [00:28:13] I think La Roche, the Swedish … I’m sorry, Swiss pharmaceutical company, I can;t remember now. There’s another family name that’s associated with it but, over time, they became intertwined with a second family that provided new blood and expertise. So, they can evolve that way. And then, there are the Mercks that have been around in Germany since the early 19th Century. And their family weaves in and out of direct management. They have a separate board. So, there are models around there. Even if you think there’s no way the family can do that, you can still hang onto it.

Dr. Gaia Marchisio: [00:28:46] Yes. And they are way more common than we think about. Now, of course, it’s really complex to have one family running one business. And so, for sure, finding the right partners. As every partnership, you need to have trust and you have to have a similar values because if you have these two conditions, some that you create, some that you need since the beginning. And again, it’s the evolution. It’s managing how they both grow. And it’s more complexity, for sure, but I do believe strongly that this can be a great opportunity for growth.

Mike Blake: [00:29:28] Now, we know, and you hinted at this, that families sometimes are highly functional and some families are not as highly functional. And in America, we have this holiday called Thanksgiving where we devote one day to making sure that families are as dysfunctional as we can possibly make them. Can a dysfunctional family have a functional family business?

Dr. Gaia Marchisio: [00:29:53] So, sometimes, I think that we use the term dysfunction easily. And I think that it’s important to have people that are experts in that field to use that appropriately. I think that what often is described as dysfunctional is more a family who has to learn how to navigate through some of the dynamics that are very normal given the age and the stage , both of the individual and the family combined. If you think about that, one thing that everyone has is a family. Nobody teaches us about that. Nobody teaches how a family function. Nobody teach us what is normal. We have classes of how to run a business. We don’t have a minute spent to learn how to run interaction. We expect that because we are family, we know each other. And probably, the last time you had a conversation with your children is before they left for college and think how much they changed. And we all grow.

Dr. Gaia Marchisio: [00:29:53] And so, first point is not everything that looks dysfunctional is actually dysfunctional. And second point is when it’s really becoming dysfunctional because, unfortunately, there are those situations that are extremely painful – and so, have a huge respect for that – again, it’s a matter of choice.  Do I want to put the work there to make that better? What can I do to protect the business? Because their system, their open system, there are spillovers when bad things happen in the family that end up being in the company as well. It depends to the extent. So, I think that it’s important to create mechanisms that can prevent and protect the company.

Dr. Gaia Marchisio: [00:31:44] Is that for sure 100% proof? Probably at the cost of some individual expenses  both emotionally and physically. So, it is possible. I have in mind a few examples. Would I strongly recommend to not take care of your family dynamics because in any case, you can have a profitable business? Again, it’s what you want for your life. And I think that the other big mistake that has been shared is that it’s okay to separate family and business because to be professional, you need to pretend the family is not there. That’s a huge lie. We can’t pretend that the family is not there. We can’t pretend that emotions are not there. We don’t have to act emotionally and reactively in the business setting, but we have to respect and work with what we have in the family.

Mike Blake: [00:32:42] So, are there particular tools and techniques that that you’ve observed that are successful in helping them manage that dynamic?

Dr. Gaia Marchisio: [00:32:51] Yes, I think that talking about that is number one, right?

Mike Blake: [00:32:56] Yeah.

Dr. Gaia Marchisio: [00:32:56] And I put that as the number one because my biggest fear around tools is that we are culture-oriented to a solution, which is great. We don’t want to drag up problems. But I don’t think that we spend enough time understanding what is it that we’re really trying to solve. And because there are a bunch of tools in the market ready to be used and promise an easy fix, I don’t believe in easy fix above all when it comes to family and when it comes to family and businesses together.

Dr. Gaia Marchisio: [00:33:27] So, yes, can you put in place governance? Governance is excellent tool. Different kind of governance, different way of implementing. But expecting that governance is the panacea for everything happening is very wrong. Trusts are great tools. But again, it’s a tool. Applying a trust to every family to protect it, it cannot be the right thing. It’s like the difference between a screwdriver and a pot. Can you cook with a screwdriver? No. Is a screwdriver a great tool? Yes. It depends on what you need. So, I urge advisors, as well as families, to be very mindful. Not one tool fits every situation, which is unfortunately way more the case that I see happening.

Mike Blake: [00:34:15] Well, that’s the reason for your family enterprise center, right, is you explore those things and each family is going to probably need a different set of tools and even at different times, I’m guessing.

Dr. Gaia Marchisio: [00:34:26] Absolutely. I think that what family needs is to be empowered to learn and understand what they need. They will always need advisors. That’s the beauty of that interdependent relationship. But I think that what’s very important is to teach these families what they need and how to problem solve together, how to identify the challenge that they have, so that they can be more intentional and proactive in choosing it. Because at the end of the day, advisors, we are they are, even the longer relationship, but at some point, we leave and they have to stay and live with the consequences of the choices that they make.

Dr. Gaia Marchisio: [00:35:03] So, the biggest favor if you are a family business owner listening is to really invest in understanding enough to be able to have a more educated conversation. It is scary to me when I have family, and I can tell you how many that they have trusts and documents in place that they signed because they blindly trust their advisor, which is great trust in someone. But I heard people say, “That the document so complicated. It must be good, so I signed it.” And it’s not just once that has happened. And it comes from people that I know that are very business savvy. So, it’s never allowing the … I mean, it’s understanding that you don’t have to give up on understanding, and growing, and improving your capacity as as a family and as owners.

Mike Blake: [00:36:00] So, I’m going to ask you right now the toughest question of the interview.

Dr. Gaia Marchisio: [00:36:04] All right.

Mike Blake: [00:36:05] And that question is, I know you’re a big fan of family businesses, as am I, but not every family business is gonna work out, right? In your case, you said – I did not know this – that you come from a family business that ultimately was sold. How do you recognize where you’ve got problems that are so deep that it really is the best thing to sell the business and kind of get a clean slate or it’s just not going to be recoverable?

Dr. Gaia Marchisio: [00:36:45] I don’t want to answer that question.

Mike Blake: [00:36:47] I didn’t think you would.

Dr. Gaia Marchisio: [00:36:47] No, no, no, no. But let me let me say why and how. So, I’m a a huge, passionate person of medical doctors in that field. And I think that we can learn so much from there. I think it’s a big issue around boundaries. What’s our job as someone who helps families there? And what I’m going with this is I do believe that it’s mainly an educated choice for the people in the situation. I’ve seen families who chose to stay in incredibly difficult situations, and they had their own reasons. So, I think that it’s about respecting that it’s our responsibility and our job to help them think about what’s recoverable and what’s not.

Dr. Gaia Marchisio: [00:37:42] What I know is that the more people wait to raise difficult conversations, which I’m not saying go home now and talk about the elephant in the room that has been there for 30 years in your family, but if things are-.

Mike Blake: [00:37:56] That’s what’s Thanksgiving’s for.

Dr. Gaia Marchisio: [00:37:57] Exactly, exactly. And even without wanting that just to happen. But my point is the fact that we don’t talk about difficult things, it doesn’t make them go away. Just make them grow even stronger. So, those families that I saw that they came to the conclusion that it’s better to go separate ways, there is a way to get there where exiting the company doesn’t mean exiting the family. There is a way to even get there, which is actually a great decision for the good of the family and the good of the business. So, I think that as much as the family can provide value to the business and the business can provide value – and I’m not just talking about financial value – it’s worth trying. Where that threshold is, it’s all about the family.

Dr. Gaia Marchisio: [00:38:44] That’s why I was talking about boundaries. I’ve seen so much biases on behalf of advisors that really push for people to leave and to go away because of their own choices or preferences. I think that our job is, really, to help families think through why it’s worth to keep it. why is that worth to give you the way and to think at the same time, which is the most difficult thing because we live in a culture where it’s either or. Is that the family or the business more important? I’m a huge believer that both has to be important for the individual, and the family, and the business. And in that tiny word ‘and,’ that lies all the complexity of how can you manage three systems to be able to coexist in the long term?

Mike Blake: [00:39:42] Aside from Cox, because I know there’s a special interest in relationship there, what is an example of a family business that is successful? Who’s really doing it well that you can talk about?

Dr. Gaia Marchisio: [00:39:56] I’m always resistant to give names. I think those families that are great at learning, and keep learning and learning from their mistakes, that they see every situation, and keep trying, and put a lot of work, and they don’t allow for a difficult moment to become their life’s work. Become a learning family. And when I talk about becoming a learning family, I’m not saying that everyone needs to go in and sign up for an educational class. That’s a piece of that. But a learning family is the infinite game we’re talking before. It’s this idea of how can I … okay, so last week, and I quote this woman, the company is CI², they were one of the honorees. We have a yearly honoration, which is as the word says, honoring and celebrating companies.

Dr. Gaia Marchisio: [00:40:52] And one of the six finalists, we had is Mrs. Andrella. And she’s the founder of CI². They manage an incredible number of controlled-towering airports in the US and the Caribbean. And her mantra is she wakes up every morning, and her pray is, “Let be today better than yesterday.”So, I commend and I love her intention as an individual, as a businesswoman, and as a business owner to wake up with intention of, how can I make today better than yesterday? I think that if a family is able to do something like that, even the mistake that we all make to have become something totally different and an opportunity for growth.

Mike Blake: [00:41:46] We are out of and and past time, but we could easily make this a three-part series or longer but unfortunately, can’t. If somebody is looking at a family business and is thinking about these issues, how can they contact you to learn more?

Dr. Gaia Marchisio: [00:42:02] So, we have our website. And otherwise, we have a relatively easy e-mail address. Am I allowed to plug it?

Mike Blake: [00:42:11] Yes, please. Yeah.

Dr. Gaia Marchisio: [00:42:12] Okay. It’s cfec@kennesaw.edu. cfec@kennesaw.edu. And we are happy to have a conversation with whomever wants to learn more. And I really want to thank you for being one of those people that really are into learning and getting better. It is refreshing to meet people like you, and it’s very meaningful. So, thank you.

Mike Blake: [00:42:37] Well, when you get to know me, you won’t think so highly of me. But that’s going to wrap it up for today’s program. I’d like to thank Dr. Gaia Marchisio so much for joining us and sharing her expertise with us today.

Mike Blake: [00:42:47] We’ll be exploring a new topic each week. So, please tune in, so that when you’re faced with your next executive decision, you have clearer vision when making it. If you enjoy this podcast, please consider leaving your review with your favorite podcast aggregator. It helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Brady Ware, Brady Ware & Company, Cox Family Enterprise Center, Family Business, family business owners, family business transition, Gaia Marchisio, Kennesaw State University, KSU Coles College of Business, Michael Blake, Mike Blake, patient capital, sell the family business, selling a family business

Decision Vision Episode 61, “How Do I Manage My Business Real Estate in a COVID-19 World?” – An Interview with Brooks Morris and Andy Roberts, Cresa Atlanta

April 16, 2020 by John Ray

Cresa Atlanta
Decision Vision
Decision Vision Episode 61, "How Do I Manage My Business Real Estate in a COVID-19 World?" - An Interview with Brooks Morris and Andy Roberts, Cresa Atlanta
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Cresa Atlanta
Clockwise from Upper Left: Brooks Morris, Andy Roberts, and Mike Blake

Decision Vision Episode 61, “How Do I Manage My Business Real Estate in a COVID-19 World?” – An Interview with Brooks Morris and Andy Roberts, Cresa Atlanta

The COVID-19 economic crisis has injected a new dynamic between commercial real estate landlords and their business clients, as questions around rent abatement are coming up. Brooks Morris and Andy Roberts of Cresa Atlanta join “Decision Vision” to discuss this issue and much more. “Decision Vision” is brought to you by Brady Ware & Company.

Brooks Morris, Senior Vice President, Cresa Atlanta

Cresa Atlanta
Brooks Morris, Cresa Atlanta

Brooks Morris, Senior Vice President of Cresa Atlanta, has over 16 years of executive experience. Prior to starting his real estate career, Brooks was with Enterprise Holdings, a $17 billion global transportation company. Brooks is known for recruiting, developing, leading and motivating teams to achieve targeted customer service, sales, operational growth, and profit goals. Brooks was rapidly promoted 4 times to executive positions in different markets with responsibilities overseeing multiple businesses and brands.

Joining Cresa in 2015, Brooks has a mission to deploy his years of experience through client advisement. His unique perspective from multiple angles of real estate transactions allow him to take a holistic approach while consulting on each of his clients needs. His proven results assure the focus will always be to use real estate as a platform to support employee engagement, customer satisfaction, brand recognition, growth, and profitability.

Brooks’ multiple years of experience as a Vice President and Officer at Enterprise Holdings include executing market analysis, site selection, lease negotiations, contract negotiations, P&L management, sales, budgeting, cost control, strategy, project management, and lease administration.

Andy Roberts, Senior Vice President, Cresa Atlanta

Cresa Atlanta
Andy Roberts, Cresa Atlanta

Andy Roberts began his career in commercial real estate at Wells Real Estate Funds by raising capital for various REIT portfolios that are now traded on the NYSE. During his tenure at Wells, Andy developed a passion for counseling clients on the dynamics of investing in commercial real estate.

Following his tenure with REITs, Andy joined Cresa in the summer of 2014 to help clients navigate their real estate decisions in a market where a growing percentage of properties are institutionally owned. Andy enjoys educating clients on the manner their real estate decisions impact not only their financial bottom line but their culture and labor force dynamics as well.

Cresa Atlanta

Cresa is the world’s largest tenant-only commercial real estate firm. In representing tenants exclusively—no landlords or developers—Cresa provides unbiased, conflict-free advice. Its integrated services cover every aspect of a real estate assignment, including strategic planning, employee demographics, workplace strategy, site selection, incentives negotiation, market research, transaction management, project financing, project management, portfolio management, and relocation services. Cresa offers clients customized solutions worldwide through more than 60 global offices.

To find out more on Cresa Atlanta, go to their website.

Michael Blake, Brady Ware & Company

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

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Show Transcript

Intro: [00:00:06] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional, full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:26] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:44] My name is Mike Blake, and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you like this podcast, please subscribe on your favorite podcast aggregator and please consider leaving a review of the podcast.

Mike Blake: [00:01:11] This is the fourth in a subseries of topics regarding how to address the coronavirus crisis. And as everybody knows by now, we are faced with an unprecedented environment in our economy. And as one of our guests quipped before we started the show, basically, the way that he is helping save the world is by watching Netflix, but I will not out him and reveal what the nature of the show is. He can choose to out himself if he wants to, but I’m not going to do it for him.

Mike Blake: [00:01:48] But that is sort of the world that we’re living in, right? The best way we can help people is to do as little as we possibly can. And as a result of that, we are seeing an unprecedented rebalancing of the economy. We have whole industries such as restaurants that are shutting down en masse. We have other industries that are now booming and considered vital industries such as anything supply chain, grocery stores, drugstores, Amazon.com, and so forth. And we’re even now seeing companies that are stopping the businesses in which they’re normally engaged, so they can manufacture other things. Heinz is supposedly gearing up to manufacture these N95 virus protection masks. And Tesla and Ford are gearing up in partnership with General Electric to produce ventilators. We just haven’t seen anything like this before, certainly not since World War II. And even then, it’s sort of a thing tacked on.

Mike Blake: [00:03:09] So, if you’re like me and most other people who are thrashing around for some kind of guidance on how to address the issues that are now facing all of our businesses, frankly, whether we own the business, we’re an executive, or even an employee trying to help keep the lights on. And today, we’re going to talk about managing real estate assets and obligations in a shutdown world. And real estate is kind of funny. It’s one of those things that you don’t appreciate, I think, until it’s gone, in spite of the fact that we have a president who sort of made his claim to fame initially in real estate. But real estate, no pun intended, is a real issue. It’s no longer being used, and have been under some pressure anyway, particularly on the retail side, but it’s no longer being used.

Mike Blake: [00:04:11] In some cases, it’s being repurposed. We’re seeing hotels in Manhattan that are being commandeered now to serve effectively as field hospitals. That is perhaps an extreme case, but I think that’s going to come to other cities, including Atlanta. And real estate that has been—office areas that have been previously bustling with activity and have been a home away from home, frankly, for millions of employees are now shut down, locked down, basically ghost towns. And this provides a whole unique set of problems, and challenges, and maybe some opportunities too that we need to understand how to address, because just because we’re not working there, that doesn’t mean the real estate and the obligations that go with it suddenly disappear. Those have not shut them.

Mike Blake: [00:05:12] And joining us to help us understand this question are my longtime friends, Brooks Morris and Andy Roberts of Cresa. Now, you may remember, we had another person from Cresa on Jason Jones, who you used to fly navigation and ordinance and A6 intruders. It’s a fly off aircraft carriers. And he came on to help us understand the benefits of hiring veterans. But now, we’re bringing in a couple of people on from Cresa to actually talk about real estate. And Cresa is an international commercial real estate firm headquartered in Washington, DC. And they represent tenants and provide real estate services, including corporate service, strategic planning, transaction management, project management, facilities management, workforce and location planning, portfolio and lease administration, capital markets, supply chain management, sustainability, and sublease, and distribution. Formed in 1993, Cressa now has more than 60 offices and 900 employees.

Mike Blake: [00:06:14] Brooks Morris is a Senior Vice President of Cresa Atlanta with over 20 years of executive experience. Prior to starting his real estate career, Brooks is with Enterprise Holdings, a $17 billion global transportation company. Brooks is known for recruiting, developing, leading and motivating teams to achieve targeted customer service, sales, operational growth and profit goals. He was rapidly promoted four times to executive positions in different markets with responsibilities overseeing multiple businesses and brands.

Mike Blake: [00:06:45] Joining Cresa in 2015 – well, its that long already – and Brooks has a mission to deploy his years of experience to client advisement. His unique perspective from multiple angles of real estate transactions allows him to take a holistic approach while consulting on each of his clients’ needs. His proven results assure focus will always be to use real estate as a platform to support recruiting and retaining talent, brand enhancement, growth and profitability.

Mike Blake: [00:07:14] Brooks grew up in Los Angeles and played baseball for and graduated from the University of California Santa Barbara. I did not know that. He loves spending time with family, reading, golf, sports, water skiing and working in the yard. He and I have to talk about that. I hate working in the yards. Maybe we can make a trade. He and his wife and two children live in the Buckhead neighborhood of Atlanta.

Mike Blake: [00:07:37] Andy Roberts began his commercial real estate career by raising capital for various real estate investment trust portfolios that are now traded on the New York Stock Exchange. Through this experience, Andy developed a passion for consulting clients in the various dynamics of real estate. Andy joined Cresa in mid 2014 to help clients navigate their real estate decisions in a market where a growing percentage of properties are institutionally owned. Andy enjoys educating clients on the idea that their real estate decisions impact not only the financial bottom line but one’s cultural and labor dynamics as well. Andy and his wife, Jill, live in Atlanta with their four young children, where they enjoy spending time together with family and friends. And God knows, they’re getting ample opportunity to do that. Brooks and Andy, thank you so much for joining us on the program.

Brooks Morris: [00:08:25] Thank you, Mike.

Andy Roberts: [00:08:25] Thank you for having us.

Brooks Morris: [00:08:25] Good to be here.

Mike Blake: [00:08:28] So, to I want to start with something that is tangential to the topic, but I think it’s important for people to understand exactly what you do and how you do it because that will help people understand the nature of your informed perspective when we’re talking about today. And that is, what is exactly a tenant representative? It’s not a household name like a fireman, or a doctor, or a lawyer. So, maybe you can explain to our audience what a tenant representative does.

Andy Roberts: [00:09:03] Sure. So, we at Cresa and just in general, a tenant representative exclusively represents tenants. And let me back up. You have a number of commercial real estate firms. Majority of the commercial real estate firms receive a majority of the revenue from landlord representation. A tenant representative focuses on representing tenants, i.e. occupiers or companies. In general, that’s how tenant representative is defined. Now, what’s unique about Cresa, what we do is we exclusively represent tenants, i.e. occupiers. So, we are not representing any landlords, i.e. rich institutional owners. And we do that to remove all conflicts of interest, so that we are completely free to focus on the needs of our clients, the occupiers. We’re free to think beyond space and negotiate as hard as is required on behalf of our clients. So, in general, that’s what a tenant representative does. And that’s what’s unique about Cresa in that we are the largest global firm that exclusively represents tenants or as we define it, occupiers.

Brooks Morris: [00:10:20] And that’s well said. That’s well said by Andy. I’ll add one thing to that to simplify. It’s like in the residential market, you have someone selling a house, and you have a seller’s agent and a buyer’s agent. And we are the buyer’s agent in the commercial space, whether you’re buying real estate or leasing real estate.

Mike Blake: [00:10:49] And on the leasing side, I don’t know this about the buying side, so you can educate me, but at least on the leasing side, even though you’re the buyer’s agent, you make your fee from the seller or the lessor. Correct?

Brooks Morris: [00:11:03] That is correct. Just like in residential commercial real estate, it’s set up in a way that the landlords pay their broker a portion of the fee and the tenant’s broker a portion of the fee.

Mike Blake: [00:11:19] So, let’s wind the clock back to happier or more predictable times. Let’s go back to, say, February 1st. What was the commercial real estate market in Atlanta like at that point?

Brooks Morris: [00:11:36] First of all, February 1st feels like a year or two ago.

Mike Blake: [00:11:41] I know. It does.

Brooks Morris: [00:11:43] Right? It was a landlord’s market. The development around the US and very much so in Atlanta of new office space was accelerating, lots of projects, and it was a very healthy market. Tenant incentives had been reducing. Large blocks of space were competitively being pursued by multiple tenants. In some cases, for one or two large blocks of space. So, very much a landlord’s market and very much a situation where tenant had to be not just thoughtful and advance with strategy, but ready to execute when they found the right property because properties and spaces were moving quickly.

Andy Roberts: [00:12:45] And the great analysis I’d add to that was, I think, February 1st and during this pre-COVID season, we’re seeing, unlike any time before, certainly for a number of decades, labor influencing commercial real estate more than ever in the sense that the focus was on the investments need to be made to maintain a workforce and recruit a desirable workforce because we were continuing to enjoy such a long economic bull run, and if that investment was made via real estate, so be it. And you had that as well on the construction costs. Labor was so tight that the cost of construction was one of the main drivers of an increasingly more expensive market; thus, a landlord market.

Brooks Morris: [00:13:45] I’ll give one statistic. Piedmont Center in Buckhead is a group of about 15 building. And in 2016, the rental rate on those buildings was about $18 a square foot. And fast forward to February 1st of 2020, those buildings are quoting, in some cases, just over $30 dollars per square foot.

Mike Blake: [00:14:12] Wow. And I know that space too, and the space as as far as it goes. But also, I’ve never been lost in any parking lot or complex more frequently than I’ve been lost in that complex. I mean, I’ve probably inadvertently parked about three quarters of a mile away from where my meeting is supposed to be. And-.

Brooks Morris: [00:14:35] You are not alone.

Mike Blake: [00:14:37] Yeah. I’m glad to hear that because I feel like a horse’s ass, but that’s meaningful when it’s an August Atlanta day, and you’re wearing a suit and tie, and then you show to the meeting. I basically look like LeBron James at the foul line with fourth quarter of a game, just sweat pouring down my face. But even, if they’re able to raise rents that much that quickly, that shows you a pretty hot market for sure.

Mike Blake: [00:15:17] And now the commercial real estate market, I guess, sort of the question is, is there a commercial real estate market? Have you guys pretty much frozen in place now? Is there anything going on right now? What is the market or the industry look like today?

Andy Roberts: [00:15:41] To be perfectly candid, I think we’re still in the fog of war, if you will. I think there’s going to be some clarity that obviously comes with time. But just the initial impression is — I mean, just from personally, clients and deals that were already in motion that were pretty close to getting done, those have continued to move forward. New deals and most of the clients that I’m personally working with, and it seems to be the case for a number of colleagues, are saying, “Hey, let’s just put this on pause.” So, that’s one dynamic.

Andy Roberts: [00:16:21] The second dynamic is you have, obviously, across the board, companies trying to figure out, holding on to every dollar cost cutting initiatives, reaching out to their landlord, saying, “Hey, what can we do? Can we abate rent for three months? Four months?” At the same time, you have those very same landlords having the same conversation with their lenders. And it’s all across the board. I mean, candidly, very large household institutions, there’s been one that everyone would recognize that has come out and said, “Hey, three months abated. No questions asked. We want to work with you,” to another household, prominent lender that has just said, “We’re not budging. We’re not giving any grace, any mercy, period.” And so, obviously, those landlords are in a tight spot. They’ve got to turn around. They don’t want to say the same thing to their tenants, but they don’t know if they can afford not to. And so, it’s really interesting. You don’t have a consensus other than those conversations are being had, a lot of probably wait and see, but it’s really interesting because the responses are all over the map.

Brooks Morris: [00:17:40] Yeah. I say, to Andy’s point, Andy said it very well, There’s three buckets. There’s the bucket of industries. We all know retail, some transportation, hospitality, event companies that are just getting clobbered. And you’ve got the middle bucket of a lot of professional services firms and some other industries that are feeling it, but there’s a cut in revenue, but they’re doing okay. They’re just having to be diligent about making some cuts here and there within their business. And then, there’s another bucket. And a lot of this falls into the industrial space category of businesses that are actually doing as well or better.

Brooks Morris: [00:18:25] And so, depending upon who you’re working with is going to drive what you need to do in the real estate market right now for those different groups. And to Andy’s point, a lot of what I was already working on that was close to being done, if there’s any sort of certainty in their business and an expiration coming off of their lease, we are moving forward and taking action. Anything that was an expansion, because everybody has gone remote for this period of time, most of those projects have been put on pause, and it’s a wait and see. And as soon as we have more clarity, then we’ll decide on what to do moving forward.

Mike Blake: [00:19:07] It occurs to me that there’s a signaling dynamic going on here, a signaling process. When a bank or a landlord tells their borrower or their tenants respectively what they’re prepared to do in terms of flexibility, and forgiveness, and forbearance I think tells you a lot about how they think this movie ends, right? I think that if they take a soft line, they’re telling you that this movie doesn’t necessarily have a very happy ending. It may be okay, but what they’re really telling you is that we want to keep you in place. We don’t think there’s necessarily another awesome bar or another awesome tenant that’s walking around the corner. So, we’re going to go with the devil we know. We’re gonna hang on to what we have and ride it out. And if we take a haircut, we take a haircut. But we’d rather get 80 cents on the dollar than zero.

Mike Blake: [00:20:12] Whereas, I think the hard liners are basically saying, you know what, at some point, whether it’s Memorial Day, whether it’s 4th of July, Labor Day, gotta help us on that one. But there’s going to be a reboot, basically, and somebody pushes a big red button somewhere that throws a lever that’s supposed to restart the economy. And they think there’s a basically a rubber band effect, that everything’s going to go back to normal. And if you default, and if you have to default, then we’re happy to take your property because we think they’ll be a ready market, or we’re happy to declare you in default because we think that there going to be six tenants waiting around the corner. I think that’s an interesting signaling effect that economists and economics geeks like me want to maybe look at to understand what the market sentiment is going forward.

Andy Roberts: [00:21:11] That’s a great point, Bill.

Brooks Morris: [00:21:13] Yeah, it’s a great point. I think—go ahead.

Mike Blake: [00:21:16] No. You said it was a great point. I want to hear more about my great point.

Brooks Morris: [00:21:20] Well, the signal, you’re correct. It does send a signal. But, also, anytime there is change that happens or there’s challenge in a challenging environment we’re all navigating through, sometimes, it also sends the signal on with the philosophical approach of a business owner or ownership group. And sometimes, that has nothing to do with the economy moving forward and their feelings on that but just how they approach business. And are they looking at a tenant as a long-term partner and somebody that they want to share success with, or are they looking at it in a transactional way? And we’re learning right now who are the partners and who are transactional.

Mike Blake: [00:22:10] Yeah, I think that’s a great point. And you really do find out who your friends are in crisis. And maybe there’s a psychological element to it as well. I think this whole coronavirus crisis scenario in which we find ourselves has put us into a collective state of grief. And the first stage is denial. And just as I think there have been many people who’ve been in denial that I think that number is rapidly diminishing, but you can see they’re the ones going out to spring break, and they’re still getting together in large groups, and I guess coughing on each other just to see what’ll happen. But there’s probably some of that. There’s probably some of that psychology in the business market too where it’s a scenario that can go so sideways and so horrifically that I think some people and businesses psychologically just go to a place of denial because they’re just not emotionally ready to embrace the potential reality.

Brooks Morris: [00:23:24] Agreed.

Andy Roberts: [00:23:25] To your point, Michael, on an economic point, I think Brooks did it really well and made some great points. And I think what’s so unique about this scenario is it’s going to be interesting to see how the legislation plays out because historically, when it comes to real estate as a broad brush, legislation is first seen in the residential arena for. And I think probably because politicians score more points that way. For example, a number of states have already come out and said, “Hey, there can be no foreclosures on any residential homes for X number of weeks or months.”

Andy Roberts: [00:24:11] The commercial real estate arena, the legislation, if it happens, happens much further down the road. It’s going to be interesting to see if that legislation does take place in a commercial arena. So, for example,if you have tenants defaulting, to what degree can the landlords—what retribution do they have. And if they’re prevented legislatively from doing so, and I think what may drive that in this arena is, historically, defaults have been from financial reasons. So, for example, ’08-’09, there was too much debt involved and irresponsible underwriting of the debt. No one in who’s alive today has seen this type of scenario where the driver is a medical health dynamic where sadly, tragically, a thousand Americans are dying a day.

Andy Roberts: [00:25:12] And so, there’s this kind of this social element overlying this that I think is so unique where it’s not your typical debt problem. It’s just kind of a war with an invisible enemy that it’s almost like for someone to come out and foreclose, there’s kind of the level of evilness to it that I think there’s this social pervasiveness that’s unprecedented. And it’s going to be really interesting to see how it plays out. I think that could drive greater legislation in the commercial arena. For example, not allowing landlords to penalize a tenant for defaulting. Well, time will tell, but that’ll be interesting ’cause usually that legislation stops in the residential arena.

Mike Blake: [00:26:04] So, a lot of offices are empty. Ours is largely empty, although a few people are coming in, but a fraction, most of us are are working from home. If you’ve got an office that is basically empty, empty assets are scary.I remember when I was a kid, and this probably explains a lot about me, when there is an abandoned house or a house in our neighborhood that had construction that was paused for a while, we would go into that house, and we would find pieces of wood, and hack them at each other. And we’d find pieces of copper tubing and whack each other with them, basically. And it’s illustrative of what can happen if you have real estate that is not sort of being looked after. And if I’ve got an office that is now basically empty, is there something that I need to be doing as a tenant to be looking after my real estate or my space even though I don’t own it, it’s still important. It’s still an asset. Is there something I need to be doing to look after it or take care of it during this down period?

Brooks Morris: [00:27:21] It depends on the position of the real estate. So, if you’re an owner, you’re going to be looking at this differently. If you’re a tenant of a full-service office, you’re really not going to need to do anything per se because the landlord, through the full-service structure of the building or the lease contract, is gonna be responsible for everything. And I would say if there’s anything that is that you’re responsible for be within those four walls, maybe it phones, internet that you probably have already moved to remote and cloud. There may be some opportunities to make sure that your expense is being allocated appropriately.

Brooks Morris: [00:28:18] If you’re in an industrial user, and you’re on a triple net lease, and you are leasing a building that you’re the only tenant in, there lies some opportunity and operating expenses that you’re responsible for as a tenant that you can take a look at and, say, go dark in a building, basically turn certain things off so you’re not paying for them while you’re not using them. Those would be the only things that you would be really looking at doing while you’re not using their real estate, and it really pertains to industrial spaces. But those particular businesses right now, most of them are in business and, in some cases, thriving.

Mike Blake: [00:29:00] Yeah.

Andy Roberts: [00:29:00] Brooks makes a great point. I think it would be interesting or it’s worthy to note, let’s say, for example, an office building, a classy office building, there’s multiple tenants – and Brooks is right – it’s on the landlord’s onus to run that building. And so, I think every tenant in their lease is going to have typically passthrough of operating expenses and the increase in operating expenses they’re going to be responsible for paying in the next calendar year. And so I do think it’s responsible for tenants currently being communication with their landlord on what are they doing to mitigate expenses while the buildings are vacant, so the tenants can be able to enjoy those savings.

Andy Roberts: [00:29:47] And then, also, keep in touch on what are the potential increase expenses that are around the corner. So, likely there’s going to be new janitorial dynamics. There’s also, likely, when America gets back to work, if you will, you’re hearing a lot of sentiment towards kind of not everyone just goes back on Monday. It’s kind of you’re phasing in and almost to the point where you have longer hours, certain departments working in the morning, certain departments working in the evening. And you have kind of maybe an overlap of one or two just to help respect social distancing as we start phasing back in.

Andy Roberts: [00:30:30] So, then you get into an office building, the HVAC act, for example. I mean, you know, hopefully this is happening late spring and summer. Well, HVAC expenses are at their highest at that point. And typically, a building will say, “Okay, we’re going to be running back from, say, 8:00 to 6:00.” Well, now, if you’re running it from 7:00 to 8:00 or 9:00 at night, you’re going to have higher expenses. So, tenants need to be aware of how are those expenses gonna be passed on to them, and what’s going to be their cap that they have in their lease on what the expense increase will be next year. So, I do think there’s currently some planning that can take place on the tenants’ behalf that’ll serve that well.

Mike Blake: [00:31:14] Let me jump on that.

Brooks Morris: [00:31:14] Mike.

Mike Blake: [00:31:15]  Go ahead.

Brooks Morris: [00:31:16] Mike, one thing I just thought of, I should have already mentioned as it pertains to your question and what you can do while you’re not in your space right now, as it pertains to any metropolitan building that charges for parking, in most cases, right now, because you’re not using that parking, you can negotiate with your landlord to not pay for that parking potentially. We’ve done that within ours. So, that’s something, for sure, to look at.

Mike Blake: [00:31:43] Okay. Yeah, that’s good advice. That’s an actionable thing people can, if they haven’t done already, they can do right away. So, we touched upon this a little bit, but I want to make sure to address this explicitly. There’s a provision in the CARES Act, and as you mentioned, several states as well that are basically freezing home real estate obligations, but that’s not really impacting the commercial sector, right? Unless you’ve negotiated something, if you’re a business tenant, you still have to pay your rent, right?

Brooks Morris: [00:32:18] Correct.

Andy Roberts: [00:32:20] Correct. What is interesting is a number of landlords, when tenants have requested to defer rent for a number of, say, three months to please the common average, a number of landlords are saying, “Hey, noted your request. Let’s pursue these avenues with the CARES Act and let’s circle back end of April. Then, say, mid-May.” And understandably so, they’d like to see these tenants be able to receive the provisions through the CARES Act, so that, obviously, the landlords don’t have to further rent, which is understandable. But that to your point, that’s a common conversation taking place in the industry.

Mike Blake: [00:33:02] So, the unfortunate reality is that not every business is going to come back from this, but the lease obligation may still remain. So, if in fact your business is not going to survive this, but the only thing that may survive is your lease obligation, what are your options to try to get out from under or mitigate that obligation?

Brooks Morris: [00:33:34] Well, the first thing you want to do is pull out your lease, get with your commercial real estate advisor, whether that’s us or someone else, and your attorney, and make sure you understand every single component of that lease and what your options are pertaining to that contract. Usually, there’s going to be a sublease provision that allows you to sublease as an option. So, you want to understand what that looks like and what that exit might realistically look like. In some cases, some companies have negotiated termination options. So, that could be that could be an option. There could be an option to restructure your lease. Maybe there’s an option to downsize and use certain-.

Brooks Morris: [00:34:22] And communication is key here. You want to engage with your landlord after you understand what your options are. You want to know what the landlord’s position is because they may have different things happening within their building with their existing tenants. And as business comes back, depending upon how well that building’s doing, they may want that space back or need that space depending on the size. And that’s a low percentage opportunity, but it’s one that should be explored. Andy, any other thoughts that I’m missing?

Andy Roberts: [00:34:53] No, those are all great points. You’re nailing it. And, certainly, typically, a lease will spell out a termination, if you have a termination clause and/or if it’s essentially what those costs would be. I think for a tenant to be fully aware what the landlord’s costs to structure this lease, and largely the build out, what have you, to understand how the landlord is going to be viewing this financially will be advantageous for a tenant. It may be you’re having to come out of pocket for a termination agreement or clause, but just knowing eyes wide up on what that number will be, will be helpful.

Brooks Morris: [00:35:37] And my advice, the biggest thing is just to be proactive, not wait around to get with your advisors, to build a strategy quickly that you can execute quickly if that’s the direction things are going because there will be other subleases coming to the market and you want to be in front of it.

Mike Blake: [00:35:56] We’re talking with Andy Roberts and Brooks Morris of Cresa about managing your real estate obligations and assets in a pandemic world. I want to interject here. I’ve interrupted them a couple of times inadvertently, and I apologize for that. One of the challenges of doing this remotely and not in the studios, you don’t normally have the visual cues where I can tell accurately if people are done talking or not. So, I’m not on speed or anything like that. This is sort of me learning about how to conduct interviews, also, in a coronavirus world.

Mike Blake: [00:36:35] But getting back to this, I want to touch now then on something that you said because I want to drill down a little bit. And that is the reaction or the posture of the landlord does vary from landlord to landlord. And that may be driven, ultimately, by how their bank is treating this. But generally, are you finding more often than not that landlords do want to work with their tenants in some way to accommodate them? Or do you find that, still, right now, they’re more likely to take a hard line? Or is it, in fact, 50/50 as far as you’re seeing?

Andy Roberts: [00:37:15] Yeah, future-.

Brooks Morris: [00:37:16] I don’t want-.

Andy Roberts: [00:37:16] Go ahead. Go ahead, Brooks.

Brooks Morris: [00:37:18] I wouldn’t say it’s 50. It’s hard to say right now because I would say the majority are taking the approach that we want to help. There is a percentage, which is a smaller percentage, that’s basically saying yes, and taking action immediately, and saying we will help, get us this information, and we’re gonna go ahead and accommodate your requests. The larger percentage is we want to help, but we can’t. We want to make sure you really need the help. So, these are the things we need to see from you and let us process this. And I say there’s another there’s a small percentage that are taking the hard line. So, I think the lion’s share wants to help. It’s just they are taking a very thoughtful approach on what requirements need to be met in order for them to actually execute on giving that help.

Andy Roberts: [00:38:15] Yeah, I think Brooks is absolutely right. I think your question, Michael, the answer is yes, and that landlords genuinely want to help. I’m yet to encounter any landlord that’s kind of this evil villain laughing that they don’t want to help. I think, from their perspective, to be to be empathetic to their world, they’re internally discussing, okay, we have this tenant that’s been a great tenant. They’re asking for a rent deferment. We generally want to help them. And so, then, (A), what are our lenders willing to do? And (B), depending on how they’re structured financially, it’s commonly a question of, okay, well, what will the implications be to our investors?

Andy Roberts: [00:39:03] And so, a lot of times they’re kind of stuck between a rock and a hard place. You don’t want to have a very difficult conversation with either. And I think the answer in this unique health pandemic is everyone to be transparent as best you can. And I think the reality is both sides are going to have to essentially kind of receive a burden, part of the cost for us as a society to get this behind us and move on. And I think there’s a sentiment of goodwill that’ll carry that to some degree. And yet, whether it’s the investors carrying a bit of a cost, I mean, it’s not like a landlord’s quick to say no. If they do say no to a tenant because they they don’t want to say no to a new investor. For example, they don’t want to tell them that, hey, with this unprecedented economy, your dividends about to go down, and you primarily invest in our fund because of the dividend dynamic.

Andy Roberts: [00:40:06] So, they are in a tough position. And yet I think both sides, to get through this efficiently, are just gonna have to recognize and transparently have the conversation. There’s a cost to care and agree we can kind of split that amiably and move forward.

Brooks Morris: [00:40:22] And in an effort to give a tenant, who may be listening, or business owner and executive who may be listening to this, an actionable item or set expectations, to Andy’s point, these landlords either have a lender to pay themselves, and they’re not getting forgiveness for this at this point in time, or they have investors they’re paying. And so, the tenant needs to understand, they’re asking for help. And so, in order for that to work, it’s got to work for both parties. And if the landlord’s gonna help, and you really need it, there are ways in which you can structure that help where the landlord can get something maybe towards the end of the lease that’s beneficial to them, but it allows the tenant to receive relief today. So, the tenant needs to understand what they have to offer that would benefit the landlord, which makes the landlord still a lot better about giving them the relief.

Andy Roberts: [00:41:25] Yeah, Brooks makes a great point. And we’re typically seeing that take place one of two ways. One being, hey, defer three months of rent now, and you can add it on the end of the term that I’m obligated to, lease-wise, or three months of deferment now, and then that delta that you deferred amortizing that over the remaining term. Those are typically one of the two paths that we’re seeing landlords are open to having.

Mike Blake: [00:41:53] So, let’s look at another scenario, a somewhat happier scenario. Maybe when you return to work, there’s going to be a company to which to return to work, but maybe you decide that your office needs are going to be different. You decide for us, for example, in our Alpharetta office, we’ve seen a marked increase in productivity with remote working vs. being in the office. I don’t know if we’re exceptional or not, right? But other firms may decide that, for whatever reason, they kind of like this remote working kind of scenario, but they’re going to keep their office, they may have or there may be other reasons to keep it. What are other options to generate value from their leased space if they’re not necessarily going to have a full office of employees anymore, but they still want to get value out of the space that they’re already paying for it and have invested in? How much do you redeploy that space to be value added?

Brooks Morris: [00:43:06] I think it’s case by case, Mike. I mean, it really depends upon what type of business is it. Do they have clients that come into that space? Do they not have clients come into that space? Their business is gonna dictate how they can best redeploy that space. Before I get into that a little bit, I would say that it is going to be a very interesting time moving forward. I think what’s happening with this forced remote work situation is it’s really heightening the awareness of the types of jobs that are okay to do remote and the types of jobs that are not okay to do remote or shouldn’t be remote. And so, I think you’re going to see that sort of become a big topic before you understand how are you going to redeploy your space.

Brooks Morris: [00:44:13] I can also see the conversation’s accelerating around, well, if this is a job that needs to be in the office, we maybe would be okay with four days a week in the office and one day remote, and creating some more flexibility around, what does it look like? What does a work week look like for different types of positions? So, I think that’s the first thing that companies are going to need to get their hands around because you have to understand that first before you start the space program around how to use that space.

Brooks Morris: [00:44:49] But then, if you get into redeploying space and once you understand those things, you’re going to start looking at, okay, so what are the areas of our office space that could be used for hoteling and not having a desk specifically for a person or an office specifically for a person? But it starts to be shared, which is something that’s been happening. I could see that accelerating a bit, but I could also see where we’re realizing how much we like to be around people. We love connectivity. Energy is created from when you’re around people. Ideas come from serendipity that happens in water cooler discussions.

Brooks Morris: [00:45:32] And Starbucks wouldn’t have been doing so well with people that worked remote if they just stayed at home or worked by themselves. Starbucks is full of people that are remote workers because they like to be around other people. So, I think you can see office space being redeployed that replicates, to a degree, restaurant in coffee shop environments that draw their people in to that environment to work and have the energy of being around people.

Mike Blake: [00:46:02] That’s really-

Andy Roberts: [00:46:06] Yeah, I completely agree.

Mike Blake: [00:46:06] Sorry, go ahead.

Andy Roberts: [00:46:07] Well, I think Brooks makes a lot of great points. And this will continue to affirm and accelerate a trend we’ve already been witnessing in the sense that office setting and a work setting transitioning from an industrial economy to an idea-driven economy. I mean, even 10 years ago, even 5 years ago, teh degree is still pre-COVID, the degree to which the number of businesses still kind of operated with this mentality of, “Well, this is my desk. It’s just where I go stress it.” I mean, that that really kind of originated out of an industrial revolution mindset, which was you had to be there for the specific function. And yet, as we’ve obviously moved to an idea-driven economy, that no longer makes sense.

Andy Roberts: [00:47:03] And so, it doesn’t mean, obviously, it would go away with office space, what have you. It just looks dramatically different. The same sense, an idea-driven economy looks different from an industrial-driven economy. The office space will reflect it. And I think some of the things we do certainly know is, one, flexibility will continue to rise. And two, I do think you’ve had some of this degree in some place, but think about, for example, the health care industry and the financial services industry, if you’re in either of those, a main theme is going to be working with your attorney to really get buttoned up on remote security in the sense of FCC regulations and HIPAA regulations. And you’ve had a lot of that discussion from within your office, and to some degree some laptop protocol, what have you. But knowing that a flexible, remote workforce that’s not going away, some of this is going to be certainly higher post-COVID than was pre, that’s just going to continue to put more focus on what does that look like on those specific industries that are highly regulated.

Mike Blake: [00:48:13] You touched upon something I want to jump on just a little bit; although we’re running out of time, unfortunately, but it bears discussion. And that is that the bulk of what I see being written right now is that we’re never going back to the old way of doing things. People are going to work remotely a lot more. And I’m not entirely sure that’s true. I mean, I’ve been working from home for the bulk of the last 10 years or so. But I think I’m a little bit of an outlier. I’ve joked before, my wife’s biggest fear about me is not that I’m going to cheat on her but that I’m going to try to get accepted into the Mars mission as long as they start accepting overweight, middle-aged man because I’m going to jump at the opportunity isolated for 24 months. But for somebody like she who is an extrovert, it’s really tough.

Mike Blake: [00:49:12] And I think there is going to be a a demand, a pent-up demand for that socialization. And Brooks, that idea of sort of having a virtual coffee shop within the office, I actually took a note. Maybe that,  in some way, will actually redeploy our space. Can we replicate the Starbucks kind of environment if people just sort of need to change the environment to feel more productive, more creative, more free? I think it’s going to unleash some creativity in terms of how better to use space to promote that socialization.

Brooks Morris: [00:49:51] Yeah, Mike. And it was already happening. So, in the technology industry, anybody that’s been competing for developers, these companies have had to find creative ways already to attract not only through pay but just through culture and what is the office space? Is it a fun office space to come to? And I’m not talking about ping pong tables but this coffee shop/restaurant idea and having diner booth in the break room, great views with bars looking out over the city where you can sit and work, this has been happening. And I see this accelerating for that reason. And it’s really what employees have shown that they want.

Brooks Morris: [00:49:51] I’ll say I know we’re running out of time here, but I was talking to John Ray a little bit about this before the call, but I’ve got a quote from Steve Jobs because I was reading Walter Isaacson. I’m in the middle of his book on the biography of Steve Jobs. And we all know he’s not only a founder of the respected brand Apple but also Pixar. And he was avid about their office space and including at Pixar. And he is not only a denizen of the digital world, but he knew all too well the isolated potential of technology and he was a big believer of face-to-face meetings. And he said there’s a temptation in our networked age to think that an idea can be developed by email or iChat. He says that’s crazy. Creativity comes from spontaneous meetings and from random discussions. And I think there’s a lot of truth in that. I just think there’s a balance that has to be found between flexibility and how technology can allow us to be remote and flexible. But, also, when and how often should we be face-to-face and  what do those environments look like now moving forward?

Andy Roberts: [00:52:10] That’s a great point.

Mike Blake: [00:52:12] So, one last question I want to touch upon is the return-to-work scenario. I believe, and you can tell me if I’m wrong, of course, but I believe that how we—and you touched upon it actually, but how we work is going to change, and I think there’s going to be some negotiations between tenants and landlords, and how to accommodate that. For example, even professional services moved to shift work, basically, right? And is the climate control now going to be kept on and who pays for that? I think that one janitorial visit per day is not going to cut it, right? You’re going to need to sterilize the office, I think, multiple times a day. I’m certainly advocating that for our firm. And other kind of logistical issues. Employee access, do you have to put toilet paper in safe, which sounds absurd, but it’s not, right? Is  it worth thinking now about what the return-to-work scenario looks like? And are these things that you ought to be talking to your landlord about now about what that looks like, so you can agree in terms of, basically, who’s responsible for what and how?

Brooks Morris: [00:53:42] Yeah, I think before-

Andy Roberts: [00:53:42] Absolutely.

Brooks Morris: [00:53:42] Yeah. Before you have that conversation with your landlord, with your advisors and your executive team, and asking questions among all your employees, you want to understand what is your need at the company first. What your plan to address this? Because you don’t want to go get out in front of this with the landlord before you know what you’re really asking for and why because you wanted to support your long-term business needs and short-term with addressing and making sure that you’re getting the janitorial services that you need.

Brooks Morris: [00:54:18] Once you establish what the need is, then you go engage in a proactive conversation with your landlord to address those things. But I think, depending upon how long this lasts, there is an opportunity to be in a better position as a tenant with more leverage in the cycle that we may be entering into. So, this could be an opportunity for tenants to, eventually, not right away, certainly if you have a lease expiration coming up, to restructure leases. Well, there’s gonna be a lot more subleases on the market, which is going to be competitive with the direct lease options for landlords. So, I think that there’s going to be an opportunity to push some of the responsibility for additional expenses onto the landlord and have more incentives that the landlords are offering.

Andy Roberts: [00:55:19] Those are great points. And I think one noteworthy point to consider for those working primarily in an office setting who are leading a company, it’s very possible that landlords, for a season of time as we start to get back, may have kind of revised density requirements that the tenants are going to want to be aware of. And again, it’s not that landlords are looking to be difficult. We just don’t know what conversations they’re having with lenders. And primarily, that’s probably their insurance brokers in the sense of to mitigate any outbreak, it’s very possible you don’t want to kind of have an internal planning session come up with a plan and then find out it’s not compatible with what the landlord will allow. I don’t think it’s gonna last forever, but I could very well see a scenario where, hey, the ban is lifted and set in for the next 30 days, or 45, or 60 days. There’s kind of a revised density issue that landlords are asking/mandating their tenants adhere to.

Brooks Morris: [00:56:24] Yeah, I think Andy brings up a great point. Historically, square footage of use per person has been 300 square feet or higher. And over the last several years, that’s gotten down sub-200. So, you could see where there’s not as many people that need to be in the office, but they still need almost as many square feet because it’s been mandated that it’s not allowed to be that dense anymore, and you have to have more square feet per person. I could see that potentially happening.

Mike Blake: [00:57:01] Yes, certainly places like California, New York, you may very well see them. I hadn’t thought of that. I think it’s a great observation. Guys, this has been great. We’re already over time, and I want to be as I try to be uber respectful of your time. If people have other questions that we weren’t able to cover today, how can people contact you?

Andy Roberts: [00:57:23] Sure. Obviously, if you go online and Google Cresa, this is Andy Roberts and Brooks Morris. We’re both in the Atlanta office. Obviously, our website is a great resource to learn about our firm. And then, you can specifically visit the Atlanta link, as well as Brooks has a personalized bio page. I, myself, have  a personalized bio page on LinkedIn. Please feel free. We’ve got a lot of great thought leadership resources on our website. That’s probably the easiest direct place to go to. Again, www.cresa.com. And happy to be a resource specifically and/or just kind of general questions. We’re always looking to receive feedback from the frontlines, if you will. So, welcome those conversations.

Mike Blake: [00:58:17] Well, that’s going to wrap it up for today’s program. I’d like to thank Brooks Morris and Andy Roberts of Cresa so much for joining us and sharing their expertise with us. We’ll be exploring a new topic each week. So, please tune in, so that when you’re facing your next executive decision, you have clear vision when making it. If you enjoy this podcast. please consider leaving a review with your favorite podcast aggregator. That helps people find us, so that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Andy Roberts, Brady Ware, Brady Ware & Company, Brooks Morris, commercial real estate, corporate office tenant representation, CRESA, Cresa Atlanta, Michael Blake, Mike Blake, office space, office space rental, tenant representation

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