Speed, Process, People – Tom Azelby of Bandwave Systems

Tom Azelby, Founder and Managing Partner of Bandwave Systems

Tom Azelby, Founder and Managing Partner of Bandwave Systems, grew his company’s revenue from $2.9m in 2014 to $6.1m in 2017, a 107% increase, and now they are on track to hit $8m this year.  

Bandwave Systems provides broadband aggregation solutions that delivers last mile internet connectivity across the globe.  

In this interview with Eversprint‘s Malcolm Lui, Tom shares how he and his team accelerated their high value sales by:  

  • Focusing exclusively on enterprise companies with a 25 to 500 bricks and mortar locations. 
  • Having processes and a team that can provide full quotes within 48 to 72 hours, which in turn allows IT managers to move forward with their buying decision more quickly.  
  • Having the capability to implement on a small scale first, and then slowly roll it out all branches of their enterprise client.  
  • Opening a new office in Florida that will provide network redundancy and open up a new market for local enterprise sales.  

Bandwave Systems Interview - (computer generated transcript) (transcribed by Sonix)

Download the "Bandwave Systems Interview - (computer generated transcript)" audio file directly from here. It was automatically transcribed by Sonix.ai below:

Malcolm Lui: Malcolm Lui here welcome to Everprint.com. Today we're speaking with Tom Azelby, the Founder and Managing Partner of Bandwave Systems, a fast growing provider of broadband aggregation solutions that delivers last mile internet connectivity across the globe. Welcome to the call Tom.

Tom Azelby: Thanks for having me Malcolm.

Malcolm Lui: Tom. You grew your company's revenue from two point nine million in 2014 to six point one million in 2017 a one hundred and seven percent increase. And now you're on track to hit around 8 million dollars in revenue in 2018. What were your number one marketing and sales objectives over the past few years that brought your company to where it is today?

Tom Azelby: I think what we did Malcolm is we focused on the type of customers that would deliver those type of those type of numbers. So we specifically you know we we set our parameters of what type of company we need to sell to and then we kinda go out there and try to find those companies and give them our business proposition. But we're very targeted and we're very specific about who our customer is and who are the people within that organization who we need to target.

Malcolm Lui: Kicking each year a little bit about about who your ideal customer is and how you went about finding them

Tom Azelby: Sure. Our target customer is between is an enterprise client that has anywhere between 25 and 500 locations. That means brick and mortar locations spread out over a large territory all over North America down into the Caribbean South America or they might even have a global footprint. So we target these enterprise customers have to have a lot of brick and mortar in order to need our last mile connectivity because if you need us that means you have a lot of locations and you're going to need to use a lot of different carriers. So as an aggregator they can come to us we can give them one one contract one customer support and one bill so we can deliver all that connectivity because we're a wholesaler for over one hundred Internet providers and carriers. Some of the big names that your audience would know AT&T Comcast Time Warner charter. But we even work with small regional providers who also deliver all different types of last mile connectivity from wireless to wireline to ether net to collect the fiber. So we've aggregated all these carriers throughout North America especially and that allows us to go to these enterprises with multiple locations and deliver that connectivity for them and then we wrap our specialized support around it. So it's definitely a higher level experience for the customer based on the support we provide. But that's that's really our target. Now within those 25 to 500 location targets we know the specific people we need to contact and that would be a CIO an I.T. manager a network infrastructure person or a telecom telecommunications manager. So generally we're calling on sophisticated I.T. departments that might have a lot of resources or not a lot of resources but they could. But they look for the type of service that we can deliver for them. And even though we're a boutique operation we're so specialized at very large organizations or enterprises will seek us out for our services

Malcolm Lui: Now can you for maybe from our interview here for our discussion here. Is there one particular customer that you're willing to or able to share details about or can talk about a hypothetical customer's

Hypothetical cases illustrating what they do

Tom Azelby: But you know I'll give you a couple of hypothetical cases because we are working with people's network so we don't want to just from a security point. We don't want to tell them what we actually do for any particular customers network but I will say the health care industry is a very important industry for us large healthcare providers and I'm talking some of the big brand named hospitals you would hear where they used to be very localized in the certain city or a certain region. Health care is like the new retailers. They're expanding their footprint. They have physicians offices throughout different locations. They're now hiring Tello workers which aren't just limited to coming into their hospital. So they're building teleworking networks. They have brick and mortar facilities. Now a different spread out throughout the region they're in some of the big health care systems you will see they might be based in Ohio. But you also see them now in Florida or they're based in New York and you see them expanding out into the Midwest. So health care is a really good vertical for us because like retailers who have a lot of brick and mortar healthcare is now has a lot of brick and mortar and that's kind of been a real benefit to us to supplement their I.T. teams to build out these wide area networks with Internet connectivity. That's where we come in. But we're not limited to that vertical. Like I said earlier in the conversation if you have 20 25 to 500 locations if you're in the grocery business we do two large regional grocery chains. We work with a large heating and air conditioning H back distributor. We do about 380 locations for them. We do some upscale retailers that have footprints across the country. So we do hit other verticals but I just know in the last few years health care has been driving a lot a lot of our revenue

Malcolm Lui: Okay. Well when we talk a little bit more about the healthcare side of things. How do you go about finding them. How do you how do you market do and how do you get them to raise their hand and go I need help. How do you get them to reach

Tom Azelby: Ok.

Malcolm Lui: Out to you directly

Selling through channel partners

Tom Azelby: That's really good question what we've what we've developed over many years is a channel partner that say so within our company we work we mark it out to a lot of telecom I.T. consultant and I.T. bars. These are companies that are in the industry that are working with a lot of these healthcare systems or other or other major enterprises and they're being brought in to kind of decide to solve problems for these enterprises and when they're in there and they're talking to a lot of these IP decision makers they start hearing that well we have to bring in all this new connectivity we have to manage it we have to deliver it and that that channel for us will refer us to that client. They are then commissioned by us for bringing us that opportunity. We have about 100 consulting firms were either in telecom or I.T. who refer business to us and they will earn a commission unless they are being paid by the by the by the enterprise themselves where they're on some type of fee based where they'll just find us and then refer us back because of our experience and last mile connectivity

Malcolm Lui: So you not reach out directly to say hospitals and get to win their business you're leaning counting on your channel partners to do this for you entirely.

Tom Azelby: Yes but we it's evolved over the years. The channel partners were almost ninety nine percent of our business for many years. But what has happened. We've been in the business a long time now since 2000 that if you were to Google broadband aggregator or broadband aggregation organically we're the number one find on Google for broadband aggregation services. So what occurs now is you could have an I.T. director you know looking at a problem going to do his own research and some of these large organizations will find us directly. Another thing for us is word of mouth. Once you performed well for a CIO or a network manager for a large organization obviously he has other friends and speaks to other people within that industry. And there's nothing like a good referral and that happens quite often now.

Malcolm Lui: So for today what would you say would be the breakdown of the leads and opportunities that you're getting now in the health care industry. Where are they coming from. It's still predominantly your channel partners or is it coming from organic traffic to your site and people are finding you or is it really coming from your referrals

Tom Azelby: I would say it's the 80 20 rule I would say 80 percent are still coming from referrals. 20 percent are coming to us directly but some of those 20 percent have been very big enterprises very large organizations. So I think the revenue would be a little bit different. How much revenue comes in directly with our overall revenue compared to come through the channel. We have noticed some larger organizations are able to find us directly but still a day in and day out or our channel is doing a lot of great work for us and delivering some really good leads.

Malcolm Lui: Right when you said 80 percent referrals. That includes both your referrals from your channel partners and from the CIO who had a great experience with you.

Tom Azelby: No I would consider that in the 20 percent. MALCOLM So we have 80 percent where these these partners these I.T. partners in telecom consulting partners bring us the business or the but the other 20 percent is where they find us directly or they're told about us by by another person who's worked with us before

Malcolm Lui: Ok. So when you're when your sales team gets a a warm lead someone who is interested in learning more about your service what's your process there. How does your sales team

Tom Azelby: Oh

Malcolm Lui: Qualify them and take them from a lead to a prospect to finally ultimately a one deal

Tom Azelby: That's it that's that's a great question and I think what what we do is how we get in the door so quickly if you call some larger telecom providers. Most of them who are our partners. They don't move as fast as we do. So if someone brought us an opportunity and let's say it's 200 locations it's a let's say it's a retailer that has 200 locations based throughout North America with the first thing we would ask that referring partner is can we see a list of their locations. They would provide us the list of their locations. They would tell us what their minimum bandwidth needs are. And from that giving us just some basic information on their network in 48 to 72 hours we turn around a full quote to the consultant to bring back to the client. So basically what now obviously we're gonna have to talk about their network in more detail. We're going to have to talk about what other services they might need beyond the Internet connectivity. They could be do it. They might need guess Wi-Fi. They might need us to monitor and deliver their SD when appliances and licenses where they might need field services where we need a technician beyond the carrier where they need wiring done so. But the first thing we do is we map out all the connectivity for them for their 200 locations and that route that is returned to them with full pricing.

Speed, process, people.

Tom Azelby: So technically without further discussion they could actually sign the quote and convert it into a contract immediately. So by doing that so quickly we're giving them a lot of data for nothing for free. Telling them exactly what can what type of connectivity they can get at their location if they were to call a bigger carrier. And I'll even use names if they were to call an AT&T Comcast Level 3. Any of the big carriers first of all they don't have footprints that expand all over the country. They all play in their shirt regions. So then they have to reach out to other carriers to see if they could even help them or not. But with band wave since we're already working with all these carriers and have wholesale relationships we're able to turn around that quote really quick. And that's really valuable information to that I.T. decision maker at the enterprise. So that's that's exactly what we do it and we do it really quick. We have three rules here. It's speed process and people and they're like kind of the three things that we as the team all kind at rallies around are those those three things speed process and people and speed and the process of getting back a quote to a large enterprise and giving them all that information with no commitment is a big it's a big plus for us to move closer to a sale

Malcolm Lui: For providing your quote. How much information you need. How much time is your team need to spend with the prospective client get

Tom Azelby: Well

Malcolm Lui: Be able to

Tom Azelby: In the in this yeah. In the initial conversation sometimes we won't even have to talk to the decision maker. If it's a rule if it's a reputable consult then we can actually pull the information from him in one phone call and we have some very basic questions about their network that he needs to answer for us. And then within 48 to 72 hours we'll have backup full quote. Now if it's a if it's an existing customer well we already are we've already built out a lot of their network because a lot of our business is farming. Once we've established a relationship with these big organizations they're acquiring other companies. They're moving facilities opening new facilities those type of transactions are done within hours. That means they ask us about a new location within a couple hours. They have a new water form in front of them telling them exactly what they need. They sign off boom we go to work real quick. That's part of the speed we do. But

Malcolm Lui: Okay

Tom Azelby: For a new client with a lot of Luke with a lot of locations and it's a new introduction really it's it's a very you know it's a brief conversation with their consultant. Once the court is received then we have what we call a tech consult. That's where the referring consultant gets the decision makers on the phone. We discuss the opportunity the pricing we tell them some case studies and if and then we proceed from there to go to close.

Malcolm Lui: Okay. Can you share how long it takes typically from from getting from providing the initial quote and then doing the tech consultation and then finally

Tom Azelby: Sure

Malcolm Lui: Getting to getting to the close. What's the process there and how long does it take.

Tom Azelby: Ok. Sometimes if it if a if an organization or an enterprise is going to be going through a refresh that means they're there they're doing a total change of their network. And a lot of that's going on today because wide area network technology is changing and we can have a whole discussion about that. But there's a lot of planning that is involved because they could be leaving a large carrier to move to a more cloud based wide area network. And that does take some planning. So it could be three to four months. So they want to prepare for this new network to be built. And so it could take it could take 90 to 120 days before you close on the contract that could even take longer. But sometimes it can happen immediately. We might quote we'll go back to that 200 site customer that enterprise with 200 sites they might come to us and say like we're looking to do some some changes soon but we'd like to start building a secondary network and see how it goes. So they could look at that quote after 48 to 72 hours and they could cherry pick three to five locations and say hey listen let's start with these for now and let's like we'll build a beta test with these then we'll do that for them really quickly. Then the lab five more locations then 10 more locations now that we have them in the system then we continue to grow the business. I think what we do which is a little bit different than a lot of telecom providers or any software providers they're looking for that big contract and the big signature would ban wave will map and give you the pricing for the whole network. But if you want to kind of slow walk your way into that new network you can you can you can go one to 10 20 or 50 at a time. And I think that gives us a real competitive advantage.

Malcolm Lui: Right. Definitely. Can you share some details as to how big a deal sides are talking here to give some context.

Tom Azelby: Sure. I went on today what we consider we call it if we're elephant hunting and we're always looking you know to land a few elephants you know every year or 18 months an elephant for. For us we'll build 50000 a month a.

Malcolm Lui: Gay

Tom Azelby: But that doesn't mean we don't we don't want clients that Bill five thousand a month or ten thousand a month. But I guess the best way to look at it our average customer spend per location is about three hundred and fifty dollars and that's an average. So we will have some customers who don't have a lot of bandwidth needs. Their average would be a lot lower. We'll have some customers who have mixed in high end bandwidth connections that could cost over a thousand dollars blended in. So we look at about three hundred to three hundred and fifty dollars as the average spend. And that's not only for the circuit that's for our management our monitoring our troubled ticketing that's for us overseeing all the the management of that network and any of the logistics that go along with it.

Malcolm Lui: Ok. And how how long your customers typically stay with you.

Tom Azelby: It's for us. It's it's a very good business in the sense that are our customers. Once we deploy all their facilities it's a very sticky business for us. As long as we're providing the service that we promise then to pick that up and change all that out into the future it's something they'd like to avoid. So the contracts are for three years but they're good. They use. They generally go on much longer than that. We have some clients since we'd gotten into the enterprise business back in 2007. Some some large enterprises we signed up in 2007 are still with us. Just to give you an example

Malcolm Lui: All right. Fantastic. So

Tom Azelby: It's

Malcolm Lui: Would

Tom Azelby: A very

Malcolm Lui: You say.

Tom Azelby: Sticky business

Malcolm Lui: Yeah. Now would you say your your median your median client is at. I know it'd be somewhere between 5000 and fifty thousand. Would you say it's five thousand a month. That's your median and try to figure out how big your deal sizes you are your median deal size is if you get some context as to how your sales process works.

Tom Azelby: Yeah. I would I would think like 5000 is probably like the initial threshold for us like and you could take that by taking 25 locations and timing that by 200. I think I'm doing the math in my head. I think that's about 5000 a month. Yes

Malcolm Lui: Okay.

Tom Azelby: That would be an entry. That's the entry level deal in our deals today. If we were to look at our top customers it would range from 5000 up to one hundred thousand a month. You know one hundred thousand a month being a rare client but we're starting to see our future that we'll be pushing some of bar 40 thousand a month fifty thousand a month. We're gonna be pushing them into the 60 75 up to that hundred thousand so

Malcolm Lui: Right.

Tom Azelby: That are our forecast looks good because once we get them in our system there's there's acquisitions and there's more locations to do for them.

Malcolm Lui: Right. You're growing along with them. Just ideal.

Tom Azelby: Yes exactly

Malcolm Lui: I mean just I'm doing really quick math. Just stick with the five k per month initial and you do that for twelve months. That's sixty K a year and say they stay with you for five years right. Three K initial contract but they continue on but just do five years because I

Tom Azelby: Yes.

Malcolm Lui: Can I can do the math easy that way. So your ideas at worth over the lifetime of 300000 and up right now in your new way your sales process works and it sounds pretty efficient right. Some some of these get started right away. Others might take you three to four months to close

Tom Azelby: That is correct.

Malcolm Lui: Right. So they're daring the three to four months the clothes. What does your team do or are you talking to your prospective clients. Once a week and continuing the consulting process or is it pretty much left to them to do ironing out on their end and then get back to you

Tom Azelby: No. Since networks are getting their simpler but at the same time they're getting more complex because everything is being moved to a cloud based environment for these clients. So connectivity and broadband is key. So there are so there's always different issues that will come up. We'll even consult with the client on some of the new technologies they might be buying because we have some expertise in it or we've worked in the environment before. So they also use us as a resource to ask us like you know have you seen this before. How will this this technology work with this technology from firewalls cloud based firewalls. How are they going to enter integrate with the NFC when application. So sometimes we go down the path the path with them as they're starting to figure out what their future networks going to look like. Now in the end they might still use they could use other companies to bring in that type of technology but we'll be a critical point for that project because we're bringing in all the connectivity and all those different cloud based products that we're like what I say is we're like the plumber. You have to have us to make all these different technologies work and all the logistics that go into it. We pull that all together for them so there are multiple conversations throughout the process. Every once in a while they might not be ready to move forward but we might not hear from them. And then a year later they come back and they're like you know we're going off term on our existing network. We're now ready to go. So that it can work out that sometimes too. But we're very patient. We're not going anywhere.

Malcolm Lui: Okay great. Now in terms of your your your your sales process now clearly it's a high ticket deals that we're talking about. Right. Three hundred thousand dollars and up three hundred thousand dollars an up lifetime value of a new deal. And from what you shared with me so far sounds like the key issue the key way that you've been able to accelerate your sales is is literally by being able to move quickly provide a fast quote and get started fast with your potential clients. Is that right or are there other drivers of of how you grew your high ticket sales so fast.

Competitive advantages: speed, reputation, references.

Tom Azelby: Well I think speed and getting them the quotes that's that's a really important aspect that we put out there. But the other thing is we've been around long enough so we've developed some credibility as a broadband aggregator. We've been using that term for a long time and now because of the way wide area networks are changing everyone wants to be a broadband aggregator. But we're one of the originals. So we've built up a reputation we have good case studies. And another thing we have are really good references from very well known branded enterprises and we'll rely on those references out to other enterprises and we encourage them to check us out do their due diligence and we get we get pretty good. We get very good reviews from our clients and that's a big help in getting the deal close to

Malcolm Lui: Now in terms of the future I know you shared with me at the beginning of the call that you're looking to grow to 8 million this year which is a nice increase. You did six million six point one million in 2017 looking for eight million in 2018. What are your sales and marketing targets for 2019 in 2020

Tom Azelby: Well what's nice about our our business is very predictable. Meaning we're like it. You can kind of predict the pipeline like what we have now. Like all the business we had at this year a lot of it will hasn't built out for a full year. So we can now project what our growth will be just on based on what we booked this part of the year. But when it builds out completely in 2019. That we already know what kind of growth that's going to deliver. So deadbeats to give you the kind of frame it for your listeners is. Over the last five years or I'm going to say over the last four years and going into this fifth year well we'll have about 25 percent growth average for five years. We've been on the INC five thousand four times in a row based on our numbers what we see in the pipeline and what's going to bill out completely from next year. We're we're almost positive we're going to make it for a fifth year in that and that goes back to what I said. We have a very predictable business and it could go either way at some point we might be able to predict that we're we're not going to have the growth in the year in the in the upcoming year because it's such a predictable business but we're we're happy to say that we can see based on what we have in the pipeline what we see coming in that that next year we can achieve a 25 percent growth by next year to what we could do even a little bit better. But we kind of know what that number is looking like already

Malcolm Lui: Right. OK. So how are you. Beyond next year. I know you need to keep finding new clients are growing your existing client business to continue the growth that you're seeing in your pipeline right.

Tom Azelby: Yes.

Malcolm Lui: So you know what. What are your targets there. In those regards in terms of keeping your pipeline full you know what. What are your targets for finding new new customers and for growing the business of your current customers. And what is it. What are the challenges that you see to overcome to achieve those targets.

New Florida office provides network redundancy and sales opportunities.

Tom Azelby: Sure. So we're we've been a Northeast based company we're Rudd we're 30 minutes north of Philadelphia we're an hour and a half south of New York. We've built since we're right here even though we have customers who headquarters could be in doubt. We have headquartered companies we work with with headquarters in Dallas headquarters in Seattle we have these agents spread out that they can bring opportunities to us when you do live in a certain region especially the northeast have that I 95 corridor there's a lot of opportunities there that you just pick up because you're your kind of local to the area and you kind of find some of those big companies that are off the radar like you might never heard of them but they do a lot of business and they have a lot of facilities. So what we're looking to do we've opened up a second office in Florida in West Palm Beach Florida and that's for two reasons. Our building here in New Jersey we've run out of space and we wanted to have a second network operating center. So. So we have our NOC here but we're also opening up a NOC with network engineers down in Florida. It's good obviously it'll be smaller than what we have here but it will give us support redundancy. So if there's a hurricane headed for Florida it's not a concern because we have the main office here in New Jersey. If there's an issue here with the grid in New Jersey we have the support down in Florida. But the other thing we're going to do is we're starting to market to the south east region to enterprises that hit our criteria.

Tom Azelby: So now that we're base down there we're setting up a whole marketing program to hit south southeast based enterprises and we'll do some data mining find out who the big targets out there from health care to retail district distribution finance. So we're gonna kinda besides using that location as a network operating center we're also going to we're also going to generate some sales based on having a presence down there and we're going to continue to do what we've always done. We talked to that the telecom consultants and I.T. consultants across the country we go to trade shows. One thing that we have in our favor and you know it's luck is and is that the wide area network the technology that's coming in to cloud based wide area network is disrupting the the industry in a sense and as a broadband aggregator which is a key component of those changes. And so then the network technology is changing where you need a broadband aggregator and that's really working in our favor that we should see this whole SD win play. This has three to five years of where you'll see a lot of organizations start converged transforming their networks over to SD when and we play a big role as a broadband aggregator. So the future looks pretty good. But anything can happen. But right now some of the trends are moving in our direction as a broadband aggregator

Malcolm Lui: In regards to the marketing program that you mentioned for the southeast region what challenges do you see there in terms of of of hitting your targets. What are your targets for your marketing and what challenges do you see. You need to overcome to achieve them

Biggest challenge is executing the plans they put together.

Tom Azelby: Well I think in any business if you're if you're big or small like we're going to we're gonna we're gonna put some resources and money about building that marketing target down there. And that will be through you know some data mining using some of the LinkedIn tools and we'll even bring in some outside help consulting help to do that. Our marketing manager will run that but then once we develop that plan we have to execute and that's all. And that's always the challenge because there's always other things that occur to throw you off your plan. There's other business or problems that can kind of take you off the plan. So we always. So the biggest challenge and I think it's a challenge for everyone is once you put the plan together you've got to execute the plan. And that will that's always that's always the challenge you have to execute the plan and it's and it's always difficult if it's something new because as your business is growing which ours is growing right now it's easy to kind of get into a lull of just keep doing what we're doing. And we do a lot of that. But if we're on a special plan or we have a special program in mind and we've put some resources towards it to develop the plan then we have to execute that. That's always a big thing for any business you've got to execute the plan

Malcolm Lui: Yeah and an executed plan is is a terrible thing to waste right

Tom Azelby: Absolutely throws. And I'm not going. We've been around you know for 18 years and we've put some plans together that we didn't execute and they. And sometimes that works in our favor Believe it or not but. But we like to if we put a plan together we want to execute it doesn't guarantee success. But if you do you'll have no success if you don't execute the plan. So I'm big about getting the plan put together but then execution execution execution. So that's our goal

Malcolm Lui: Yeah. Now how big of a market these for see the source Southeast becoming relative to your northeast business

Tom Azelby: It's you know what. I don't know. It's it's so random today like some of our customers are spread out now where we were more local to the northeast. I would say five or seven years ago but today we have we have big enterprise customers and we don't need a lot. We only need one or two in a city that you know that we go after but I'm not sure. But I think if we put a plan together like we're elephant hunting if we picked up two to three large enterprises in the southeast that's a home run for us. That's how focused we are so that that's then there's plenty of big enterprises in the southeast. But we only need you know two or three over the next 18 months and that would be that would be a home run

Malcolm Lui: Right. Okay. So yeah we generally work out the math on the enterprise business but there are big right you think 50 K a month on these guys.

Tom Azelby: Yeah. That's what we consider an elephant.

Malcolm Lui: Yeah

Tom Azelby: If they can build to the 50. But you know this but I don't want to discount you know how important our business is with the ten thousand a month twenty thousand a month thirty thousand a month they're all they're all great accounts. They they diversify your risk as far as not being too heavily weighted with any one big customer. So we love those cuts. We love those type of customers too and they're really important to our growth. We when we first when we first started we did a lot of mom and pop when we first started the business and then we do someone that had five to 15 medical practices or four law offices. So as we've matured as a company both that customer base has shrunk or gone away because they really didn't need us anymore. So we don't have as many customers but we we have fewer customers. We just have a lot more locations

Malcolm Lui: Right. Yeah I just did the math here on your elephant. Your elephant clients I mean they are pretty significant right. You get one of them there over the lifetime of your relationship then that's 3 million and up in revenue. So

Tom Azelby: Yeah.

Malcolm Lui: I can see the

Tom Azelby: Yeah.

Malcolm Lui: Attractiveness of them.

Tom Azelby: Yeah you can put I mean it conservatively you can put a five year term on them and so it's it's it's really good. Now it could take a while to ramp up to the 50. But but once they get there it's a real solid customer

Malcolm Lui: Yeah and yeah that's such a large organization they're going to be not very keen at all. They want to start over with another vendor to help them with their network. Right. Imagine the stickiness factor for the the larger entity that is even higher than the smaller ones.

Tom Azelby: Yeah. The only times we see migration and it's not usually from us if they're looking to move away from another aggregator or provider is because they're very very frustrated on the on their service. And even then it's painful for them to move from a bad provider like it's it's a big effort to move even from someone who's really not delivering what they promised but we like to help them go through that process and we can even relieve a lot of that stress and help them make that migration over to us. And we've been involved in a few of those things.

Malcolm Lui: Two final questions for you Tom. I know you covered this a little bit. Maybe you can recap it again. Who are your ideal customers and what's the best way for them to contact your company

Their ideal clients

Tom Azelby: Sure we look for customers that have anywhere between 25 twenty five and 500 brick and mortar either offices distribution centers retail or any any type of customer with multiple locations spread over a large footprint up into North America anywhere in the continental US even down into south or south America or globally. But if they have a big footprint in North America with brick and mortar were it that's the type of customer will go after that is that is specifically the type of customer we look for and then we focus on the I.T. department. So the CIO an I.T. manager network infrastructure any of those titles. Those are the people that will be dealing with that type of with those type of problems where they'll need the type of company we are there are the people that will target with that many locations and they can go to our website at band Wave Systems dot com where they can reach me at A's we'll be at band Wave Systems back com you can also find all my contact information on our website then Wave Systems dot com. So that's how they could reach out to us.

Malcolm Lui: Tom. Would you mind spelling out your email address for those who are listening.

Tom Azelby: Sure it's P A Z E L B Y at band Wave Systems which is plural dot com

Malcolm Lui: All right. Great. Thanks for joining us today Tom and sharing how you accelerated your company's high ticket sales

Tom Azelby: Thanks for having me Malcolm.

Malcolm Lui: We've been speaking with Tom Azelby, the Founder and Managing Partner of Bandwave Systems, about his company's rapid growth. For interviews with other fast growing high ticket sales companies, or to learn how we can accelerate your firm's high ticket sales through automation, visit Eversprint.com.

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