Your Strategic Finance Partner – Gene Godick of G-Squared Partners

Gene Godick, CEO and Founder of G-Squared Partners

Gene Godick, the CEO and Founder of G-Squared Partners, grew his company’s revenue from $944,000 in 2014 to $3.4 million in 2017, a 260% increase, and to around $4.5m million in 2018.  

G-Squared Partners provides part-time CFO services and financial consulting.  

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

  • Networking with entrepreneurs, service providers and investors to get their name out.  
  • Growing along their clients who are with them for 3 to 4 years on average.  
  • Generating referrals from business investors who ask them to help another company in their portfolio.  

Computer generated interview - G-Squared Partners (transcribed by Sonix)

Download the "Computer generated interview - G-Squared Partners" audio file directly from here. It was automatically transcribed by Sonix.ai below:

Malcolm Lui: Welcome to the High Value Sales Show of Eversprint.com. I'm Malcolm Lui, the Managing Member of Eversprint, and today we're speaking with Gene Godick, the CEO and Founder of G-Squared Partners, a provider of part-time CFO services and financial consulting. Welcome to the call Gene.

Gene Godick: Thank you. Great to be here.

Malcolm Lui: Gene, you grew your company's revenue from $944,000 in 2014 to $3.4 million in 2017, a 260% increase, and in 2018 you hit around $4.5 million. Before we talk about you grew your company so fast, can you briefly share what your company does beyond my quick intro, and how your company differs from the competition?

Gene Godick: Sure happy to. So when I started the business we were providing outsourced CFO services to venture backed and emerging growth businesses. What we found over the first year as most of the work I was doing as the outsource CFO call that work could be done somewhat the comptroller of finance level. So what we began to do as we began. I hired you know about about twelve months in someone at the financial level who could take a lot of the work. And then once we had a CFO and an outsourced finance people on Yelp you could do bookkeeping. So the following year we added bookkeeping. Most of our clients today are we. We're providing what we call our finance team in a box where most of our clients are outsourcing the entire finance function to us. So everything from you know from obtaining helping to obtain financing whether equity or debt to closing the books to processing payroll to developing a company's financial model to assisting either in a fire or sale that business for all things that are in in a typical scope or work for us

Malcolm Lui: Fantastic. And how do you how do you how are you different from your competition to provide perhaps similar services.

Gene Godick: So we're different in two two ways. For one most of the companies out there either providing outsourced bookkeeping or outsourced CFO services but not both. So we are integrated. The second thing is as we have here are very different in our approach where we look at it as finance as a strategic part of the business. And so we are thinking like business people as opposed to just like an accountant and we want to get your books cause some of our largest competitors are just concentrating on the accounting side where we're focusing on not just the accounting but also on helping the CEO and its board investors helping them run the business providing better information so they can think about how to grow the business. And we a lot of our clients are in the software business. And so we're able to help you know we have a lot of domain expertise and a lot of our you know in the software industry as well as other industries scrambled to help them develop the KPI eyes they can see you know look at underneath the financial statements and see how the businesses are really running

Malcolm Lui: All right Investec. Now you agree a business quite rapidly. Nine hundred forty four thousand 2014 and then four years later four years later you're at the 4.5 million mark. What were the three biggest drivers of your sales growth over those past four years

Gene Godick: So when I started the business you know I spent a lot of time networking with both entrepreneurs as well as service providers and investors to those kinds of businesses. So we were able to get our name out and you know sometimes we wouldn't hear from someone we network with two years prior and then all of a sudden we get an opportunity. The second thing is that you know we keep our clients a long time our average client is with us somewhere between three and four years. So once we add a new client there is a layering effect and we do see quite a bit of organic growth within our client base. So that leads to additional growth. You know the third thing is is that you know a lot of our investors like the investors a lot of our clients are seeing what we're doing for one client. They want to add us to another one of their portfolio companies. So there is a little bit of a network effect in terms of helping us grow that business.

Malcolm Lui: All right. So just to recap the three biggest drivers of your growth over the past four years is one heavy networking both with entrepreneurs and then the B investors you invested in and the service providers who provide services to them. Number one. Number two you keep your clients for a long time three to four years and end with that as they grow you also get more business from them. And then the third factor is that a lot of the investors see the work that you're doing. And they then asked you to help. There are other companies in the portfolio that about right

Gene Godick: Sure. Yes

Malcolm Lui: Right

Gene Godick: That's true.

Malcolm Lui: Now. Can you talk a little bit about your networking efforts says it. How do you go about doing it as it was a very targeted and focused that you have a Top 100 list of the people you want to meet and do what you can to meet them.

Gene Godick: Now I wish I could say I was that systematic. It's actually a pretty haphazard approach. I mean we. When I started the business we know there was you know I talked to a number of investors in the short office market. And you know my goal was after meeting with someone that they would introduce me to three people and Philadelphia it's probably the biggest small city in the United States and everyone knows everyone. And so as a result of that I was able to just get more and more introductions and and that has led us to doing work in both D.C. and in Japan and in New York as well. So I mean it's not at all. I have a finance and accounting background I'm kind of not systematic and I don't know. So there's much more of a haphazard approach and that's you know we've been lucky too and you know and we've gotten lots of repeat invites of introduction to new companies from a lot of the investors and people we do work with. So we we've been we've done a good job and that has fueled more as well as we've gotten lucky and which were pretty painful for

Malcolm Lui: Right now you have a systematic process at least for getting the three additional intros from people you meet

Gene Godick: Just ask.

Malcolm Lui: Okay.

Gene Godick: I just ask. Q Well my activist who also we've been talking to and we'll get that. So you know I don't have a systematic I just ask at the end of who we should be talking to and people are always more than glad to help us

Malcolm Lui: Right.

Gene Godick: Which certainly is appreciated.

Malcolm Lui: Now what do you talk about in your initial conversations. Because the only way people are going to give you three other people is for you to follow up and speak to us if they found value from the conversation you've had with them so we share you know what that conversation typically is

Gene Godick: Sure. I mean I mean a lot of people are always. I mean there's a couple a lot of people like you know who were not working with. We usually can be helpful too. Sometimes their clients or they think that we can refer them to someone else and our client base or our network. So there is a mutual benefit for both sides. Know we also have a very extensive network. So sometimes were able to make referrals and sometimes we can bring value to our clients. So we run into a real estate broker real estate broker is not going to be a great referral source for us just because they're usually not that strategic to their clients and clients aren't where you're serving them. Sometimes they can be very valuable to our clients because our clients are growing and they may need help getting newspapers. So it is very much a you know it is a you know scratch scratch each other's back kind of relationship sometimes.

Malcolm Lui: Right. Okay got it. For your second driver you talked about how you keep your clients a long time and it is quite often a bit of organic growth that comes with that now. Are you proactive in thinking in new ways additional ways to provide value to your clients. Or or is it kind of passive and as their business grows naturally growing with it.

Gene Godick: So so we don't approach. We don't approach it like hey we want to get more revenue out of our clients. If we see gaps in either the services we're doing for a client or something new is occurring that they need a need. We'll try to fill that need. It's more like making sure that we are you know satisfying the company's needs as opposed to we're running around saying hey I got a you know an Internal Revenue growth goal from each client. I mean we don't currently think about that where we think about it how do we best serve and satisfy the client and help the company achieve its goals.

Malcolm Lui: Right now is your client. Are all your clients fully aware of all the services that you provide. Or do you have a marketing program to let them know that you know that you can do this to

Gene Godick: Neither I mean our clients are probably aware at the outset I mean where our scope of what we can do you know is both broad and narrow. A lot of times our clients of course say I'm having this problem. Can you help me. And sometimes we'll notice a problem and say hey we need to be doing this. No we don't we don't do a whole lot of selling to our clients and for the most part we don't sell the way a lot of people would expect us to sell. We have a very soft approach and you know our contracts you know provide sort of 30 days out you know if you're not happy with those you should get rid of us. We don't work for anyone who is unhappy with us and we shouldn't be working for anyone. So our goal is really how do we solve problems. We're very. For a lot of our clients we're one of the closest advisors they have. So it's very you know it's it's not you know we're not having sales people that are out there trying to sell.

Malcolm Lui: Right. Can you share how much of your growth from nine hundred forty four thousand to 4.5 million. How much. I came from organic growth as opposed to just adding on a lot of new clients.

Gene Godick: I mean I don't we don't I mean we we you know you look from year to year you know we look at churn within the fine days. We have a group of clients one year. That group of clients the following year will grow by 45 percent. And we probably add one to two companies a month. You know that are being added. We don't track that data comes that much

Malcolm Lui: So I'm guessing. How many companies are working with right now.

Gene Godick: We work with over 40 companies from D.C. to New York

Malcolm Lui: Ok. So you've been adding roughly 12 to 24 companies every year. Right.

Gene Godick: Correct. And you lose.

Malcolm Lui: Like

Gene Godick: And sometimes you'll lose a few along the way whether they get acquired go out of business or insource some or all of our services and sometimes we just do consulting projects where it's

Malcolm Lui: Right.

Gene Godick: Shorter term.

Malcolm Lui: Okay so sounds like most of your growth and has come from cup as from acquiring new clients over the past few years

Gene Godick: Well every time every time you had a client. It's got clients that you add these are three to four years and start layering them on those previous

Malcolm Lui: Yeah. Okay. And your your third driver investors referring you to other businesses in their portfolio. Can you shed a bit of details on that. How often does occur. Are you doing anything to help foster that. Are you looking all over the investor's portfolio and say hey you know what. Maybe a help with this company as well

Gene Godick: We do not.

Malcolm Lui: Okay.

Gene Godick: And we we fortunately or unfortunately we have done very little outward sales and like

Malcolm Lui: Okay.

Gene Godick: The entire company has been based on growth as well. Based on you know in inbound opportunities either through referrals or he's gotten a couple through the Web site but for the most part we don't do any outreach

Malcolm Lui: Okay. Well it's working well enough right. So all

Gene Godick: Yeah

Malcolm Lui: Right.

Gene Godick: I mean we're sure we're going to add we're adding sales capabilities to restrain but the business has been very much focused on let's you know let's just focus on providing great service. And let those things take care of themselves as opposed to running around and just trying to grow the business for the sake of growing.

Malcolm Lui: Right. Okay. Now can you talk a little bit about what your plans are for 2018

Gene Godick: Sure. I mean the goal is to get the company to somewhere between six and seven and a half signatory and six meaning seven a half million.

Malcolm Lui: Okay.

Gene Godick: One of our we know one of our clients is going to insource us in stores. The function is analogies which is we'll take away probably you know 5 percent of our revenues. You know. In the middle of the year. We've been working with them to do that the company started with us when you're about a million dollars of revenue in 2014 and we actually did over 17 million and

Malcolm Lui: Nice

Gene Godick: This year. And in 19 we're going to do probably 24 or 25 and it's time for them to bring the functional else. So that'll take a bite out of our revenue. But at the same time we are where we've already added two clients this year so far and we expect several more per quarter as just like we consistently had in the prior year

Malcolm Lui: Okay great. And so you ended last year at 4.5. You're looking to go to six or simply five as an increase of one point five million or maybe even 2.5 million. So how

Gene Godick: As

Malcolm Lui: Many clients you acquire to get you to get there by the end of the year.

Gene Godick: I mean we're thinking somewhere between 24 and 36. A lot can depend on how much they're at the beginning of the year to the year. Here's the other year. We had 36 at the end of the year and I can achieve the growth. So one of the problems that we've had in the past is kind of gotten off to a slow start in the beginning of the year of adding new clients. We need to fix that and assuming we do that they'll go a long way to do it. I mean we've added the same number of clients each for the last couple of years. A lot of it has to do with what's the size of the average client added. And when the round tries as much as how many clients as well

Malcolm Lui: Right now you mentioned before you need to fix adding clients earlier in the year. How would you fix that.

Gene Godick: I mean the biggest thing is we're in the process of hiring a salesperson. The second thing is a little bit lucky is never ever close opportunities that are in our pipeline.

Malcolm Lui: Okay. Now you said before your contracts are one hour month to month how long is it typically take for you to close a close a prospect.

Gene Godick: We have one that will close within two weeks. We have some hope we have somewhere. Two weeks we've had one that is going on a year. So average is probably 45 to 60 days is probably average

Malcolm Lui: Now why is the one year one taking so long is it just the services they're considering are really big.

Gene Godick: Now there are some parents sometimes like will hire you when we raise money. Most of our clients are venture backed and they don't really have a need to hire us until they close on their around the cabin.

Malcolm Lui: Okay. So for You're the salesperson that you're looking to hire. Is he just gonna be servicing the inbound leads that are coming to him or is

Gene Godick: Now

Malcolm Lui: He going to

Gene Godick: That person will be responsible for generating leads. We don't need anyone to close. No one's gonna buy our services from a salesperson. They want to meet the service provider who's going to be responsible for the account. So we're looking for someone to generate these

Malcolm Lui: Ok. And now when do you plan on hiring this person must be my partner I do it as quickly as possible right. Because you want to get the new clients on board early to hit your targets

Gene Godick: I'm sorry. Interesting question

Malcolm Lui: When's the timing of bringing onboard the new salesperson.

Gene Godick: As soon as we find something we like

Malcolm Lui: Ok so it seems kind of key though because he mentioned before to hit your revenue targets you need to get your clients coming in throughout the year. Not all in December right. So. So this sounds like one of the key key challenges

Gene Godick: It

Malcolm Lui: To

Gene Godick: Is

Malcolm Lui: Hire

Gene Godick: One of

Malcolm Lui: This

Gene Godick: Yeah. And finding good quality and you know early career salespeople is not easy.

Malcolm Lui: What if he found it has been so difficult in particular

Gene Godick: I mean good salespeople are usually already at a place they enjoy selling so we have to find someone who wants to make a move and wants to be the first person in an organization in terms of the first salesperson. So

Malcolm Lui: But

Gene Godick: We're

Malcolm Lui: With

Gene Godick: Less

Malcolm Lui: The

Gene Godick: Defined than others. So there is a level of risk that's involved.

Malcolm Lui: Ok so that so OK so you need to find someone who's willing to take the risk you're willing to work for is for a possibly a smaller company from where they are currently. Right the good ones are probably you want someone who is able to find a leads and able to generate business right at the end of the day. So

Gene Godick: We

Malcolm Lui: The

Gene Godick: Will

Malcolm Lui: Challenge is finding the right person who's interested in joining a more unstructured art and then potentially grow into it and be the person driving the entire sales. OK. Got it. Now what are your plans on helping the salesperson find potential companies to work with or is that on them

Gene Godick: Well you know we have a unique hiring process. So we're asking them to develop how they would go to market as part of the interview process. So when that person comes on board there is a plan of what they're going to do. We don't we have a keen understanding of tools of databases and things they want. So that everyone is aligned when they have to date and start

Malcolm Lui: Ok. So you're only interviewing a salesperson you also interviewing someone to have a strategy and a plan. And

Gene Godick: Well.

Malcolm Lui: Those to put

Gene Godick: Right.

Malcolm Lui: Together

Gene Godick: And I'm one where I also ask that person to you know to tell us what they think success looks like. So we have a way to evaluate ourselves. How things are going as we go that we move down that road and there on neuron neuron border running

Malcolm Lui: Right. OK. All right. Now typically or traditionally their companies would have someone who who isn't doing marketing to help generate interest in generating leads. And then they'd have someone on the sales side to further qualify of those needs. Is that a model that you're thinking about pursuing or the sales

Gene Godick: Now.

Malcolm Lui: Person is

Gene Godick: I mean

Malcolm Lui: Going to

Gene Godick: The person the sales person's job will be to bring in leads. So our our our sales process today is you know we'll get an opportunity referred to us. Usually the email you know I will then we reach out to the person that's being referred to us to confirm that they're interested in having a call. Once we have a call we then we'll have a call. That call can either go one or two ways yes. This is a possible trade and may have interest for doesn't it. It does. And we usually move to a meeting. We have a meeting and usually minutes or Roselle and then hopefully grows or is accepted. This process would be similar. And the salesperson would get off the process. After that initial after that call with myself and the prospect. So I don't think the process is going to go differently. I do think there'll probably be more no's at the initial the call with me than there was with referrals. But other than that I expect the process to be the same

Malcolm Lui: Right. Right. OK. But in terms of the the lead generation and the building awareness of your company's

Gene Godick: For

Malcolm Lui: Services to potential businesses that's that's gonna be on the sales person or you have separate plan for that.

Gene Godick: I don't understand the question that they're being hired hired to generate leads. I'm

Malcolm Lui: Yeah

Gene Godick: Not

Malcolm Lui: Well I mean

Gene Godick: You

Malcolm Lui: Like

Gene Godick: Know

Malcolm Lui: There's a marketing component right to build awareness of your company and your services

Gene Godick: Yeah they but I think in professional services you know there's only there's only so much marketing we can do cost effectively

Malcolm Lui: Right. Okay. Have you

Gene Godick: Locally

Malcolm Lui: Tried

Gene Godick: Run

Malcolm Lui: Any

Gene Godick: Super Bowl ads. I mean we do. I mean we do sponsor events. We do go to some networking events like you know the Philadelphia Chamber of Commerce. But you know we're not what we do we publish blogs. We're fairly active on LinkedIn but there's only so much we can do. There's a limit as to what we can do if fertility

Malcolm Lui: Right. Right. Okay. So what happens if the salesperson and I have to find the right candidate. You just you just you know just

Gene Godick: Book

Malcolm Lui: Lean

Gene Godick: And

Malcolm Lui: A growth and referrals come in for this year's

Gene Godick: Yeah I mean well I mean and I think we'll now I don't think we'll never find someone who just may take us longer to find

Malcolm Lui: Right. So you're not going to lower your standards and bring someone on board

Gene Godick: Now that winds up being your recipe for disaster.

Malcolm Lui: Right.

Gene Godick: All we're doing is moving from one problem to the next.

Malcolm Lui: Yeah. Okay. So so instead of the alternative then is that you're just you know you sort to push off your your new business development you know taper it off a little bit scale back a little bit. Right instead of targeting six to seven and a half maybe you just need to get five and a half

Gene Godick: He will say we are pipelines pretty good right now. So

Malcolm Lui: Okay

Gene Godick: You know

Malcolm Lui: Great.

Gene Godick: It comes as no new new referrals come in waves and spurts.

Malcolm Lui: All right. How deep is our pipeline right now.

Gene Godick: I mean we have we're probably in much stronger shape this year than last. So

Malcolm Lui: Ok

Gene Godick: We're pretty excited.

Malcolm Lui: Yeah. When you say pipeline saying like there are if you have 15 companies that raise their hand want to chat with you and you're just working through it now.

Gene Godick: Yes

Malcolm Lui: Is that what you mean by.

Gene Godick: Including including those who you know or are in various stages right. So some people raise their hands so we want to chat with you or referred to us to those who know we have a proposal and we're awaiting signature.

Malcolm Lui: Okay. So I imagine once you get a new salesperson onboard it's going to free up some time for you. You know what. What's the what's the plan

Gene Godick: I

Malcolm Lui: For your time.

Gene Godick: Think it's three at the opposite

Malcolm Lui: Yeah

Gene Godick: That I don't spend time prospecting so we don't spend any time prospecting. So hopefully this person is generating more activities so there's more sales and marketing activity not less.

Malcolm Lui: Okay. Yeah I think there might be some you know when people reach out to

Gene Godick: I don't

Malcolm Lui: Get

Gene Godick: Do any I've never. I've only done cold calling one time.

Malcolm Lui: Mike

Gene Godick: So this is on the.

Malcolm Lui: Right but like when people come in and say they're interested in speaking with you and you'd have a call with them you find that most of time they're a good fit or defined that you're spending a good time

Gene Godick: Well I would say that you know we win two thirds of our proposals. So Bobby about 45 to 50 percent of the people we meet with lineup getting you know closing

Malcolm Lui: Okay. So

Gene Godick: The

Malcolm Lui: You don't really have to be tire kickers or bad fits coming in through the front

Gene Godick: You're

Malcolm Lui: Door.

Gene Godick: Happy and I expect we'll have more with bringing in the sales person because some

Malcolm Lui: Okay

Gene Godick: People will just say yeah this is interesting I'll take the call and then they don't do anything with it

Malcolm Lui: Right. Whereas right now the flow of people interested in a call are typically coming through referrals or from your investment partner. So they bit that I get in a better fit to begin with. Okay.

Gene Godick: Yeah. I mean right. So

Malcolm Lui: Okay.

Gene Godick: Like so that's so it is different

Malcolm Lui: Right. It's kind of interesting. Hiring someone and it actually actually creates more work for you not less.

Gene Godick: Well what but the idea is to create more sales opportunities right. So

Malcolm Lui: Yeah. All right. Three last questions for you on say you have a billboard along the freeway in Philadelphia. What's your six second billboard message. It's big. People typically only have six seconds to read a billboard before they drive by

Gene Godick: I don't know if I want that I want the wavy guy

Malcolm Lui: A

Gene Godick: The guy to know.

Malcolm Lui: At the corner

Gene Godick: Yes. Yes.

Malcolm Lui: Of

Gene Godick: We always joke you know what's your marketing strategy we're going to get away with the guy just to attract attention just

Malcolm Lui: Okay.

Gene Godick: Because it's.

Malcolm Lui: That's a good one. It might not might be a new question for me. Let's do the wavy guy. What's what. What sign is the wavy guy have and where is he standing

Gene Godick: You know we we probably have something like How are your finances going to be something like. Well I don't know I have never thought of ourselves as a six second boat billboard. And I don't know. I have not seen many professional services firms using the billboards. So I think it would be challenging to get ourselves. I don't know if that would be the right medium for us.

Malcolm Lui: Or what would be your your elevator pitch. You're a three or

Gene Godick: You

Malcolm Lui: Elevator

Gene Godick: Know I mean

Malcolm Lui: A

Gene Godick: So like you know ideal clients for us our company you know our company is under 25 million dollars that have that their finances aren't where they want them and they care. And the reason I say and they care is there's a lot of CEOs of small venture backed companies. You know all they need to know is how much money is in the bank and how much revenue grew. And if they know that and they're satisfied. Well they're not great guys for us. We won't provide the value for that. But

Malcolm Lui: Great

Gene Godick: If you have companies that care about what their finances look like those are good times for us because

Malcolm Lui: Right

Gene Godick: There's people that want to learn and are interested in what we're doing.

Malcolm Lui: Right

Gene Godick: And so those are you know we we we only like clients where we can make a difference and help them be a better business.

Malcolm Lui: Right

Gene Godick: So we don't take you know vendor only relationships. Someone just wants to look as was like Yeah you're my vendor. That's great. But we usually say no

Malcolm Lui: Yeah. Yeah it's a very limiting relationship working that way so your billboard can actually be. Do you care about your cash flow.

Gene Godick: It could be. But most people would say yes. Right. Muslim would say yes

Malcolm Lui: Right.

Gene Godick: I think it's probably deeper than that. Like you know what it cost to acquire a customer. You know your margins are.

Malcolm Lui: Right

Gene Godick: Those are how you know how. What is your customer retention rate. Those are probably a better level of questions and just that one

Malcolm Lui: Yet got m r question mark.

Gene Godick: Yeah. Yeah

Malcolm Lui: Okay good.

Gene Godick: Exactly

Malcolm Lui: And then you kind of touched upon this before me maybe you can elaborate a bit more. Who are your ideal clients and what's the best way for them to contact you and your team

Gene Godick: So our ideal clients we do a lot in the technology space whether it's software life sciences ed tech fintech we're working in the clients in the D.C. to D.C. to New York Carter you know the basically the the Amtrak hardware located in suburban Philadelphia. You can go to G squared G yes. Q You A R D. CSO dot com is the best way they get to us and our web on our phone number is on that website as well as a request for an inquiry. Those are the best ways to get us.

Malcolm Lui: Ok. Fantastic

Gene Godick: And like I said earlier our best clients are companies that have finance is not where they want them and they care about it.

Malcolm Lui: Right now. Why are you working primarily in the DC to NYC quarter. Why not go nationwide.

Gene Godick: A couple of reasons one I at this point in time we're still a young company and we don't want to overly extend ourselves. Secondly as you know at this time I don't have a great desire to spend that much time on the airplane

Malcolm Lui: Right

Gene Godick: Nor do our people in a prior life. I was a CFO of a public company and you know two months out of every three of every quarter I was on an airplane. And that isn't my desire at this time in my life. It may

Malcolm Lui: All

Gene Godick: Change

Malcolm Lui: Right

Gene Godick: One day but right now there's a large enough percentage of our GDP along the Amtrak cadre that we don't really need to go chasing things outside of that areas.

Malcolm Lui: Right. Exactly. All right. Make sense. Thanks for joining us today and sharing how you

Gene Godick: All

Malcolm Lui: Expanded

Gene Godick: Right thank you.

Malcolm Lui: Your company's high value sales

Gene Godick: Thank you.

Malcolm Lui: We've been speaking with Gene Godick, the CEO and Founder of G-Squared Partners, about his company's rapid growth. For interviews with other fast growing, high value sales companies, or to learn how we can accelerate your firm's high value sales through automation, visit Eversprint.com.

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