Growth by Adjacencies – Matthew Putman of Nanotronics

Matthew Putman, the Founder and CEO of Nanotronics

Matthew Putman, the Founder and CEO of Nanotronics, grew his company’s revenue from $2.9m in 2014 to $4.8m in 2017, a 66% increase, and now they are on track to hit eight digits this year.  

Nanotronics combines microscopes, AI and robotics to create the most advanced factories for the 21st century.    

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

  • Partnering with their customers, and the customer’s supply chain, to jointly develop their product and for new business generation.  
  • Adding salespeople in the US and selling agents in Europe and Asia.  
  • Continuously developing their product with the best technologies so they can deploy their product worldwide.  

Nanotronics Interview - (computer generated transcript) (transcribed by Sonix)

Download the "Nanotronics Interview - (computer generated transcript)" 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 Matthew Putman, the Founder and CEO of Nanotronics, a company that combines microscopes, A.I. and robotics to create the most advanced factories for the 21st century. Welcome to the call Matthew.

Matthew Putman: Oh thanks. Great to be on.

Malcolm Lui: Matthew. You grew your company's revenue from $2.9 million in 2014 to $4.8 million in 2017, a 66% increase, and now you're on track to hit eight digits in 2018. But before I ask you how you grew your company so fast, can you perhaps recap, describe a bit about what your company does in general layman's terms and how you differ from the competition?

Matthew Putman: First of all we we tend to not think of our our company as having competition now. In some ways that's not true. We compete with ideologies on how factories should run. And there are companies that make instrumentation for doing inspection and or that use all of those things you set artificial intelligence and robotics. But we go about it and I think just a different enough way that we tend to not think about competitors as much as customer relations and trying to create something new. So we we started the company I started the company about nine years ago now to solve a problem that I was seeing when I was an academic and that was that an enormous dreams that I had and others of my generation for what could be the future of nanotechnology. So things that could you know memory devices that could be made the size of a solid crystal that would have the memory of a server farm or or molecularly precise robots that could work in your body as a as an immune system or into your brain. So really big dreams that existed for a long time but could not be scale. We took a 400 year old technology which was a light microscope and used computational methods. So we used I think the best of what was available for ADD in computer processing at the time to be able to see larger things at better resolutions. So incredibly small things on large things which would allow this dream of nanotechnology to happen. Luckily through those years machine learning techniques and artificial intelligence have become ubiquitous and powerful enough that we could start to use those tools as well. It was a natural thing but if we're going to put these into factories these high powered microscopes that are basically powerful because of computer algorithms including artificial intelligence being able to have robotics to move samples around and have more control in those factories became a nice stuff. So we did an acquisition of a robotics company. So now we combine those things that you mentioned before

Malcolm Lui: Awesome. Fantastic. Can you share. What were the three biggest drivers of your sales growth over the past four years.

Matthew Putman: Yeah the a big part of it is you know it's it's funny to even talk about sales going back very far and even these revenue numbers are not very large in many ways. When you're starting to do at least when we're starting to do something new that industry hadn't seen before. All of our customers we considered partners and said the way their beta customers are partners. So it takes a few years for them and for us to figure out the best way to use our equipment. So a lot of it was having very few customers that were dedicated to try to do things differently and to improve efficiencies. So once they did start using our equipment they started buying more of it and they started buying more of our software and then their supply chain started buying it so that they can be comparing apples to apples and working with the same platform. So it grew very organically in that way. It's only been in the last year or two that we've really added salespeople and agents. And so that's why we are starting to see rapid sales growth now really because we're now trying to have rapid sales growth not trying to just develop the product. We do continue to develop products and do extensive research to try to make sure we do keep up with the latest technology and the best technologists but we also have a product that we can just deploy around the world.

Malcolm Lui: Okay so I just wrote my notes and just to recap it sounded like the three biggest drivers of your growth it kind of changed over the past few years at the beginning is having a new product and having new customers and because they're both new to the customers and new product you're developing it became partners with you. And then as Ace as these applications are working these are buying more of your product than supply chains start buying it as well. So that was the first driver and then

Matthew Putman: Yes

Malcolm Lui: And then a second one. More recently you start adding salespeople and agents to start driving your business. The third one is a continued development of your product. But that

Matthew Putman: That's

Malcolm Lui: Pretty

Matthew Putman: Right

Malcolm Lui: Much

Matthew Putman: Now. Yes. Much more concise than I said for sure. Thank

Malcolm Lui: Ok

Matthew Putman: You.

Malcolm Lui: No problem Can we Can we go a little bit deeper in each of these three. So for back when you first started you had a new product you had a customer. How did you find out which came first. You had the product and you found the customer you had a customer who had this problem he said I can solve that

Matthew Putman: It's kind of funny I was just talking to a group of high school students about this before mistakes and challenges early on. And we actually had a customer before we had a product. So I guess it started with an idea. I discussed this idea with you a little bit earlier of being able to get higher resolution microscopy to scale products. But I didn't we didn't have a market in mind specifically and we certainly didn't have a product built. We had our algorithms and ideas but a company that makes power devices that had a huge challenge and I met really through social circles said well if you had an inspection tool like what I was describing I know our company would be very interested. So we took a meeting. They were very interested in the ideas that we had. By the way I worked with my father who I worked with before too. So it was my father and I actually went into that meeting and we sold an instrument based on an idea. That's a scary thing to do but we. We then you know then that pushed up to very quickly build the thing. So we talked about customers being partners early on. They were really a partner. We're very lucky that they are still a customer and they may continue to make us a better company and have helped promote them

Malcolm Lui: So they invested in your product before it even exists today and they

Matthew Putman: Yeah

Malcolm Lui: Knew that as well

Matthew Putman: Yeah yeah yeah yeah. They knew what

Malcolm Lui: Okay.

Matthew Putman: They knew it to the extent to a large extent. I mean they helped us define what the product would be.

Malcolm Lui: Right. And they knew that you had nothing to give them right away that it was going to be developed you know

Matthew Putman: Yeah.

Malcolm Lui: Based on the conversation

Matthew Putman: Yeah. I mean we did it very quickly but it wasn't right away right. We couldn't we couldn't just we didn't have a factory to put it in a box and send it

Malcolm Lui: Yeah. OK. So how long it take before you know from the time that they signed the agreement and you actually gave it to them develop and had it working for them.

Matthew Putman: You know. I don't remember exactly but I would say six months

Malcolm Lui: Okay. Awesome. And they funded everything for you from their initial payments.

Matthew Putman: No. So the first money I put my family we put it to ourselves. We had a previous business that was acquired and we put a little bit of money in first. Once we did it once this happened then I started going out and raising money. So I raised some sort of an angel money at that point eventually raised venture money and sovereign wealth money. But at that time you know I had no experience in that but sort of went to people that I knew that might be interested and started raising money.

Malcolm Lui: Okay so but then once it delivered then they paid full price right I suppose once you got the liver and it was working properly for it.

Matthew Putman: Yeah. Yeah full price in that we were just defining what the price would be with their members slowly. Had never sold it till before but yeah

Malcolm Lui: It was great. Yeah. I mean you having people you know invest with you at the very beginning. That's a good validation that you have an idea that can stick right.

Matthew Putman: Yeah we've been so lucky for that cause. Customers have taken chances on us and you know I hope that it seems that we're delivering for them by giving and not miss my attention because we know that we're learning along the way.

Malcolm Lui: Yeah key here. How much that customer invested with you at the very beginning. If

Matthew Putman: Maybe

Malcolm Lui: You're okay with it

Matthew Putman: I guess they weren't investors per say they

Malcolm Lui: Right.

Matthew Putman: Were customers.

Malcolm Lui: Better. Yes. Were they not that they are willing to commit on an idea that hadn't yet really become reality.

Matthew Putman: Yeah I mean I don't remember the exact price but our system sell between one hundred thousand dollars and three hundred thousand dollars something like that. So it was you know being that it was a simpler tool at the time it was probably on the low end of that but they've since bought more moist

Malcolm Lui: Sure. No. Just fantastic that they were willing

Matthew Putman: Yeah.

Malcolm Lui: To invest this is a not a not an insignificant sum my for

Matthew Putman: Well for

Malcolm Lui: At product.

Matthew Putman: Somebody who'd never made anything else.

Malcolm Lui: Well that also tells me that the problem they had was really pressing and they really wanted a solution.

Matthew Putman: Oh yeah. Yeah. Yeah. And it's still to an industry. For the markets that we have.

Malcolm Lui: Nike described what that problem is that this so painful that a company is willing to pay someone who never done it before to create a solution.

Matthew Putman: Yeah I mean everybody has slightly different issues but there are some commonalities. One is that when you when you're thinking about electronics or biologics or any of the types of customers we deal with humans have an inherent inability to see things over a large area. We just get tired as humans our eyes tend to get tired. We start to make mistakes and there are just things that are too small to see and in order to develop new products and in order to have the best quality for the products that they are already using they need the aid of both the. The ability to image which we do with our microscopes. And then I think more importantly recognize and have an automatic classification technique which is the use of artificial intelligence to be able to say what it is that they are looking at. We find it often and I think the most exciting thing we've found is that even the best of us when we can don't always get it right. So we can look at know we've had customers that have looked at images of different types of features and they have said this feature represents you know something called some type of deep and like an eye what would they call an octopus or something. And it's been one and that's just it. These are the experts. They're not bad at this but. But a computer algorithm can sometimes get even better. So when you're working with new materials you're trying to advance whether it's medicine or electronics semiconductors you you need the aid of tools like ours or a or you just don't get the type of advantage advances that are necessary.

Malcolm Lui: Right. Got it. Okay. Can we talk a little bit about the second driver. You said you started adding salespeople and agents. At what point did you say this is what we need to do. And how did you go about finding the right salespeople and agents to help grow your business.

Matthew Putman: I mean we just we decided it when we realized that we had a product that was I guess agnostic enough to work for many different types of customers not just for not just these type of partnerships where we had to do a lot of specialty work. So when we realized we had the right customer that that type of customer base then we could scale it up and we did. We started doing trade shows and talks and conferences the sales team that we the people that we hired tend to have domain expertise. And I think a lot of experience not just being sales people but having spent time with technical people in and in the worlds that we sell to. So we have sales people that have worked in semiconductor industry for industry for instance. And so their contacts are in those industries. And as we continue to add salespeople we do look at that domain expertise. We also just look for people that see like we do the potential of the vision for growth of the company.

Malcolm Lui: Right now not you go for a go for the motto of actually having the salespeople full time on your payroll or are they some sense somewhat outsource and they're more like selling agents

Matthew Putman: So in the United States they are always on payroll and it's it's true in a lot of cases for man or tonics as a whole. For instance we have one hundred and ten employees. Right now we had you know 30 a few years ago. So we tend to like to have a team an in-house team and that's true with salespeople too. It's kind of a bit it's a technical product it's a challenge you know it's a challenging product to learn into to message. So we we would love it if our sales team can learn our product and focus on us and not a lot of other clients. In places like Asia and Europe we do have agents that represent others but they always have dedicated people to manage chronic. So the same thing will apply.

Malcolm Lui: All right. Make sense now. What sort of marketing do you do to help your sales scene with the lead generation and brand awareness and making it easier for them to begin the conversation. Having people say oh yeah I know about an electronics

Matthew Putman: I mean it's something this is a work in progress like like everything with a company our size and everything is a work in progress but we actively do a lot of trade shows and we take a special pride in our brand and we have enough things that you know industrial companies wouldn't always think about. You know I think that that our trade show booths are our branding logo. All of these things are you know these are really meant to draw people in and to see that well these aren't old industries these are these are industries that are going to advance at a rate that needs to if this sort of fourth industrial revolution that people are talking about has to happen. So branding ourselves as as new is important to us as it as future is important to us with domain expertise in the past. So we do a lot of trade shows. We are expanding our presence. We're doing things like this podcast and things I as I type we type we tend to be thought leaders where we can sell it you know whether it's television or in political circles. So I was involved with the congressional testimony that I did recently and you know trying to influence pop politicians to influence the public to educate some. As you know this is sort of where we are right now. And you know hopefully getting better as time goes by

Malcolm Lui: Right. It sounds like your product has a lot of applications to it not just semiconductors but what other verticals D.C. your your microscopes your idea your robotics can be helpful.

Matthew Putman: Yeah I mean it literally can be used for anything that makes anything. So any company that makes anything now that would be crazy for us to to bite all of that off right now. But for instance we work with one of the largest of the largest genomics company. So that's it. And you know it's sort of like science the way we work also with regenerative medicine companies we work with a lot of aerospace companies now. So everything in aerospace from sensors to to carbon for carbon for the fuselage to jet engines. So if you look in really aerospace from from start to finish. We work with chemical companies. So companies that make everything from silica. That's used for fillers in tires for instance even to toothpaste. So you have the incredibly high tech to what would be considered low tech but where our technology can help companies improve margins and create things in ways that haven't been done before

Malcolm Lui: I give a lot to choose from say which ones to focus your attention on. How are you gonna figure that out.

Matthew Putman: Well how you know it's always a combination of trying to move very quickly and move it urgently. It makes sense that we we look at we look at everything you know whether it's power devices or traditional semiconductors as being our natural first market. So we continue to focus on those industries but then we find that genomic sequencing for instance is a very. You know uses some very similar back end technologies. So it makes sense for us to work with them and then we were working with autonomous vehicles a lot. Now they use lighter and other types of electronics that are similar. So it it's usually there's this adjacency to everything that we are doing and we're finding that even though we're talking about the whole world and the possibility to do imaging and to do a high on everything there is there are very strange similarities that that maybe consumers wouldn't see that we see on the back end and the way things are actually made

Malcolm Lui: Right. I'm not seeing the connection between semiconductors genomic sequencing and autonomous vehicles. Can you share the commonality among those three

Matthew Putman: Sir. So the most basic way to think of it is they all use advanced electronic systems to be able to to move very quickly and make decisions very rapidly. So an autonomous vehicle uses something called light car that is you know it is an electronic system it's like a wafer it's like a chip and it has certain chip sets in them works in a slightly different way but it still requires inspection of application things that are difficult for humans to do in genomics stay in. They do these things called Flow cells where when you're trying to sequence DNA the substrate of what you're using in order to sequence those has to be incredibly pure and free of defects. So you can even can imagine how crucial that is to not make mistakes. So any of these processes are incredibly important that there aren't mistakes made. I mean you can you can imagine that for you know autonomous vehicle or whether you're sequencing somebodies genome in order to make a medical choice based on it more doing the inspection to make sure that that that quality will be there

Malcolm Lui: Right. Essentially applications where misidentification is really not acceptable.

Matthew Putman: Exactly.

Malcolm Lui: Ok. Got it. So you're from a marketing perspective to help generate mindshare. You're talking about. You mentioned trade shows. You mentioned doing thought leadership activity. That being on TV political circles being on podcasts such as my own. Any thing else you doing on marketing are you doing any advertising

Matthew Putman: We don't do a lot of advertising we do some sponsorships that end up having some ads. So some some conference sponsorships that get you know our name and logo out there. We don't. Maybe some very specific trade magazines we will take it and add in usually as a precursor to an event that we will be attending so that people know who we are before they attend but we don't have a very active ad campaign. When you sell equipment like we do you know people don't take these kind of risks and spend this kind of money based on I'm seeing an ad so much at least that's not I think the most ideal way for us to spend money at least at the moment for

Malcolm Lui: Right.

Matthew Putman: The moment

Malcolm Lui: Well I think one benefit of doing the marketing like doing the advertising is this building brand awareness. So when your sales people do approach a company it won't be totally from scratch. You'll go Oh yeah I know the electronics I've seen you know I've read about you I've seen your advertising

Matthew Putman: Yeah

Malcolm Lui: Into and

Matthew Putman: I

Malcolm Lui: They

Matthew Putman: Mean

Malcolm Lui: Might not even realize

Matthew Putman: Right. Right.

Malcolm Lui: It can be subtle

Matthew Putman: Absolutely. Writing papers being at Chase shows having our name in as many articles as possible. And yes having at the right time advertise meant place. If we really connected if we know that our potential audience is very connected to that publication

Malcolm Lui: Right. Yeah you definitely definitely don't want to waste your dollars advertising in a medium where your audience isn't and they're just not interested in the topic at that time. The third driver type of continuous development can you share a little bit about how that works. What directions you're taking your product how you figure out those directions

Matthew Putman: Yeah. So this is. This is driven in two different ways. Luckily we had a very you know we've had some successful funding in the last couple of years and that has gotten us out of just the you know reactive type of development on that first customer. I told you about that. That's kind of reactive. We have somebody we have to meet a deadline and chip something in order to create a core product then that we will ship to a lot of other people R and D efforts now we also have we have a completely separate R and D group where we hire really at best in class physicists that are in optics and in artificial intelligence and other areas where we can start to make a platform that will apply to any industry. And this is this is something then we can enter into partnerships and have a platform that can support those partnerships rather than just having a off the shelf product. Now we still of course do have this off the shelf product and it's very important to us but it's another way to extend partnerships and see what's out there in the world so that it serves a kind of bizarre and purpose but it also allows us to have customers where we can spend more our indeed time too and resources to do to make something that is completely new that others aren't offering

Malcolm Lui: Right makes sense or you want to give your customers what they want to need right as opposed to. You can always be like Apple and create something in advance and then happy people go wow I did that

Matthew Putman: Right. Yeah.

Malcolm Lui: All right. Fantastic. For two thousand eighteen your you're looking at eight digits in revenue so you know if you know what that means 10 million and up so you've doubled your business from 2017 2018. What's your plan for 2019

Matthew Putman: Well you know I I hate I hate to make too many critics but you know we'd like to see so you know similar similar type of growth. So we see a doubling of revenue as being kind of a necessity for

Malcolm Lui: Doubling in one year Martha.

Matthew Putman: At this point at this

Malcolm Lui: How

Matthew Putman: Point.

Malcolm Lui: Do you find that to be achievable. Do you see it as a stretch

Matthew Putman: Now it's definitely achievable because of what I was saying earlier that we really didn't have active sales and marketing until very recently. So now that we have a product that works and that we have good customer recommendations we have some investments that we can personally invest in in in expanding our sales and marketing law. It's not you know still most people don't know who we are. And so. So there's plenty of room that we're certainly not saturating any market yet.

Malcolm Lui: Right.

Matthew Putman: Oh it's it's even more and very necessary.

Malcolm Lui: Yeah. And even if you do. The way I see it if you have goals like I plan to double my revenue you can come in at 50 percent higher 70 percent higher. It's to have pretty good growth. No one's going to say it was a disappointing year

Matthew Putman: Well I will always say it's a disappointing year but hopefully we want to hold it. You know where I think that the expectations for us are very high from our investors from our staff and certainly from me. Without that type of growth we're also not making the type of impact that I

Malcolm Lui: Right.

Matthew Putman: Would like.

Malcolm Lui: For sure. And I am sure there are a couple of competitors out there who are seeing what you're doing and they're getting inspired by what you doing right. And you don't want them that make inroads. You mean

Matthew Putman: Well that's that's probably true. I don't pay much attention to it. And perhaps I should but there is there is that that sense that we should be the brand name that's associated with doing this stuff. So the faster we can. And I think that we're feeling I certainly without thinking of any competitors per say they could always come along. So the more that the more inroads we can make now in brand recognition as you say and actually having deployed tools the better

Malcolm Lui: Yeah. So what do you think that will be the biggest challenges of doubling your business next year

Matthew Putman: And so there is always there are there are often times and businesses like ours. Decisions are made slowly. So we're selling capital equipment. Even if even if companies like us. It's sometimes you sometimes have a large lead time on actually getting to getting a purchasing decision made. They're spending a lot of money for our tools. So that's always something to keep in mind. We there are things that are out of our control. They're macro economic conditions. You know we don't know what the economy will do. We don't know how trade will affect business. Now I don't actually worry so much about that because I think that there are ways that nanotech tonics addresses all of those things that we that we will do. Okay. We have plans whether we are working in a domestic market international market throughout a vast supply chain or vertically integrated companies. But it's certainly something that is those things that are out of our control are still things to be concerned about

Malcolm Lui: Right

Matthew Putman: You know. And you know I always just I mean I see nothing on the horizon. But I always worry about you know keeping keeping up with expectations from you know from quickly growing technological markets. Now again that's not a problem for us which challenges us and keeps us going but.

Malcolm Lui: Right.

Matthew Putman: But you know it scared you know that it always has to keep me up at night.

Malcolm Lui: Yeah well that's what I want the book by the intel guy. Only the paranoid survive something like that.

Matthew Putman: Yeah right. Exactly

Malcolm Lui: So and I do

Matthew Putman: Negro

Malcolm Lui: Agree with that do it to a large extent right.

Matthew Putman: Yes.

Malcolm Lui: It's a

Matthew Putman: Well OK at least I guess it speaks well for my my survival. Paranoia anxiety in the business. If that speaks well maybe we'll do well

Malcolm Lui: Yeah well I mean if you it's it's very easy to become complacent on your success right. And then you don't make the changes you're not comfortable doing something different because you've had success doing exactly what you've been doing. But then the market changes on you right. And you can become complacent and then soon become irrelevant if you just stay the same. So I agree. You need

Matthew Putman: Well no

Malcolm Lui: To.

Matthew Putman: Worry about that from from us yet.

Malcolm Lui: Yes. I don't think so. Not yet at least pop out into the marketing and sales side of things for 2019 UNRWA. Business up initially you need to double the number of customers are working with potentially right. So what's the plan on helping your salespeople find

Matthew Putman: Well we

Malcolm Lui: These

Matthew Putman: Don't

Malcolm Lui: Companies.

Matthew Putman: Necessarily have to double the number of customers we're working with. I mean we hope to do that as well. But we also customers can scale internally as well so

Malcolm Lui: Right

Matthew Putman: They can buy one tool from us one year and you know as they tend to like us by 10 the next year. So it's a combination of increasing our presence with the customers we have and getting your customer

Malcolm Lui: Right. Yeah. Imagine getting more business from your existing customers is probably a relatively easier is because you have the relationship and and let's see the success they're gonna be really keen on on applying your tools elsewhere.

Matthew Putman: Right. Yes. And it's it's you know our service organization is I think a big focus of ours. So we feel confident in that type of growth. And it also doesn't it doesn't require adding larger sales team for those may require adding one more service time. But as far as staffing it doesn't. It doesn't require you guys. So

Malcolm Lui: Right. How about in terms of finding new business give any initiatives to help yourselves on that front

Matthew Putman: You know I think you know I spoke a little bit earlier about adjacencies so there are there is that there are a lot of internal discussions and when we're looking to hire new sales people about what those adjacencies are you know we if you were to tear apart a house car what are the components in that car that an electronic system can look at. Well if you look at an airplane what are the systems that that we are already supplying and what are those that we could. And it's not that hard to start to see that there are a lot of parts of of any device. We work through some of the larger smartphone makers for instance we work through the entire supply chain from the from the glass on the front too many chipsets inside the coatings on the back to the camera sensor. So you know I think that there is some creativity in going into what what are those things what we're supply. We're supplying to companies that make some of the components for what if we supply for all of those components. And so that becomes kind of a natural business Dev activity for us. I think in approaching new markets

Malcolm Lui: Right. It makes sense especially if they're buying a component and both the supplier and the buyer are both verifying that the components are are meeting to specs.

Matthew Putman: Right.

Malcolm Lui: Then

Matthew Putman: Exactly.

Malcolm Lui: I could see how. Yeah I mean if if if the buyer is verifying things with your tools to make sure it's up to snuff then the supplier of that product might want to do it as well. Yeah. And it's using same equipment so there's no disagreement. Right.

Matthew Putman: Exactly.

Malcolm Lui: Two last questions for you mathy. Who are your ideal customers and what's the best way for them to contact your company.

Matthew Putman: You know it's all right. Our ideal customers are customers who actively want to you know build something that is more build their own companies in ways that are more advanced than I've seen before. So you talk about can play not having complacency on our part. All ideal customers are those that don't aren't complacent either. And so that that means a lot of active engagement from them then pushing us challenging us. So that ultimately we end up with a better product. So those customers can be in any field at all. I spoke about we have a customer an autonomous vehicles right now not in. They have this huge urgency to get autonomous vehicles onto into the market. There's no room for complacency there. So they become a very important customer. The next generation semiconductor we're at a point where Moore's Law is coming to an end. If you know arguably it's already ended. So a lack of complacency is certainly relevant there as well. Our ideal customers and those that notice the challenges that they have and try to and realize that they can turn to new types of solutions.

Malcolm Lui: What's the best way for them to contact your company

Matthew Putman: Oh I mean they can they they. They couldn't give us a call. They can send an e-mail home they can come. They can see us at a trade show. We know clearly our lines are open to speak with anybody

Malcolm Lui: Okay. Did you want to share your phone number your Web site your email address here

Matthew Putman: Sure so. Ah ah ah. Email address is nano tonics dot c o. Not not com but CEO you can't you know people can reach out to me directly if they want. Which is Matthew at nano tonics dot CEO. I think if you go to the Web site the number of phone numbers and other ways to other people to contact as well.

Malcolm Lui: And after a year for now when you're twice as big those phone numbers will be changing probably write more lines so I better to not share the number here when it's going

Matthew Putman: Yeah

Malcolm Lui: To

Matthew Putman: Exactly.

Malcolm Lui: More numbers of B list on your Web site.

Matthew Putman: Exactly. No I'm not trying to hide anything but I'm something. I don't know which phone number is always the best but if you know anything you find. Feel free to reach out.

Malcolm Lui: Okay great. Thanks for joining us today Matthew and sharing how you accelerated your company's high value sales

Matthew Putman: Thank you. I appreciate the opportunity.

Malcolm Lui: We've been speaking with Matthew Putman, the Founder and CEO of Nanotronics 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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