Unlocking Energy – Jared Blong of Octane Energy

Jared Blong, President and CEO of Octane Energy

Jared Blong, the President and CEO of Octane Energy, grew his company’s revenue from $1.8 million in 2014 to $12.3 million in 2017, a 592% increase, and to around $18.4 million in 2018.  

Octane is a technology enabled, people driven company that connects great oil and gas companies with world class well site consultants, engineers and problem solvers.  

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

  • Delivering on performance, which drove the extension of current projects and winning new projects. 
  • Sourcing quality human inventory through technology. 
  • Developing IT that allowed them to scale. 
  • Riding the recovery of the exploration and production industry.  

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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 Jared Blong, the President and CEO of Octane Energy. Octane is a technology enabled, people driven company that connects great oil and gas companies with world class well site consultants, engineers and problem solvers. Welcome to the show Jared.

Jared Blong:
Malcolm thanks for having me on.

Malcolm Lui:
Jared, you grew your company's revenue from $1.8 million in 2014 to $12.3 million in 2017, a 592% increase, and in 2018 you hit around $18.4 million. Before we talk about how 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?

Jared Blong:
Be happy to. So we serve this in a segment of the oil and gas sector that's for decades been known as the company man. It used to be a role that was housed inside a wheel of gas companies like Chevron Exxon Mobil and others. But now is a contract role that primarily serves as a foreman or chief steward for most of the oil and gas CapEx projects. So drilling completions production anything that oil and gas companies are spending CapEx on typically they engage someone in our space to help fill contingent labor needs that are highly specialized and highly technically capable folks that are at the top of their game. So we stand in the gap with them in partnership to not just simply identify and recruiting sense but also to deploy and resource and ensure that the job that they've tasked us to get done gets done in a way that exceeds their expectations.

Malcolm Lui:
Can you share what were the three biggest drivers of your sales growth from 2014 to 2018.

Jared Blong:
Yeah. Happy to. So one of one of the biggest drivers in most businesses as you might imagine is your performance and results. And when you deliver on what you say you're gonna do. Your reputation grows and improves and and is shared. And so in large part as parochial as the oil and gas industry is globally it it really is a performance driving and driven industry and the markets mandate that so performance and results would be one of those key driving factors. The second would be sourcing of quality inventory and our and our business. Human capital is the inventory that we have to leverage to grow and to deliver results. And so we've done a great job of leveraging technology to help us source quality inventory to meet those human capital needs. And then third that's allowed us to scale in a level ahead of most of our content of our peers. And we've done it in a bootstrapped manner so maintained a ton of capital discipline along the way. And so the sustainability that that creates is essentially facilitated some extraordinary growth. And with the industry recovering you know we had the good fortune of getting to ride that wave backup that as you indicated earlier which we're even growing through kind of the trough of the of the industry downturn at 14 or 15. And so we're we're pleased with the direction that we've been going and are continuing to go as a result of those perform that performance sourcing quality human capital inventory and scalability.

Malcolm Lui:
All right. Just to make sure I'm on the same page with you. Now let me recap the drivers as I have in my notes here. So the three drivers are actually four drivers and I've noticed that I heard you share with us. Number one is that performance and the results that you've been generating. Number two your ability to source quality human inventory technology. Number three having the I.T. technology that's allowed you to scale and a number for being in the position well to ride the industry's recovery. Is this sound about right.

Jared Blong:
Yeah that's so. Yeah I cheated and used for.

Malcolm Lui:
No trouble can you. Can we go into a bit deeper into each of these items when you say the industry is performance driven. Can you elaborate on how that generates more business for you.

Jared Blong:
Certainly so as as the industry has rolled on and the volatility of the commodity side of our business. Just that simple WTI or Brent price has gone up and down. What would oil and gas companies and ultimately what their investors demand are repeatable consistent results. And as as you guys I'm sure are well aware there is a mandate across the industry to operate within free cash flow or even an excess of free cash flow to distributable cash flow position and so that means that costs not just price and primarily not price but structural costs of those organizations and the things that drive their revenue ultimately producing hydrocarbons. The cost to get those hydrocarbons out of the ground have got to be driven down and they've got to be done. So in a way that's considerate of the environmental impact of the human impact and and ultimately the sustainability of not just those two things but also the workforce that's being called upon to deliver those things. And so to deliver delivering on performance is something that certainly investors of publicly traded oil and gas firms are demanding as As for decades now the industry has operated kind of behind the power curve and in having to drill and complete and produce wells in an effort to meet growth company growth demands production growth demands ultimately global supply and in so doing is doing so efficiently and where everyone walks away at the end of the day saying wow that's a great experience.

Jared Blong:
We got what we needed and beyond and had a good time doing it. And it was a cost effective in doing so that that sort of performance those sorts of results you know derive repeat work and then that same period of time you listed off 14 till till now. I mean we've been through 14 Imani events totalling twenty six billion dollars. And so we've we've had a tremendous amount of success helping oil and gas companies create value that someone else realizes to the point that they feel like making an acquisition. So and every one of those emanate events has been on the seller side not on the buy side. And so yeah those results coupled up with our cost efficacy in delivering projects on time and under budget have have created the momentum that our organization needs to continue to to continue on the growth trajectory that we're on.

Malcolm Lui:
Can you share a bit about how you go about getting repeat business.

Jared Blong:
How we go about getting repeat business.

Malcolm Lui:
Right. Is it just extending your current contracts is there. Is there a process they have in place to find new contracts within

Jared Blong:
So

Malcolm Lui:
The same

Jared Blong:
It's

Malcolm Lui:
Company.

Jared Blong:
A it's a it's a kind. That's a great question Malcolm. And it's something that's probably not widely known outside of the industry. But you have some projects that are continuous and so you're extending the contract that you have in place. So obviously delivering on good performance is is the mechanism to stay in. And we feel like that's made it be a low cost high cost of acquisition on the front end. But maintaining that sort of business really is a is a a lower operating expense in the grand scheme of time. And so we want to we want to acquire and then maintain those kinds of relationships and then ultimately grow those relationships which again has been a function of or something we could point to to say wow OK this is worth the growth has come from it's getting a foot in the door with someone like that demonstrating what we're capable of and then getting invited by that client to do more not just continue but to add additional black hats is what we refer to our team as well site leaders add additional black hats into the fray with oil and gas company or you know go from the drilling division to the completions division to the production division rounding out our service offering and what we're doing alongside those folks to help them steward their capital well. So that would be one kind of Fairway. Another fairway is with private companies particularly private equity backed companies and some of those are more ad hoc in nature so you'll have a company contract octane and they'll they'll need to develop six wells and then they'll slow down or kind of pull back for a time and then come back a couple of months later and need to do something similar again.

Jared Blong:
So delivering again on. On time and under budget or under time and under budget which is always our goal as a team it is one of the key driving factors to get you back invited back to that day. And so we certainly leverage that and then you go to the third the third kind of line is leveraging those two spaces that we're in and the institutional knowledge and momentum that's being built and sustained. And looking at folks that are next door or that are are seeking to develop a similar geologic trend and say hey yo we've got experience in this area we understand you guys based on some some items that we look for that would tip us off that someone's headed in a certain direction. Sitting down with their management team and saying hey we know you have limited resources on the DNA side. We can come alongside you guys bury the cost of what we do in your AFC. You get the highest quality technical capability available on the market to help come alongside help you help you work your project. And so those three things kind of working in tandem. And on a repetitive basis really have facilitated not just the growth but certainly additional client acquisition. So you know in that period of time we've worked for just under one hundred oil and gas companies that some that are still in existence. Many of that are still in existence others that have sold and move on. And in just a couple that ran out of cash and had to hang it up.

Malcolm Lui:
Right now now companies are you're working with a potentially huge global multinational companies right.

Jared Blong:
Absolutely. So Exxon Mobile probably being the biggest as far as market cap is concerned. EOG being another Apache would be another just just to name a few. So yeah people that have recognizable tickers. Recognizable brand names and presence in the industry globally certainly have relationships with those. But we also work with folks all the way down to you know a startup ENP that maybe a land team or a geologic team or a combination there and that just don't have the operational prowess required to go prosecute projects in the field they're great at developing deals aggregating acreage you know putting putting an opportunity together but ultimately they've got to get hydrocarbons out of the ground. And that's the area that our team excels in most.

Malcolm Lui:
Right now how do you go about finding the people within those companies to contact right. The Exxon Mobile is of the world. They have thousands of potential people that you can speak to right for project

Jared Blong:
Right.

Malcolm Lui:
Work.

Jared Blong:
Right. So certainly we're not talking to the to the C suite and organizations like that not because they don't care but because they have teams of teams of people that are there in charge over their various assets globally. And so we would talk to a base and all leader a regional leader in this instance and then understand what the construct of their team is how they make decisions how they identify the right the right fit for what their human capital and technical needs are going to be and then come alongside them with our internal team and with our team of well side leaders and consultants to try to help match not just technical and competency knowhow but also just personality and chemistry within the way that organization behaves and goes about doing business day to day. And so it could be someone it could be someone at it at the field level standing on on a cliché pad you know in the middle of the desert or South Texas or what have you and. Which would typically be referred to as a superintendent all the way up to you know a regional V.P.. In that instance but for smaller privately held companies. Absolutely we're talking to the executives to the C suite and those organizations developing trust because what they're entrusting us on an annualized basis per copy is somewhere around one hundred and twenty five one hundred and fifty million dollars per running rig on an annual basis. And so

Malcolm Lui:
Right.

Jared Blong:
This is not this is not a small step for four organizations to trust. It takes time to develop that trust. It takes time to review what the results that octane has been delivering and ultimately making sure that the team that we're proposing to partner with them is the best fit.

Malcolm Lui:
Right now how do you go about finding the names the people to contact and engaging them.

Jared Blong:
Yes. So that's a great question. I'm going to give you that kind of a cheese ball answer because it's something that I've believed in since late 2005. I was personally I was a very very early adopter of late then and in the organizations I worked in before folks thought I was wasting time and kind of crazy. But as time has demonstrated what a tremendous tool for understanding connectivity and how really connected we are in the marketplace that LinkedIn has become. And so certainly that's a that's a tool in our tool bag that we've used over the years. It's certainly not our go to but it sure it does enhance our situational under awareness of what how what and how an organization is up to you and how they're structured. We leverage relationships with with service companies that do business with and for us and their business development teams to understand hey you know I understand that so-and-so is making a decision for your particular element but what are the what about on the human capital side. What are they doing there. What's your sense about that and trying to have really great intelligence before we ever bang on a doorway somebodies time.

Malcolm Lui:
Right now it sounds like your sales process can take a long time.

Jared Blong:
It can and I think you know for our business development team over the years that's been a little bit of a frustration for people that come out of a transactional type of business this like like your law firm or your accountancy is is a long term relational business predicated a lot on trust and in an understanding of what you're capable of. And so yeah the sell cycle it can't be fast. You know there there are urgent moments of response that because of because of how we've leveraged technology to to maintain a really high quality inventory of human capital we've got the ability to be a quick response force in those situations. But most of the time it's a function of hey we've got a project coming up. We'd like to see what you guys have in this space. And so will cure rate a list of field professionals kind of typically double of what they ask is for and then walk through how to shape a team of those folks together that can best serve those needs. And that just takes time. It's not it's not a hey I got a call on Wednesday and we're working on Friday business it. It can be. And we have got to be structured and are structured in a way that can respond in that manner. But that's not typically how the business is conducted.

Malcolm Lui:
So would you say typically if there is a wide range but now for a new relationship that you first start engaging someone. How long is it take before they actually invite you to help solve one of their staffing problems.

Jared Blong:
Oh

Malcolm Lui:
Are we

Jared Blong:
I

Malcolm Lui:
Talking

Jared Blong:
Would say

Malcolm Lui:
Months years.

Jared Blong:
Typically 60 to 90 days is a pretty practical kind of you know in realistic sales cycle in part because there's there are contracts that have to be reviewed and compliance information that's it has to be verified. And so our our our company is incredibly responsive and detail oriented as it relates to compliance. Our professional liability insurance which is a huge component of how we're providing a financial backstop to our clients risk you know. I mean Malcolm the reality of it is we get hired to mitigate operational risk. That's our job. And we do it through humor the deployment of human capital into the field and and so you know having the right instruments behind us and place understanding the nuances of contract contracts in the operations space and then ultimately being able to give quick response to HSC questions that these teams have absolutely have to vet before they ever on board a new a new business partner and a vendor or a consultancy and asked in our situation you know that takes time. And so even though we can respond to those things typically within within 48 hours to completion their teams have got to review those things and then that's got to get back to the operations group. So you know you're talking about best best case scenario seven days traditional scenarios 60 to 90 days.

Malcolm Lui:
That's the song's pretty fast from a brand new relationship to the point of being invited into it to help out.

Jared Blong:
Right.

Malcolm Lui:
I guess you kind of. Put things in your favor by identifying contracts where they do have staffing needs right up right up front right before you even make the initial contact.

Jared Blong:
Yeah. And so it's interesting you know when when when industry is ramping up. That's that's a that's. Present there are less obstacles to that. In those seasons for us you know when the industry is looking at the pullback that it's had since January 1 of this year it really kind of tailing into December of last year and kind of the fall off in activity. You know every every rig that's been that's been the big metric for decades of what's really going on in the oil and gas space and you every rig represents somewhere from seventy five to one hundred and twenty five real jobs. And so when you've got a pullback like we've seen just in the Permian alone as an example of you know around 60 rigs year to date that's that's six thousand six thousand jobs that have just vaporized. And so identifying where there's opportunities becomes a different conversation because you can't be just an order taker then you have to be a problem solver. And and for us that season has given us a chance to help companies high grade their technical workforce and their human capital and in a way that when you're ramping up you just can't because oil and gas companies are clawing and fighting to to have what they feel like are competent souls in place to help lead their team in the field and maybe the vetting process isn't as thoroughly as it would be in a season like now. So because of because of our workflow which I think maybe is a point that we'll get to later on in our conversation our workflow exists to to give them an on demand solution instead of having to go through the traditional process of you know multiple interviews and vetting and background check we're bringing all of that to the table right away.

Malcolm Lui:
Now in terms of the engagement of your team of new people and new relationships new potential contracts opportunities. What percentage of then you convert.

Jared Blong:
Oh gosh. That better than 50 percent again not all of them happened in that 90 day timeframe

Malcolm Lui:
Right.

Jared Blong:
That we just mentioned some of them take years. Exxon Mobil is a great example. You know we worked for a significant amount of time both developing credibility and demonstrating resiliency to an organization that should absolutely demand those things. And so you know we've been working for those folks for about 16 17 months now and and but that was a long conversion process. And so if you had asked me about them now and you know two years ago I would say gosh you know our conversion rate is you know maybe not so great but over the last several years we've seen seeds that have been planted start to bear fruit in ways that are measurable. Obviously from a revenue perspective. But also from what kind of value is octane really creating in the energy space. And you know I last year. You know our team we were on six hundred and eighty some odd wells just in the Permian alone last year. And we unlocked from a reserves basis. We helped clients unlock almost 800 million barrels of reserves last year.

Malcolm Lui:
That's where the big chunk of change there.

Jared Blong:
It is and it's real energy and it's it's. It impacts. Geopolitical. Tone and effects the global economy and creates opportunity for those that don't have necessarily the access to affordable reliable plentiful energy like we do here in the US.

Malcolm Lui:
Right now for what you share of me is how you engage the energy companies to find new contracts. On the flip side I know that you need to also engage in consultants or to get them on your platform so that you have an inventory to share how you go about finding them to.

Jared Blong:
Yeah. So great. Great question and good observation that we really have two constituencies and really I'll actually throw a third constituency in there and that that the capital markets. But yeah our primary two constituencies are oil and gas companies and ultimately our consultants who we call well site leaders and leveraging. Social media and technology certainly has been a valuable tool for us to draw folks in. But this business is still really. And I'm grateful that it's the case still very relational driven and so we leverage our team and enter in the process of actually rolling out a referral program that we're excited about with that team to identify comrades and colleagues that they've worked with over the years that fit the personality of a black hat. Site. And and so those two things in running in those two directions with great fervor have have provided us a network of consultants of well over 4000 individuals and and references as well. So our platform acts on that that we've created that's proprietary to our organization has been a great tool to not just identify those those consultants and that ultimate human capital inventory but also Hey Who have you been working for. Who are your references. Those those folks you know translate into into the leads. And so it's this it's this kind of self feeding machine or better. It's really more of a living organism. It's a machine that. You take great care of people. Malcolm they talk. And our art team of black hats in the field has done as good if not better of the job than any of our business development team has done over the years of helping us grow the right way by again pointing back to this kind of sourcing quality human capital inventory.

Malcolm Lui:
Right now of the four thousand consultants on your platform now how many of them are working on an arcane energy related project at

Jared Blong:
Not

Malcolm Lui:
Any given time.

Jared Blong:
Not not not nearly that many. And I'll say you know we actually just went through a big purge just about a month ago and you know it is as as most technology platforms work. You do get. Some bad data or not real artistic opportunities coming into a platform like that. And so we went through a really rigorous process of kind of a purge just just to forty five days or so ago. And I think we've ultimately pulled that 4000 back to thirty eight hundred and fifty four. And so yeah. Ah those are all those folks working for us right now. Absolutely not. But we've got we've got a number that have gone through our process to to verify that. There octane compliant that their kind of Black Hat certified if you will. And in that group right now there's you know well over a hundred that are either in the field or immediately ready to deploy because they meet every iota of our criteria to send out tonight. Tomorrow Friday what have you. And then there's another there's another group of folks in there that are going through the process right now. Twelve hundred of them that are going through the process right now of interviews background checks and so forth. And so we're excited about the direction we're headed. And we really haven't even had an all out public social media launch of our platform because we want to make sure that we're doing it right. And and we're really really happy with the results so far.

Malcolm Lui:
All right. Drastic so of the thirty eight hundred consultants having a platform now and I know that you're working on 680 wells out there and how many people are out there at any given moment. Talking hundreds thousands.

Jared Blong:
Not the soaps. Strangely enough not that many. You know what. What if even with that kind of well count you you don't have to have. What you might think of. So every one of those wells Malcolm represents somewhere from four to seven. Well site leaders in the field. And that's kind of an all in drilling completions production basis. Now there's there's hundreds of other folks on those locations they just don't work for a company like us or for us. They work for drilling contractors and directional drilling companies and pressure pumping companies and water hauling companies and on and on and on. Right. Our folks are isolated one or two on any given 24 hour period on on a well that are leading that project directing and managing and optimizing logistics and operations and so yeah I guess the quantity of wells that we've been on at least where are you at last year is a bit misleading and body count. Right. Because it just doesn't require as many of our team to get those jobs done. So at any given time we've got 50 to 100 in the field. You know I think last year we had one hundred and forty. You know if at one point in time throughout the year you know kind of on on locations for us and man we're continuing to press ahead towards that and maintain a really kind of a boutique feel with a ton of scalability behind this.

Malcolm Lui:
All right. So when you have a project in mind and a client is looking for some people you go through a database and you find a list of folks. Did they have to promise you any sort of the ability to be in your database or you can. It's kind of ad hoc. And you check with each one and see they're available

Jared Blong:
Yes. We've

Malcolm Lui:
At.

Jared Blong:
Got one of the tools that's a part of our daily databases. You know like an old cat like an old cabbie with this light on or off. And so we've got kind of an availability acknowledgement they get contacted from our system on a on a hopefully an annoyingly regular basis to verify you know hey are you available. You want to pick up some extra days can you can you come on full time. Where do you stand is that they can talk about that availability light for lack of better button on and off via their mobile device or when they're on you know on their workstations at a desk. And so that provides us some immediacy of understanding of who really is available and who isn't. And that evolves right. A lot of these folks are freelance independent contractors that work for a whole host of folks and a lot of different geographies. And so we want to make sure that the folks that we're proposing for any given project to solve a problem are ready and available to go to work immediate.

Malcolm Lui:
Right. Got it. Switching gears a bit. Maybe you can talk about say 2019. I know half the year is pretty much up now. What's your revenue target for 2019.

Jared Blong:
Yes. So Europe year over year were were up and so man we're super delighted about that. In light of the activity pullback we're Tupperware targeting the twenty five million dollar number which we feel like is a reasonable growth target. You know we've got some metrics in our and our margins that we're always evaluating and looking looking to expand in additional basins this year. You know this is a this is a great time in light of the pullback to leverage the relationships we have to find ourselves in Oklahoma and then south Texas and North Dakota and in the Northeast US

Malcolm Lui:
Right.

Jared Blong:
As well as the Gulf as as things continue to pick up offshore. And as we look off you know overseas for us in the central and Mexico and South America and then on into the Middle East and beyond.

Malcolm Lui:
Right. Any particular marketing initiatives that you're driving right now that help generate more business and hit your targets.

Jared Blong:
Yeah. So we're we're we're revitalizing some social media efforts. We have found those to be very valuable over the last several years. And did it. Attention an intentional pullback to evaluate impact impact the first quarter of this year realized the impact was real. And it's one of those things says I think a lot of folks probably talk about this in the inbound marketing space and social media space both is you know what what are what are the dollars actually a sizable know two conversions in this space it's we're not actually transacting business online. So the speed at.

Malcolm Lui:
Right

Jared Blong:
And so

Malcolm Lui:
Now

Jared Blong:
That's

Malcolm Lui:
If.

Jared Blong:
Always difficult to put your finger on but yet we're revitalizing some of those initiatives to help. And you know we're we're having conversations with operators that we're already working for. About activity they have and in other geographies and I think again that for us that's low hanging fruit. There's already trust that's been established and a good working relationship a good a good cash flow relationship that's already flowing you know in an in place and that's a that's a huge benefit to us. And so yeah we're kind of man we're beaten on beaten on all doors and hitting the pavement every direction we can right now with a great deal of focus to make sure that we're growing with the people that are going to continue to grow and ask us to grow and grow with them.

Malcolm Lui:
Right now when you said social media is out to find more consultants or also to engage potential energy companies.

Jared Blong:
Yeah I think what we've seen in the social media space is it really. I think operator decisions are not really influenced as much as we would like to think they are by what's going on in that space. But it is a brand awareness thing

Malcolm Lui:
Ok.

Jared Blong:
That matters button. But more than that it really does assist us in identifying potential human capital that we can run through the gauntlet that is our our black hat process and get folks into our team and identify this is someone that we can stand behind. This is someone that's going to carry our flag. Well this is someone that's going to steward this operator's capital with excellence.

Malcolm Lui:
All right. Got it. Now in terms of the traditional online marketing endeavors that people oftentimes the paper click advertising and SEO. How does that fit into the picture for you.

Jared Blong:
You know we've got some competitors trying so you know leveraging that. I I. If we feel like the jury's out still on it

Malcolm Lui:
Right.

Jared Blong:
Again because on the on the client side we don't have the feedback in real time from folks that we look eyeball to eyeball with on a regular basis. That would suggest that that's really influencing their decisions. I think perhaps sublimely it is and as I mentioned. It is a brand awareness initiative and that matters brand matters understanding of results and resiliency matters. However. You know they have a lot of vendor relationships that they're trying to manage and so I'm not particularly convinced that you know. Click ads and an FCO in its truest sense are influencing that side now. Absolutely I think it matters on. On the human capital inventories side.

Malcolm Lui:
Right. Three last questions for you Jared. If you had a billboard along the freeway what would your octane energy message be. And keep in mind the people typically whiz by a billboard within six seconds. So the message can't be too long. What would be your billboard message.

Jared Blong:
It would probably be you know our one liner. You know we connect great oil and gas companies with a high caliber Web Site consultants. AND IF IF I WAS FEELING CHIPPY it may just be fast pay makes fast friends.

Malcolm Lui:
Yeah I saw on your Web site one consultant who was quite thrilled that when he sent you an invoice or for the services that he rendered that that he was overjoyed that he got paid in two days as opposed to 30 days.

Jared Blong:
Yes. And that's been a standard operating practice for us for a lot of years now and and so you know. The way the way you treat your consulting team. Matters every bit as much as the way you treat your clients. If you treat your team great your team is going to treat your clients great and so that team mentality and the opportunities that the greater number of work opportunities and the fast pay that we try to consistently deliver across the board our entire team. It makes a difference and it takes it takes stress off of their plate so that they can serve the client better.

Malcolm Lui:
Right. Yeah I totally see that. I think last final question for you. Who are your ideal clients and ideal consultants. And

Jared Blong:
Yeah. So.

Malcolm Lui:
The third one that goes with it. But then what's the best way for them to contact your company.

Jared Blong:
Ok so I'll try to answer those in order who are our ideal clients our ideal clients are folks that have a deep appreciation. For house how people driven the energy business still is. People that have a commodity sized human capital. Those are ideal clients and they can be big and they can be small. And that's not as important to us as a genuine appreciation that human capital that being people driven really does make a difference. To their bottom line what is what is an ideal consultant. I think that was your second question right or second part of the question. Gosh an ideal an ideal consultant. Exudes. Great leadership and understands what leadership is is it is a team fired. Not just participates in a team but is actually a team player has a ton of great work ethic. They're highly competent in their trade and they have to be great communicators. And lastly they have to have this element of humility the proper confidence right comfortable in their own skin. But know what they don't know. And when that when those when folks fit into that criteria the right way Malcolm they absolutely deserve to have a black eye on their.

Malcolm Lui:
All right.

Jared Blong:
And then thirdly how do how do they how did they get a hold of us. The easiest way to get started is to get on our Web site octane dash energy dot com. You can go to the upper right hand corner says sign in Axon you can sign up there. You can go to our LinkedIn web page click the sign up button go on our Facebook page and do the same. And will run you through a quick a quick questionnaire to verify that you're indeed a human being and not a robot. And that you actually know in part what you're talking about. And then it'll invite you in our platform you can upload your resumé you can upload your kind of operating license certificates. Well Control H two S cards and so forth and then and then we initiate a workflow that in when folks get in their profile gets completed to a certain level they get an interview email from us to schedule a time we leverage technology again to do that so that it kind of removes the human element to degree and it makes it super easy and user friendly on them and then they go through a process with our operations team and we give them a thumbs up or thumbs down and try to deploy them into the field as quickly as possible.

Malcolm Lui:
How about on the client side. What's the best way for them to contact you to get more information about how you can help them.

Jared Blong:
Yeah. So I would steer them to to those three same places. Our Web site octane dash energy account that are linked in page. Go to our Facebook page. All of those are super easy conduits of communication and you get a quick response from us and those things. And then someone from our team will connect and try to get eyeball to eyeball if not if not on the phone with you in in short order and try to engage and understand what problems you're trying to solve not just what are shiny hammer solution is we've got to understand what problems they're trying to solve why they have those problems and what possibly we can do to help them solve those seemingly irreconcilable problems.

Malcolm Lui:
Jared it's been awesome having you on my show today. I really enjoy hearing how you grew your company so fast.

Jared Blong:
Thanks for having me. Malcolm.

Malcolm Lui:
We've been speaking with Jared Blong, the President and CEO of Octane Energy, 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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