Chris Kropac, the President of PCI Group, grew his company’s revenue from $12.6 million in 2014 to $47.5 million in 2017, a 277% increase, and to around $51 million in 2018.
PCI Group provides highly secure transactional communications solutions and direct mail services.
In this interview with Eversprint‘s Malcolm Lui, Chris shares how he and his team accelerated their high value sales by:
- Being ready and willing to invest significantly back into the business, such as their multi-million dollar investment in certification back in 2008.
- Hiring people smarter than him to fill gaps throughout the company. Their rapid growth and top notch technical platform helps attract the best people.
- Building long term strategic partner relationships with customers and vendors alike, to provide better service and support.
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 Chris Kropac, the President of PCI Group, a provider of highly secure transactional communications solutions and direct mail services. Welcome to the call Chris.
Chris Kropac: Thank you welcome. Pleasure to be here.
Malcolm Lui: Chris, you grew your company's revenue from $12.6 million in 2014 to $47.5 million in 2017, a 277% increase, and in 2018 you hit around $52 million. But before I ask you 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?
What PCI Group does, and how they differ.
Chris Kropac: Sure. We specialize in transactional mail which basically is privacy mailings invoices statements collection letters what I called promise to pay letters for the collection industry financial industries cable company and most recently health care
Malcolm Lui: How does your company differ from your competitors who provide similar services
Chris Kropac: Yes. So a couple of different ways. I mean I think in the industry we're a little different. We like to call ourselves what technically competent. From the Genesis our company almost 50 years ago we've been a mainframe or a database company creating large scale databases for clients. So we're very comfortable with large scale database applications or data applications. So there's very few things that we've come across that we haven't seen in our in our past.
Malcolm Lui: Fantastic. Can you share what the three biggest drivers were of your sales growth over the past few years from 2014 all the way through to 2018
Chris Kropac: Sure of course it doesn't just on in 2014 the company started 1970. But you know we're a family business. So when my dad back in 1970 was still family owned myself my brother in law 50/50 PARTNERS married to my older sister very very active in the business every single day almost unfortunately two active things. But a lot of stuff we do is you know I say the first thing you have to do is invest back into your business. Again a family or business. We've had the fortune over the years of doing pretty well in good times you have to invest in bad times and in bad times you have to invest in your business. So one of the best times we actually moved down from New York in 10 years ago in 2008 which everybody remembers the financial crisis that happened in 2008 we moved down right in the middle of it. We didn't know it was going to happen. By the time we moved but we were right. We started to move in December 2007 and into January 2008. So we've sort of lived through the whole thing. During that time it is very easy to sort of not spend any money not invest. Just try to hoard as much cash you can and why he did that. We actually invested into the company we spent a lot of money to data security which is very key to my clients right now.
Chris Kropac: We saw data security. It's sort with what's called SAS 70 back down which became That's a 16 which is now SOC 1 and soc 2 hippo compliance which is medical becoming a high trust right now which is a new Hep A compliance out there PCI OBSS which is credit card applications and which is federal government for our clients. So obviously that cost millions of dollars at a time when business was not really growing at the time but where we decide to funnel the money the tax savings we're getting from a high cost basis like New York Long Island New York where we came from moved down to Charlotte North Carolina we took the savings from that and funneled it back into the business to say one day the world's gonna come back and when it comes back I want to be able to win that billion dollar company knocks on the door I won't be able to open up and wait a minute and that's forcing would happen in 2015 we'll get it till later. The second thing I think is the really most important part is you people. I mean you're only as good as you people and there's a lot of different levels in your company rates as the you know you're low level people going all the way up. We tend to I tend to hire people are a lot smarter than me.
Chris Kropac: Right. I'm not the guy that that's they always say he's been a laughingly I'm not the sharpest tool in the shed but I have people around me that that helped me sharpen up my right. So you've got to know what you're good at. No it's better. And when you know especially being an owner what you're not destroying is that you've got to bring people in to make that to handle that debt burden for you right so that you can do it you're strong and you have other people. For instance I'm I have people around me a real real detail oriented real great operations people it's scary to do that especially when you're a family or business you know you hiring people in that can basically take your job. But knowing that by doing that the only true way you can grow the company. So you cannot grow the company you can have not have hyper growth. What we just went through without having a good team to rely on you know. And then as you're growing in people it's infectious. When you have a good team you're bringing on new people to do people that you're bringing on or are a good team they want to be part of the team they want to do that. It's really it helps the ball rolling down a lot less.
Growth through a large partner.
Chris Kropac: I would say it's actually you know customer relationships. So what happened to us is we got an opportunity to business with a large player in the marketplace and our growth came through them. We're actually a subcontractor stitch partnership with them and we start doing business with them a long time ago and what I believe in with your clients is you always have to try to do the right thing for your clients no matter what a question. Right. So even if sometimes it's not the right decision as far as your own company is concerned but if it's right next to the company you have to invest into it to to provide that product or service. Now I'm not saying you have to go out lose money that's not that that's the wrong thing to do but you have to tell your client what you're good at. Which client is not good at and when you're good at something you got to make sure you're really really good at it. Right. And you've got to focus on how to have almost the Jack Welch theory if I'm going to be in a marketplace or when the vital service I want to be number one and number two if I'm number three or four and I can't get to number one and number two there's no reason for us to be in the business at all.
Malcolm Lui: Right.
Chris Kropac: So we have a very very very focused market that we're in a transactional market. There's a lot of direct mail out there. Direct mail is a trillion dollar industry. We don't do a lot of the stuff that is considered junk mail that you just get in your mailbox the postcards the marketing mail. We don't do that. Can we do that. Yes but it doesn't require as much overhead as what we have. And when I say overhead it's a data overhead it's the system's overhead it's a security overhead that we have. So our clients need that overhead and are willing to pay a little bit more for that overhead. But again it fits the mold in there. We like to call ourselves. We're an ice cream shop we sell 150 flavors of vanilla. Meaning that it's it's great if you you know if you fit the mold it's awesome. If you don't fit the mold I might not be the right the right guy for you. Right. So what we do is have relationships have great relations points with. We do work with clients that are great good to do business with they have to be very fair. We have to like the client as well as they have to like us little different. Right. So there's a marriage there because in my world you don't just get a client and you're just buying a product and you walk over and you get the next one next door where relationships are contract based. Once you sign a client on it's for a yearly a year or two year three year many clients we have 10 15 years. Are all those clients at 35 years old. So I mean we have a lot of long standing clients. It's an investment both the client and to us. To do that you have to make the real real careful that what you're bringing in you're bringing good clients and you have great relationships with clients
Malcolm Lui: Right. Can you elaborate. No. Let me recap the three rivers to be sure. I have a street of my in my head and in my notes no one e to invest back into your business despite what the current economic situation might be. Number two you hire the right people and get people in number three. You need to really make sure you have the right really the right customers and make sure that they're deep in long term. That sums it up. Okay. Now
Chris Kropac: Correct.
Malcolm Lui: When you go up let's can we elaborate dive a little bit deeper in each of these three areas. When you talk about investing back to your business how do you decide when to invest and when not to invest like that going back to 2008 2009 when you decide to invest millions into a certification process. I mean I was a pretty hefty investment in a strategic investment which in hindsight worked out great but time. How did you decide that that was the right thing to do.
How he made the big strategic certification decision back in 2008
Chris Kropac: I wish I could be more scientific but it's a gut feel. You've got to know your company. You've got to know what you're good at what you're not good at and that's what we sort of did in our history we did a lot of different products when my dad was used to be with the company. We were a little too spread out and you couldn't really properly support all the different services that you did and we sort of got focused members remember they were very very focused in this transactional now.
Malcolm Lui: Me
Chris Kropac: And once you get folks at transactional you've got to figure out how to get to number one. How can I compete with a guy that at the time is a billion dollar player and I'm doing 15 million dollars. How can I compete with that guy right. Can't compete with that maybe on and breath is a much much bigger than I to get more people in us. But if I can compete with them on white security great I can price yes service 100 percent right. And that's what you have to do so part of that piece is the security. I can compete with them and there's only one way to compete with them is that was to that was to spend money and I want I don't want to say that you know it's bad is it. But to me it was like you have to do it or else you're not in business. There's no there's no option. Your clients need it. You have to do it. I wish it was more scientific but sometimes it's not
Malcolm Lui: Yeah sometimes it's what you call experience right.
Chris Kropac: Yes.
Malcolm Lui: Except for the second
Chris Kropac: Knowing your business knowing your customers
Malcolm Lui: Yes. Crucial for the second driver people. Right. You mentioned how you hire good people hire people smarter than yourself. Can you talk a little bit about your hiring process and how you figure out that they are smarter than you and that they are a good fit company for the long term
Chris Kropac: Well I mean so there's a couple different ways. Years ago it was obviously a little I think a little easier to hire people years ago in a marketplace right now is really really difficult. But you do you tend to hire people that you know in the industry we've been in the industry for a long time. You have a good reputation in industry. People know you are in the industry so when you post a job you know somebody that's out there right. You talk to references you talk to references people and stuff. Now that's obviously not for anybody. Right. That's often a line people that production employees that's for higher up people. We go through a lot of pain. So we actually just open a facility in Dallas. We sent. We move people from here from Fort Mill out to Dallas to start it. And we got some people going out there. You have you know every time you hire an employee you take taking a little bit of a gamble right. It's a little bit of a gamble every time you hire somebody. And you know both people are doing a dance. So recently it's been really really difficult to hire people because there's nobody in the marketplace right now. Right. So anybody that's really good the company is not gonna let him go. They're going to give him a couple extra dollars to stay there. You know and you find at times a lot of times the people that are on the street round tough
Malcolm Lui: Yep
Chris Kropac: Tough place
Malcolm Lui: Yep.
Chris Kropac: Right now. So you know besides the fact that you know the key employees that we we knew somebody you know somebody recommended him to us or we knew him in the industry and you do something that they do and then they're coming aboard to come aboard. OK. To make more money to run into you know stable company or recently to get on the winning team. I mean so we've been lucky enough to get on the winning team and we're attracting really really good people because people the market's not always that great in the direct mail world. Right. So people have been stagnant a little while we have been. We've been growing we've been growing a tremendous amount. We have the old and new technology all the new equipment out there. So it's you know we're able to track that talent right now because if someone understands the industry they come and see our facility they see what we have. And again everybody wants to be with the new stuff. When you grow and you're doing a lot of work. You know we work seven days a week 24 hours a day. So there's an excitement that's that's built into the place at this point.
Malcolm Lui: Yeah definitely. Another CEO I interviewed mentioned how momentum plays a big factor in his company's success right. Yes. You know people want to want to be part of it and it builds on itself. What you describe sounds exactly like that.
Chris Kropac: That's a that's a great word momentum. Hello everybody. Again momentum I called you on the winning team right.
Malcolm Lui: Yep.
Chris Kropac: So if you've got good momentum you're on the winning team right now and not everybody is as some people that want to come out and be on that team I just hired two people from my Dallas facility that just that came and just you know wants to be on a smaller team. You know they come from larger organizations with smaller family on business. They want to have a saying that in the future success of the company. And it's also been something to as well as they can pick up the phone when they call my cell phone I answer the phone 24 hours a day seven days a week. Nice deal to talk to you. Deal with the owner of the company into that. So
Malcolm Lui: Yeah it is. It's nice having that having those lines of communications open for factor number three customer relationships. For sure I understand how you wanna make sure you have deep relationships with the right customers. Now do those ships also extend beyond customers but also you're keen to develop them with your prospective customers as well as with strategic partners who can help you grow your business further.
Chris Kropac: You 100 percent. I mean when we see key relationships you off the clients are a big but you're only as good as your your partners as well and your partners your equipment manufacturers in my case. Pitney Bowes supplies all my insert as candidates plays on my printers. They also provide service for me so they help keep the equipment out of all the equipment you're buying it. It breaks their equipment. Right. So you need to keep it up all the time so you have to have really really strong relationships with your vendors as well and I think that's part of all being the same thing ever has got to be fair. We all. Make money. Everybody is in this business to make profit. It's good to be profitable. Kay not overly profitable Don't get me wrong but it's good to be profitable you have to put that out there right. And you have to be fair. We're all going to have to. Everybody is going to have problems there's nothing you can do about the problems right. But when you have a problem be fair about it help your vendor out. You know we did this when we onboard had a large client in 2015 that led to the 300 percent growth we had good relationships with the clients. And now we went a completely different relationship because though obviously we went from you know doing one exit 3x overnight. So with that you require a lot more equipment a lot more. There was a big learning curve a lot more technical support a lot more service support you need. You just need a lot more resources to the companies while they knew us the up the higher ups really didn't know us didn't understand what the situation was why we were doing this what we're doing what's going on what's happening and you have to rely on and then you have to trust that your reputation holds true and you have to just continue talking to everybody and say listen we're all in this thing together we all can work together we all can work together which I found in good good vendors at this point.
Team approach that includes vendors as well.
Chris Kropac: It's a team approach right. So I routinely if I'm having a problem with a client or client file with doing something I'll bring one of my vendors on the phone and I'll say Hey I need you guys again on the phone to work on my client. OK. And that's skipping over me right. I will be involved obviously but skipping over me and that shows a tremendous amount to the client that you're willing to hook him up with the vendor of yours and it helps the vendor as well. Because I need to do whatever I need to do is a problem. Right. And we need to solve that problem. How we need to solve that problem. Let's we're all in this thing together let's solve the problem. Let's get going because at the end of the day if I can't put that piece of mail in the mail stream that person can't pay the bill they can't get the compliance record. They can't get whatever they need and then that fails for the client. So you need everybody sort of on the same team again it's no longer a client vendor relationship it's really strategic partnerships and those partnerships go for new clients as well as all your vendors. Listen my paper vendors a big paper and elephant. I don't have this paper I can't print anything
Malcolm Lui: Yep.
Chris Kropac: Right. Really important to me that I have the right paper here and the papers right and the other was the same way. So
Malcolm Lui: Right. Now you mentioned paper Huber. And when you mention that to you the thought occurred to me as you know we're an increasingly digital world. Do you ever see a time when what you're doing now will just be done electronically instead.
Chris Kropac: Yes. So I've been saying for about eight years in ten years from today I'm going to be out of business but I haven't said to steady yet right.
Malcolm Lui: Okay.
Chris Kropac: So I'm now going to be out of business. I just don't own that that that's that clock is going to start. So in the world especially e-mail writes e-mail. Listen e-mail is a great communication device but we all get hundreds and hundreds of e-mails. The more phishing stuff that goes on these phishing scams that go on the more credible mail becomes. Right. Because listen I'm okay with paying VMI a bank right because I trust that's a trusted relationship but I could pull a credit card in an email it doesn't work out that way. Right. So all the phishing attempts that happen in this actually is solidifying the malware. Now two things happen. So in my world I'm 53 so I'm old now. Right. So I like to get a paper invoice so I can have it. I can touch it feel it and I pay a lot I pay online. Right. The new generation yes my kids are 15 and 17. They don't even know what a piece of mail is. Even though I'm in the business I get that. That's a different story right. So we think it when that generation gets in here it might be all electronic but the generation right before them which is the Millennials. Right. The millennials are all electronic the world digital everything. Well this is marketing studies out that the Millennials are the number one user of direct mail. Yes. The millennials are the number one user with direct mail when it's tailored to them when it's a personalized piece that's relevant to what they want. They spend more time reading the mail than any any other category of people right now and in each group kind of deal.
Malcolm Lui: Interesting.
Chris Kropac: That's pretty surprising in the world.
Malcolm Lui: It is
Hard copy is still relevant in today's digital world.
Chris Kropac: Very interesting right. So that means that that while digital is very very big in our world hard copy is still there it's still there it's still relevant. Now the time is relevant you know so that you know of course we're going through a lot of stuff with the two Googles the Facebook and Amazons in the world right now with the privacy and the data security and all that which I think is that's going to change the world a little bit more. But you know if you if you're on Facebook you see an ad for something you just looked at. You know you just bought a grill Mitt or something on Amazon right. So those tie ins so those planes are important. So we have those digital planes together with the direct mail it makes that piece more relevant. And so what I see in the future is maybe not the volume but more targeted mail pieces and color. Color means a tremendous amount. The new technology we have now is owning jet printing. Right. So it's changed over the last five years it went from primarily black or what's called toner to now full color inkjet and the full color range it's no different than your desktop device just the printers are a lot bigger and better quality and all that kind of stuff right. But it allows us to fully come out as a piece what's called a white paper factory. We have white paper in your dreams out so we can fully customize a piece to basically print from PDX so you can create a PDA that's completely up to Malcolm The next sheet out there is completely customized the criss cross pack you
Malcolm Lui: Very
Chris Kropac: Can
Malcolm Lui: Cool.
Chris Kropac: Do that in your world
Malcolm Lui: Very cool.
Chris Kropac: And your world with stock printing was backgrounds. Now it's 100 percent every single document that you put out is 100 percent geared to that one person digital you know one to one marketing a personalized wherever you want to call it.
Malcolm Lui: This
Chris Kropac: So
Malcolm Lui: Is beyond
Chris Kropac: With that being said
Malcolm Lui: Me.
Chris Kropac: I
Malcolm Lui: This is just beyond that first name being changed. Are you talking about much of the content
Chris Kropac: Of
Malcolm Lui: Being customized
Chris Kropac: All the content content colors you know that there's a force been doing it for a long time. If you go into a dealership and you're looking for a white car they send you a mail package within two days that's the same exact car white car that you were looking at
Malcolm Lui: Right.
Chris Kropac: You looking at black car you get black on in red when you get a red one the same kind of situation you can do that now where you couldn't do that before. So the the advances in technology have been such to keep mail relevant and actually you know listen males were going down third class males going up a little bit first class males what we do is sort of stabilized a little bit there and it's going down a little bit but there's still a lot of mail out there right and still people still like the medium. So again I'm going to say we've got 10 years left. I just don't know when I'm going to go nine years and 364 days yet
Malcolm Lui: Yeah. Now in terms of your your plans for say 2019. Does it involve positioning yourself for being able to do more this customized printing
Chris Kropac: Well we're we're really fully positioned right now where we've been very fortunate in the industry we've just did another deal with Canada to refresh our printing engines or the printers that we have. So we're fully positioned for it. Now it's really going out and just acquiring more clients that fit the need that we have that we provide
Malcolm Lui: Okay.
Chris Kropac: Or to what
Malcolm Lui: Can you share a little bit about you know your ideal mindset you're looking to target
Chris Kropac: Yes. So you know we have two types of businesses again. It's all. It all revolves around financial or privacy stuff. We're looking at our traditional businesses actually collection agencies are financial institutions cable companies. We're looking to continue doing business with the top performing collection agencies out there in the country. Our new market that we're going into that that evolved after 2014 is really large enterprise or medium sized enterprises that have in-house plant mail facilities and that's a huge growth factor. So what happens is somebody has grown in they're from a couple hundred million to a billion or two billion dollars. They've grown by acquisition. And one of the acquisition I had a male department in it and they think they have more control of printing their own invoices out internally rather than sending them out to somebody else like somebody like myself. And what you realize is our press printers are a million and half dollars they're five your assets you've got a refresher course technology changes. And the answer is a million miles a piece. You can't have one. You need to have two of everything. So when somebody takes a look at an in-house facility and I was argument's sake that they're doing a million pieces now a month or whatever you call it cost them let's call a dollar a dollar an invoice. Right. If they're able to cut down and they go to digital and usually a lot of times and you go digital you can cut 10 to 15 percent of your outbound mail.
Chris Kropac: That's usually the the the market that the number of people uses. And if you go for mail in a million piecemeal a month at 750 thousand piecemeal a month well your ability is still the same. Your equipment's still the same. Your people are still the same. You still working the same hours because you're still there. Right. So yes you can save on some postage you save some it's mom bills but you really save any money. When a client like this comes out and they go digital and they go from a million piecemeal among the 750000 to smell a month they're only paying for what they're sending out. So they're able to again be more customized in their approach. They're able to communicate with the client like they will the client wants communicate. Some clients like e-mail. Some clients like tax text is huge right now tax to pay tax is a big thing in the marketplace right now or hardcopy. Right. Go back to outsource communications to a guy like us will handle communication with your clients again whether that's mail email or text I handle emails and text my clients all the time because it's easy you know it's rather than build your own interface we have it all for. We will communicate however we want. However my clients want their customers and just communicate on your core business what your core business is your core business direct mail no site
Malcolm Lui: Now.
Chris Kropac: It's
Malcolm Lui: Yeah
Chris Kropac: Selling insurance or collecting or or cable or telephony or whatever it may be and leave you know outsource your non core elements
Malcolm Lui: Right now when someone has a in-house printing for so silly they work the numbers and at the command we're spending so much on this and you know we have people on staff. We have this huge amount of equipment that we need to be fresh every five years and then they look at a alternative solution like PCI. Now how does that work. Do you absorb their their team making power your team and you somehow absorb their facility somehow and make it easier for the next transition or do they just write it off and lay off people doing the printing
How they help a company with in-plant printing.
Chris Kropac: A little bit of everything right. So first thing we do is we go in and do an assessment. So we've developed in-house assessments that we'll just go out. We'll just sort of grade what the what the client's doing. Lot of stuff to doing is hey are you getting security complaints. That's big in today's world. Right. Because one breach can mean a lot on the confidence of your company
Malcolm Lui: Uk
Chris Kropac: Right. We'll go out and we'll do an assessment. We'll take a look at it. Once the company decides to outsource to work really we're not in the business to lay people off. We don't want to lay anybody off but a lot of times you say it all depends on how many people there. You're always looking for good people. Right. If these people do with you 5 10 15 years take them and put them into spots where you need them which is your core business. It could be. Listen it could be from running an insider to now answering the phone hey they've been with the company 10 years. They love the company. They're in gray with that company did the best person talk to clients right now. They could go and do something else. Right. So when I would never say listen let's get rid of it now unfortunately sometimes people do get let go in the process right. Anytime you outsource something sometimes that happens most times a lot of those assets can go and just do different things that don't support the core business of my clients. And that's really really important the core business. Get to it and get those people that really care about your company and let them sell your core business. Is that your core product whatever that might be
Malcolm Lui: Right. Okay great. Now you talked about reaching out to the top collection agencies and and reached a new market. Those that have their own in-house printing I can share what your plans are to connect with them to gauge them and share with them how you can help them.
Chris Kropac: You know we do a lot of we go to a lot of industry trade shows. We've been doing that for a clutch of space for a long time. We are starting to go out more digitally FCO engines and some some really creative marketing ideas and some blogs and some white papers and stuff like that to try to get them not going to knock. You know it's a challenge. I mean it's part of one of the biggest challenges I think any company you know to a trying to get good people and then trying to get good clients and where to find them. How do you penetrate them. You know a lot of times everything's relationship when you're somebody like me if you're a successful company you have a guy like me in your back pocket ready to work with somebody like us where we help. We we like to think that we help a client grow or maintain a business. We do our job correctly. Right. They'll be able to grow their business as well because we'll be able to get everything out on time and they'll be able to do collections are gonna down the invoice to get out on time they get payments and all that kind of stuff. So it's hard. I mean it's hard but there's always opportunities out there. So you've got to be ready when opportunity knocks
Malcolm Lui: Right exactly. Is there one particular marketing channel that's work best for you.
Chris Kropac: Know relationships. I mean it keep coming back to relationships. You know we've gotten involved in the collection space. We penetrated that. We went to the trade shows and you just got to know everybody right. People have been in business for a long time. You're the new player in the marketplace. We had the same issue going up plants right now. So I would say right now face to face is for us again because we're not looking to go out. We're not a consumer brand. We're not looking to bring millions of clients on we bring on you know client a two a month. That's great business for us right now. And if we get a couple hits a year that's great business for now.
Malcolm Lui: Right
Chris Kropac: So you just gotta keep going out. You've got to keep meeting people we go to a lot of say equipment shows trade shows that typically you don't go to market you just going out there just to meet people. Right. And people make a story what's going on again you're on a you know you have the momentum in the industry right now. So people like to hear that and then obviously when you have the momentum Hey I got a project can you help me out. Sure. And then you help me out and then you get him involved a little tiny bit and then once you're there a little bit then you just you prove yourself every single day you've got to prove yourself
Malcolm Lui: Right.
Chris Kropac: You've been proven to solve every day for 50 years so
Malcolm Lui: Yeah that is the key right to a constant continuous improvement. It adds up at the end of the year
Chris Kropac: 100 percent.
Malcolm Lui: Three lap budgets for you in one line and one sentence. How would you describe PCI
PCI Group in one sentence.
Chris Kropac: I've been trying to figure that out for 30 years. So we're a we're a family owned business that really cares about the people and really cares about the customers to provide a mission critical service from
Malcolm Lui: All right. Yes that's a
Chris Kropac: Oh
Malcolm Lui: Good one
Chris Kropac: That's
Malcolm Lui: Liner
Chris Kropac: Good bad
Malcolm Lui: That's a good one. Very succinct and to the point gets the gist what you shared with me during this interview. And the two final questions. You already talked a little bit about this already been a recap again. Who are your ideal clients and what's the best way for them to reach you and your team.
Their ideal clients
Chris Kropac: So dear clients are top of family collection agencies. Obviously you can call us or you can see us at shows were at the major collection shows large to medium size enterprise companies that have in-house print and mail depart. You know we'll be reaching out here. We'll see if that shows come on and say hello. You'll like what you have to see.
Malcolm Lui: All right. How about if they want to contact you now through your Web site. Can you maybe share your Web site and in how to contact them via telephone or e-mail or contact us form whatever works best
Chris Kropac: Sure you can always contact us. We have a website up he said group dot com. You can fill out a contact form or obviously you can call the business any time on a 2 or 3 5 7 8 7 7 0 0. He can ask myself Chris Kopek
Malcolm Lui: All
Chris Kropac: And
Malcolm Lui: Right
Chris Kropac: I'll put you to the right person
Malcolm Lui: All right. Fantastic. Thanks so much for joining us today Chris and sharing how you accelerate your company's high value sales.
Chris Kropac: Thank you very much Malcolm. I appreciate the opportunity.
Malcolm Lui: We've been speaking with Chris Kropac, the President of PCI Group, 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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