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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 Martin Turner, the CEO of Retail Solutions, a full service real estate firm specializing in the leasing and sale of commercial real estate. Welcome to the show Martin.

Martin Turner:
Good morning.

Malcolm Lui:
Martin, you grew your company's revenue from $3.7 million in 2014 to $8.4 million in 2017, a 127% increase, and in 2018 you hit around $18.5 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?

Martin Turner:
Absolutely. And I will actually lead by saying that I am the CEO of the company and I took over in 2016 early to mid 2016 as the CEO, I formerly ran the Houston office in Houston division of the company and was asked to take over as CEO in 2016. So a lot of this growth is is not just mine as the leader. And so I figured I'd make that clarification right off the bat.

Malcolm Lui:
All right.

Martin Turner:
But as far as who we are, we are a commercial real estate brokerage firm. And I think your description was appropriate in the beginning. The one thing I would say is that we're not necessarily a full service commercial real estate firm in the sense that we primarily provide brokerage services. So and what that that means is that we lease and sell commercial properties in the areas that we operate in actually nationally and internationally as well. And so we've been pretty laser focused on being just a brokerage firm since their inception. The companies about 10 years old. And currently we list about eight hundred properties, probably six hundred of which are our retail properties. And that's more retail listings than any other firm in our in our category and the areas that we operate. And we are primarily retail focused, although we have seen growth in other disciplines as well. We have an office division that's doing very well and we sell a lot of land as well.

Malcolm Lui:
All right. And for the growth that you had over the past few years, right. Three point seven million in 2014 all the way to to eight point five million in 2018. What were the three biggest drivers behind that growth?

Martin Turner:
So the the biggest growth over that time is I would say we started off as narrowly Lord representation platform. And so to explain for somebody who doesn't know our business, the brokerage here, you're generally either representing the landlord, the owner of a property or the tenant or the buyer of a property. And so you're you're generally on one side or the other, whether it's leasing or sale. And a lot of the companies in our space have sort of a specialty niche where they are primarily landlord happy or they're primarily tenant rep heavy. And the founder of our company, David Simmons, is one of the most prolific landlord rep brokers in the state of Texas. And he he started out and I would say 90 to 95 percent of our work for the first couple of years, and business was on the landlord side of things. And so we while it wasn't the most profitable way to grow the business, it did create a very strong brand in the marketplace. People saw signs everywhere. And the name became, you know, well-known in the industry and in a short period of time. And so as new folks were hired, brought on in and in the various markets in which we operate, some of those folks were were more tenant rep heavy. And they really spearheaded a lot of growth on the tenant side where today our tenant tenant rep platform is as strong as our landlord rep platform. And and the revenue is is much more split between those two. In fact, tenant rep represent a little bit more of our revenue.

Malcolm Lui:
All right. So, OK.

Martin Turner:
And then the other the other growth sources have been geographic expansion. We have gone from our original office in Austin and we have now also moved in in six cities in Texas, Dallas, Houston, Austin, San Antonio, South Texas, Mike Allen and El Paso. And then we also have added Louisiana, Lafayette, Louisiana, and Albuquerque, New Mexico in recent years.

Malcolm Lui:
All right. So just to recap, the three drivers as one, you built up your brand at the very beginning, they got known in the marketplace on the Orlando representation site. And then the second driver was that you grew the tenant rep side of your business. That's a good source of growth for you. And then the third one is the geographic expansion from just one office in Austin to now, I guess, seven offices in total in Texas.

Martin Turner:
Six offices in Texas and then two offices elsewhere, so we have an office in Albuquerque and an office in Lafayette, Louisiana.

Malcolm Lui:
Right. So when you open those offices in Albuquerque and in Lafayette for those V acquisitions, are. Is this a good market or you had a lot of clients out there, you said we need to put someone out there.

Martin Turner:
Yes. So they were actually different. Different stories, both of which have worked out quite well. Ah, Louisiana market leader was actually an organic move. She was the CEO. And a lot of our our prior growth is thanks to her as well. She she came on and was the first sort of operations leader for the company at a time where we were growing quite explosively and needed a lot of operations help. She came on and on and was the operations leader, but her past was in brokerage and she had done specifically a lot of tenant rep work. And so when she decided she wanted to move back home, Lafayette is their home. And so she moved back to Louisiana a few years back. She was an ideal partner to place there. And so she has opened that office and they have focused on both work inside of Louisiana. But that office in particular has done a ton of work outside the Louisiana borders on the tenant rep side, where they've handled national tenant rep relationships and represented retailers expanding across the country.

Malcolm Lui:
Right. Got it.

Martin Turner:
And then

Malcolm Lui:
Yep.

Martin Turner:
On to New Mexico. Really different story there. We we had opened an El Paso office and probably two and a half years ago, and the leader of our El Paso office had a client who happened to be a prominent broker in Albuquerque, one of Albuquerque's best brokers, and introduced me to them. And we got to talking. And and this gentleman, Rob Powell, and a group of folks that he was he was working with on a team decided that they were probably going to make a shift and look elsewhere. And so we started courting them as potential partners in that market. And it seemed to be a really good fit. They were very collaborative team. Our company is well known for being very collaborative in the way we do business. And it just felt like a perfect fit. So it was the first time we had taken a pre-existing team in a market. And, you know, and and put together a deal to have them come on board. And, you know, I would say it's it's gone extremely well there, you know. Now, one of Albuquerque's top commercial firms there and our. Are kicking some butt for us and the New Mexico market.

Malcolm Lui:
All right. Now for your clients, because first I say, can you on the landlord side is the entity that owns the commercial real estate, and then you met you just now that this is a broker who is your client?

Martin Turner:
Yeah. So actually well, that's a that's actually a fairly common thing that, you know, brokers at some point in their career, they decide to be owners as well. And so, you know, broke he he owns some property that was in El Paso and a and he had Chris. Chris, who's our El Paso leader, working on that property for him. And so he. But, you know, his is his day job. What he does day in, day out is Rob is a broker. And so he happens to own some commercial real estate as well. And so I wouldn't say it's common to have a broker who is also a client. But, you know, there are a number of instances of that across our portfolio where we actually have a broker who owns a property that we we represent.

Malcolm Lui:
Right. Got it. And in terms of branding, you mentioned before how you you're the founder grew the business quite fast on the landlord Web site and then you became well-known in the marketplace. How important is branding when it comes to winning new business?

Martin Turner:
Oh, it's very important. You know, it's. It can. It can make or break a lot of times. It's a small, small community. You know, the there's a small set of owners that own a good chunk of the big assets in the retail world. And, you know, there are only so many retailers out there that are expanding. And so, you know, they know the big players in the industry. And there's you can count them on on, you know, on on two hands. Typically, if you're outside of that group, it's it's very tough to win business. And and so no branding is is very important.

Malcolm Lui:
All right. So does that imply that your your business growth is coming much from your existing customer base or is there still some new opportunities with new clients?

Martin Turner:
No. You know, I would say actually that's that's not the case. Obviously, we do get a lot of business from our existing clientele, but our growth has come from. From reaching out to to new, new prospective clients. And, you know, we talked about tenant rep being a big source of growth for us. One of the ways that we were able to break into that side of the business and really attack it and take on a lot of the big competitors in that space is we focused quite a bit on our research and analytics division, where we have a really smart, really competent team of three that we put in place. And all they do is, you know, study demographics, psycho graphics and all sorts of data that's critical for expanding retailers. And they put together just incredible research packages for our expanding clients. And we are able to offer this to to our clients, many of which say, you know, it's the best data they've ever seen. And, you know, just find it to be an invaluable source for them. And so that's given us an ability to build a brand for ourselves in that space and and and acquire a lot of clients that, you know, without that, we would have never been able to get our foot in the door.

Malcolm Lui:
Right now, these guys majority know of retail solutions to start or are you still a fresh face?

Martin Turner:
So we're kind of in that in-between stage where, you know, if they're established and they've been around in the Texas market for a long time, then the answer would be yes. You know, it would be pretty hard to be in the industry and and and doing retail real estate and not know who we are at this point in time. If if they're doing business in our market, you know. But there are always new entrants to our market. So, you know, we pick up quite a few clients that come from from other regions and are very interested in expanding into the Texas region. And so they are meeting a lot of the firms for the first time, with the exception of a few of the national brands. And so, you know, I guess the answer would be on that. Yes. And.

Malcolm Lui:
Right. Got it. And how long does it take to know from initial contacts to inking a deal? What's your sales cycle?

Martin Turner:
It's long, it's very long. So and we look at that all the time because, you know, we we are first we have to secure a an account so that can be a very long process. And I wouldn't be able to define how long that is because it varies widely. I mean, sometimes we chase accounts for for many years, sometimes as quick as a couple of months. But typically we don't win an account without a couple months courtship. And then and then once we start working with with that client, you know, if it's an expanding retailer or whatnot, we have to go out and find suitable sites for them. That can also take many months. And and then, you know, do their own due diligence on the site. And then, you know, they have to go and build out their space and make it suitable for them. So by the time all of our contingency is on a deal are met, it can take, you know, anywhere from six months to many years. You'll see that I did four or five years to get paid on.

Malcolm Lui:
Right. It's quite a long time.

Martin Turner:
Well, that's, you know, obviously a typical and much longer than than than the norm, but. But yeah, that is that is part of the game. So, you know, we always look at two metrics. We look at, you know, what we've booked, you know, the the deals that have been signed and how much we've earned from those. And then, you know, obviously how much cash is coming in the door. And while the deals book may be a better barometer of how we're doing, in actuality, you know, that, too, may may tell different stories at different times.

Malcolm Lui:
All right. The measure must make it challenging for planning as well.

Martin Turner:
Yeah. Yeah, it is. But the challenges we have and so sales is nice in that respect. You know, we we. Higher and higher percentage of our of our revenue has come from sales over the years, and that has helped smooth that. Because when a sale closes, it closes. We are paid at the at the time of closing. And so the correlation between the deal being booked and revenue being, you know, or the cash being seen in our account is is know 100 percent. If it happens that quarter, we get paid that quarter, whereas leasing is almost never the case. We we wait sometimes. Like I said, sometimes years, but we get paid in installments. Once the leases signed. But, you know, we invoice for it. And then, you know, however long it takes to collect and then and then again when the tenant opens for business. And so if they have extensive construction, it could be a very long time. So,

Malcolm Lui:
All right.

Martin Turner:
Yes, it from a planning perspective, it is it is one of our biggest challenges.

Malcolm Lui:
Yeah, I imagine this current must hamper your growth sometimes as well. Are or you had to find some funding or any other big client that wants to do a huge new shopping center complex, for example. Right. So it's gonna take a while to build out everything and get tenants and so on that, you know, if you're looking at that, you can be thinking, okay, you know, we're gonna help them with this. It's gonna take them five years to get it done right. So now

Martin Turner:
Yeah. Yeah.

Malcolm Lui:
That those.

Martin Turner:
Yeah. We spend a lot of money on the front side and end and spend a lot of time on the front side and we rarely see that payoff. You know, until until a year, two years, three years. And at the end of the day, you know, we were in the business of keeping our clients and expanding those relationships. And really, the value is in in volume of deals we're doing with these folks. So we you know, we don't we don't make enough off of any one deal to make it worthwhile. You know, we're we're making the investment on the front side so that we can realize returns for many years to come from these clients. And so, you know, that obviously requires us performing and doing our job, which, you know, so far we've been good at.

Malcolm Lui:
Right now, in 2000, 17 year at a point for 2018, you hit around eight point five. So as a flat year revenue wise, what happened there? Was it just a tough market?

Martin Turner:
No, actually, I wouldn't say that was that was market driven at all. So we it was somewhat intentional in the sense that what we didn't say, you know, we want a flat year this year. We we definitely made an intentional decision to stop focusing on revenue growth and focus on profitability. So and not only profitability, but also our average broker production volume. Make sure that the the you know, the brokers at the end of the day are what drives our business. They're independent contractors. And, you know, we want to make sure that they're making a really good living doing this. And you have the resources and whatnot at their disposal. And we are a classic case of a company that grew extremely fast and, you know, because we were really good at what we do. But but we grew to a point where we could no longer handle the growth. And so just our processes weren't there. And, you know, our data was disorganized. And so we really put an emphasis last year on and, you know, for the past couple of years on making our platform more efficient. So while we grew very modestly last year on the revenue side, we booked a lot more work, which means the revenue in the future is much better.

Martin Turner:
And we're seeing that this year. We're way up this year. I think year to date this year, we booked 50 percent more work than we had year to date. At the same point last year. So we're really cranking right now. Our average broker production volume is up about 50 percent year over year. And so we've just seen all of the metrics that really matter to us are really good. And so we last year, we actually was the first time we ever shrunk our brokerage force. So we we had a number of brokers that just weren't making it in this career. And we hadn't you know, we hadn't let them go or let them go yet. And so it was that last year was kind of a year where we we really focused on the brokers that wanted to do this, do it well, be the best in the business that their practice. And I feel like the quality of our brokerage team is infinitely better. And and, you know, they're they're making 50 percent more money on average this year than last year. And so that's that's a pretty significant hot.

Malcolm Lui:
Right. Yes, the number that you report your revenue figures, right? Of course, you only recognize it. I imagine not all up front when you win a deal that percentage of completion or your time, it's a year when you actually receive payments. So the real metric we should be looking at perhaps might be looking at your backlog of work that's in the pipeline. Would that be more accurate measure?

Martin Turner:
Yeah. So I think absolutely I think the the predictor of our future revenue. First of all, I think that the most accurate predictor would be how much have we accrued that we haven't collected. That's probably the safest bet to predict the future. And, you know, we call it are our open balances and our open balances are a million dollars higher than they were this time last year. So we just we have collected or we have booked we have accrued so much more work. So we're very optimistic on that front. And then, of course, pipeline. And so we've made big strides on that front as well. We introduced a CRM that has been adopted by our brokerage force and it's really helped the brokers themselves be able to track their pipeline much more. But also, you know, being able to, you know, sort of look at it in the aggregate and say, OK, we have this many deals that are out at contract stage and this many deals that are, you know, earlier in the pipeline. And, you know, these accounts should really start paying off. So it's given us much better transparency across the across the platform and in our current size. We really needed that. The data element was really lacking a couple of years ago. And so we you know, it was all get.

Malcolm Lui:
Right. Got it. So you said yourself, I can be quite long. Multiple, multiple years in some cases. How does your team keep in touch with the prospective client? Is there? Check out other people as well. Right. When they're looking for people to potentially do work with them. So how does a team keep in touch with them?

Martin Turner:
So that's I mean, that is the core of what we do, we're a service based business. And so if we're not constantly in contact with our clients, you know, we're not doing our job right. And so, you know, the best brokers are the brokers that are constantly following up with their clients, even when I would say especially when things aren't really tracking, of course, we're we're all eager to talk about a deal or a new exciting opportunity. But where brokers go wrong is when they're struggling or when things are not happening as quickly is as anticipated or as quickly as the client would want. That's particularly the time that you want to reach out and let them know all the things that you are doing. Because, you know, while you might be working your butt off day in and day out and doing all the right things and planted the seed for, you know, for the future. The client may think you're not doing anything if they're not hearing from you.

Malcolm Lui:
Yeah.

Martin Turner:
And so especially in a long sales cycle. And of course, our competitors are always talking to our clients and on other stuff. And so we just have to be very proactive about making sure that we're getting credit for the things that we're doing. And and and also, you know, just just stay in keeping the relationship alive and and listen into what they want. They may have changed their strategy and not told us. And if we're not reaching out to them, we wouldn't know that. And so maybe they they're they're willing to look for a slightly different product type now. And so sometimes, you know, just reaching out to somebody, you trip across to a new opportunity you didn't know, is there? So, yeah, it's staying in touch with with the clients. This is kind of the essence of of what we do.

Malcolm Lui:
Right. How about with prospective clients? Do you

Martin Turner:
Yeah.

Malcolm Lui:
Keep those guys one year when you don't really have projects to talk about?

Martin Turner:
Yeah. One of the one of the key reasons that David Simmons, the founder of the company, you know, who is kind of the heart and soul of the retail solutions brand. He's very high energy guy. All you know, he's he's all sales and business development and love that side of it and despises the operations side of it. And. And so, you know, one of the main reasons for wanting a CEO a few years ago was that he could focus his efforts and energy use much more on the business development side. And that has certainly played out. And so he is on the road quite a bit, going to various conventions around the country and meeting with emerging retailers, going to their offices and doing pitches and really spending a lot of time out, you know, building, building relationships, building and building the brand. And then, of course, are independent brokers are are doing the same thing and they're out there constantly reaching out to new companies. And if we get wind that a retailer might be come into our market or if we just feel like they would be a brand that would be good in our market where we're reaching out to them and asking them if they're coming.

Martin Turner:
We also represent a lot of retailers outside of our market. So just in the last two weeks, we've done a deal in Mexico, we've done a deal in Canada. And, you know, in addition to a whole bunch of deals outside of the states that we operate on. So while we only list properties in three states that we have offices and we we can represent we can represent expanding retailers anywhere and everywhere and we partner with brokers in those various markets. And so the retailers love it because they have a single point of contact. We really know what they need. We're able to operate as sort of their internal real estate department for, you know, our emerging brands that don't have that real estate department quite set up yet. And and and then we're able to sort of act as a co partner with the boots on the ground, whoever the best broker in that market is that we deem to handle that account. And so we've established a lot of relationships with brokers and in markets around the country. And I think we've done done deals in forty three states over the last 12 months.

Malcolm Lui:
All right. Seven more to go and you have the everything covered.

Martin Turner:
That that would be the hope. Last year, I think it was like Ford at 42 or 43. This year that would be great if we could get all 50 and then, you know, a few other countries as well. And so I know where our research and analytics team is working on some projects for for folks in the Middle East as well and doing some research in Dubai and other Middle Eastern countries. So know it's exciting.

Malcolm Lui:
Yeah. Dubai's a retail mecca in that part of the world.

Martin Turner:
Yeah. Yeah.

Malcolm Lui:
On the high inside as well.

Martin Turner:
Oh, absolutely.

Malcolm Lui:
So for two thousand nineteen. What are the exciting opportunities that you have been focusing on so far and what what do you plan on doing the rest of the year?

Martin Turner:
Yeah. So, you know, I think, first of all, I would say by continuing what we the trend that we have been seeing and really focusing internally on the brokers and continuing to grow their pipelines and see the growth there. We're thrilled that, you know, we've seen such a huge uptick in broker production year over year. We want that trend to continue. And that's, you know, always going to be kind of the centerpiece of of our focus. But we also do see huge opportunities to grow our platform at large. And so bringing on more folks that are focused on investment sales is a big priority of ours. We are also talking with groups that focus more on property management and potentially bringing on a property management division too. Which would be very synergistic with our leasing platform. And we're looking at new markets. We're talking to a group in Arizona. We have our eye on California, talking to someone in Florida and Colorado. So we're looking all over for situations like the Albuquerque team where, you know, we can bring on a preexisting established team to join the platform. And and so we see that as a big area of growth. And then continuing to improve our internal systems, our data collection and collaboration. The bigger we get, the more data we can collect and just become a much more smart and efficient run organization.

Malcolm Lui:
Right. Three final questions for you, Martin. Yeah. No, walk along the freeway for retail solutions. What would it say? Keep in mind that people drive by a billboard, especially here in Texas. When you're out on the freeways outside the city, they're going to zip by in six seconds or less.

Martin Turner:
Ok. I would say retail solutions, the most collaborative and aggressive commercial real estate company in the business.

Malcolm Lui:
Most collaborative and aggressive. How does that tie together? You don't hear that those two phrases. Two words

Martin Turner:
Yes.

Malcolm Lui:
Too often.

Martin Turner:
So collaborative, really. So we put out a internal survey and so we're always marketing both to potential clients as well as, you know, brokers to join the team and to become a part of retail solutions. And so, you know, one of the sort of core pieces of retail solutions that distinguishes A is that we have a extremely collaborative platform. We share information and we share deals much more often and with much greater ease than than other companies. Part of it is just how we're established and how we we have a system set up to share deals. But part of it is also just who we hire. We don't you know, we don't hire assholes. We don't hire, you know, brokers who are paranoid about other brokers coming in and stealing their deals, you know, and those brokers typically don't don't last if they are in the platform. And so what we what we have is the core of our team. It's just folks that want to make a lot of deals that realize the advantages and, you know, look at, you know, the possibilities of of sharing. I'll give you a couple of examples of where they tie together the aggressive and the collaborative. So we have a new broker in the Houston market. He comes on the team and and immediately starts calling other brokers in other offices and, you know, and asks them, you know, hey, you know what? What product of yours can I market and blah, blah, blah? And he starts these conversations and immediately he starts teeing up thirty thousand fifty thousand square foot ello wise because he's able to call on these centers in, you know, in in McAllen.

Martin Turner:
He did a deal and he's done two deals. And Mike Allen, he's done a deal in Midland, Texas. He's worked on deals in El Paso. He's done a deal up and in Dallas. And so he's his portfolio. Ordinarily, this new broker would be out there looking for, you know, just the ability to just work on any little small detail out there and able to come on. And we have the potential to, you know, work on large deals right off the bat just by being aggressive. And and Eddie has paid off for it. I mean, he's having a very strong first year in the business, has done a lot of deals already. And. And what it's led to for him is being able to pick up some better and better accounts because he's he you know, he he has the experience of working on on on deals. And so that collaborative platform has enabled him to be very aggressive and go out there and and and make things happen. Whereas, you know, ordinarily he would just have to be starting from starting from scratch and and really have anything to work on.

Malcolm Lui:
Right. Got it. Two last questions for you. Who are your ideal clients and what's the best way for them to contact your team?

Martin Turner:
Yeah. So any any retailer that is expanding in, you know, in the United States is our ideal client. So we we have a very advanced research analytics department that can help expanding retailers. You know, drill down on their on their customer where they need to be, where they need to locate. They can split up markets for different franchisees. And we have a lot of experience doing that. So, you know, any expanding retailer or restaurant is is a you know, is a target for us. Any owner of a commercial real estate across the country. We we want to be leasing and selling their property. And so, you know, we we work with big and small alike. We have clients such as Simon Property Group, HDB, Washington Prime, which are all very prominent companies in our space. And and we lease for the first time owner that, you know, just acquired a building and needs to lease out a twelve hundred square foot vacancy. And we we find that by spanning the spectrum, we have our hand on the pulse of the entire market. And we really understand who to reach out to at what circumstance. So, you know, an example of where that really matters is where we we might lease a class, a shopping center for a group like Washington Prime. But but they may have a very tough to lease space in the elbow of a shopping center. And. And that, you know, most brokerages that are only focused on on class a property wouldn't even know who to call on, wouldn't even, you know, be able to touch something like that, whereas we can jump in. And we have a huge database. We have thousand different folks that we've talked to in the business, in our database. We do a really good job of cataloging them. And so, you know, we're able to make those calls and and bring a lot of value. You know, the sometimes the sexiest spaces, those are the easy ones least,

Malcolm Lui:
All right. All right.

Martin Turner:
You know. But. But where we sometimes prove our value to clients is is in really getting the the you know, the stuff that that's a little tougher to lease least up. And then, of course, you know, we get to to lease the nice stuff as well.

Malcolm Lui:
Right. And what's the best way for these these retail operators to get in touch with you guys?

Martin Turner:
I threw our I mean, they can visit our Web site, retail solutions are AECOM, they can reach out to you know, I would recommend if there is an expanding retailer or just owner general inquiries, I would recommend reaching out to either myself or David Simmons. We have easy, easy emails. David at Retail Solutions are AECOM and Martin at retail solutions are DOT. And you know, my phone numbers 5 1 2 2 9 3 3 4 1 6 if they'd like to call.

Malcolm Lui:
All right. It's always good to be e easily available.

Martin Turner:
Yeah.

Malcolm Lui:
Martin, it's been awesome to have you on my show today. Really enjoyed hearing how you grew your company so fast.

Martin Turner:
Thank you.

Malcolm Lui:
We've been speaking with Martin Turner, the CEO of Retail Solutions, 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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