Driving Retail Sales at Lower Cost - Brett Beveridge of T-ROC - Eversprint

Driving Retail Sales at Lower Cost – Brett Beveridge of T-ROC

Brett Beveridge, Founder and CEO of T-ROC

Brett Beveridge, the Founder and CEO of T-ROC, The Revenue Optimization Companies, grew his company’s revenue from $23 million in 2014 to $85.1 million in 2017, a 270% increase, and to around $146 million in 2018.  

T-ROC is a sales performance agency specializing in turnkey retail management, operations and outside sales teams.  

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

  • Helping big box retailers sell complicated and prescriptive products more effectively, by providing training and/or T-ROC staff to work within the store.    
  • Growing their network of T-ROC owned and operated stores under the brands of T-Mobile, Xfinity, Samsung and other well known companies.  
  • Providing merchandising services and trained seasonal staff.  

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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 Brett Beveridge, the Founder and CEO of T-ROC, The Revenue Optimization Companies, a sales performance agency specializing in turnkey retail management, operations and outside sales teams. Welcome to the show Brett.

Brett Beveridge:
Thank you for having me. It's a pleasure to be with you here today.

Malcolm Lui:
Brett, you grew your company's revenue from $23 million in 2014 to $85.1 million in 2017, a 270% increase, and in 2018 you hit around $146 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?

Brett Beveridge:
Sure be happy to do that. We are a an ecosystem of various offerings that maximize the productivity of your retail strategy or your retail channel or your retail operation. We do that through the combination of people solutions and technology solutions. And think of anything from should you be in retail. If you should where should you be. How big should your stores be. What should they look like and how many of them should you have. All the way through to physically sourcing the locations negotiating leases buildings stores and then operating on them on your behalf. If you so choose you can have any of those services a la carte. But we find that the best results happen when we're involved. And most if not all of the services I just described. So think of things like running your retail operation on your behalf. Think of things like visiting retail locations where your products might be sold and making sure that the sales associates in the stores where your products are sold are trained and they're knowledgeable and they understand why your product or service is better than the competition that's on the shelf right next door. We do mystery shopping. We do merchandising and we also have very sophisticated technologies from our division called Mobile insight which is our software division that really maximizes the productivity of your field teams ensuring that they are visiting locations when you want them to be visited. Actually making sure that they're there when they say there they're using geo fencing technologies and by the way we hold about 4 patents on geo fencing geo fencing technology and then making sure that all the data that they collect from those visits is aggregated and can be reported upon in a way that makes it obvious for how you can maximize and make changes to maximize productivity of your retail stores or your retail products in those stores.

Malcolm Lui:
He has quite a bit. You have a huge team or do you have partners that help you with all those bits.

Brett Beveridge:
No all the all of the services I just mentioned to you are homegrown. I started this company back in 2008 with the First Division which was called the retail outsource. And as we started to really get our footing and get our traction our customers were pleased with us. So they asked if we could do more for them and of course as an entrepreneur. The answer is of course we can. Not necessarily knowing exactly how we would but Newark knowing that we would figure it out. So we we just basically organically grew and after the retail outsource came the consumer insight. After the consumer insight came mobile insight which is that software division I mentioned we also have an I.T. division called Sim bits that is has the ability to basically architect your retail technology strategy and procure it and install it and monitor it 24/7 365. So when I said we have people solutions and technology solutions you can see they're basically on equal footing. And we rely very heavily on technology so that our people can really be effective and spend their time building the business and taking costs out of the business instead of of kind of antiquated processes that they can hold you back.

Malcolm Lui:
Right now. Are you working with a huge number of clients or you have a small set you're providing all those services to them.

Brett Beveridge:
We We mostly deal with Fortune 500 companies companies like Apple and Samsung and AT&T and Wal-Mart and Comcast horizon and T-Mobile and HBOS and and old Belkin and all different types of companies. But we don't have hundreds of customers we have you know a couple dozen customers that are in that caliber. We have over 6000 W-2 employees across the country and we now already begun our expansion outside of the US borders. So we have a very large team we operate in all 50 states and Puerto Rico today. But we are very specialized so we like to think of ourselves as a global company. But we think and act very locally and never want to give up that kind of personalized one on one customization and attention that we give to that smaller set of customers.

Malcolm Lui:
Right now the six thousand W-2 employees you have they're not all working for you full time I imagine. You ever get them are part time folks to do the mystery shopping here in their.

Brett Beveridge:
It's a mix. So we do have full time and part time but they're are their permanent employees though. So they're working you know every week. So it's not like they are active and then inactive for months. These are fully active full time and part time employees. We also in addition to that have a contingent workforce that we do call upon for various specialized projects or very large scale projects that need to be done in a short period of time. We have twenty thousand of those contingent workers that are ten ninety nine employees to ninety nine contractors that can come in and fulfill some unique needs as that becomes necessary to do so.

Malcolm Lui:
Right. Got it. Now in terms of your business growth you grew pretty fast. I'd say twenty three million in 2014 to one hundred forty six million in 2018. What were the three biggest drivers behind this growth over the past four years.

Brett Beveridge:
There are a lot of drivers but I'll I'll try to narrow it down to three. I would say first is our our people division that provides the kind of the management of our customers retail categories and big box stores. So think of a big box retailer that has an electronics department and that they happen to be not so good at selling complicated products and services things that require kind of a prescription. So we are really good at selling complicated stuff is what I tell people so they engage us to become their electronics experts in their electronics department of their big box store. So we've seen a tremendous amount of growth over the last three years by executing more and more programs related to that function. We also have been investing heavily in what I call tea rock branded stores so they're not stores that are called T rock but they are stores that are other brands that we own and operate and build. Think of a licensee type of a model. So we have about eighty five T-Mobile stores. You really can't see the difference between a Tea rock owned T-Mobile store or a T-Mobile owned corporate store.

Brett Beveridge:
We have the same inventory we have the same fixtures the same floors the same lighting the same signage and we can do anything in our stores that T-Mobile can do with their customers and their stores. We've seen a lot of growth there last year we also started opening extended stores that are ours in Chicago and now in Pittsburgh and Detroit and we were the very first company to open Samsung flagship stores. This is a fun and fun story. I don't know if you remember the s 10 launch just a couple of months ago. It was on February 20th and Samsung on the heels of that announcement of the S 10 in the fold opens through us as a dealer three stores simultaneously at the same time across the country. So we had a store open in L.A. and Houston and New York at the very same moment in time. On the heels of that announcement and we see future growth with us continuing to be very focused on what brands we should be opening as a dealer for future growth and two for the next five years or more.

Malcolm Lui:
All right. So no one people division division where you're helping the big box retailers sell complicated stuff now. Are you putting your own team in there or are you providing training.

Brett Beveridge:
No no no these are our W2 employees so we operate the store we fully manage the inventory the cash the the register the customer care we own the inventory in those stores. So it is a think of a car dealership but for Samsung you know where it's where it's really our people are our lease our expenses the whole the whole operation.

Malcolm Lui:
Okay.

Brett Beveridge:
And the third driver

Malcolm Lui:
Yeah.

Brett Beveridge:
You asked about you said were the first three and I gave you the people and I gave you the branded stores. The third is our new division called flex rock and flex rock basically handles all of our merchandising programs and all of our kind of seasonal work. So let's say holidays coming up and you our customer wants to have two hundred people that are fully managed by us and are fully trained by us to sell complicated products and services in their big box stores. That division would handle flex shopper would handle that kind of seasonal work at the same time.

Malcolm Lui:
Ok so for the first driver that people division where you said you help the big box retailers sell complicated stuff. Now is that your people who are in those big box retailers selling it or are you just training the big box retailer employees.

Brett Beveridge:
So we do both. So we have we operate with my W-2 employees inside of about thirteen hundred big box stores across the country. So again fully managed by me it's not a staffing agency. These are high performance sales teams that are highly trained on selling again complicated prescriptive products and services. In addition to that we also do provide national training teams outside of that. Thirteen hundred doors that we operate we also train associates on selling the products and services that we're representing for our customers. So an example would be if you heard of let's say cricket or AT&T. AT&T sells their products and services inside of Best Buys and Wal-Mart's and targets and Myers. So we have a national team that look like AT&T flesh cricket employees but they're my employees that are fully managed by tea rock and we are visiting those Best Buy's Wal-Mart and targets on a regular basis and ensuring that the associates the Best Buy associates and the target associates and the Wal-Mart associates are fully up to speed on why AT&T or cricket are better than the other wireless carriers making sure they understand the latest rate plans making sure that the displays in those stores that they have AT&T and cricket skews and products on them are organized and are up to date and fact tags are accurate. So think of almost like business development we visit about 19000 visits per month to various retailers to train their associates and to make sure that their brand is being represented properly.

Malcolm Lui:
Right. So the idea here is that AT&T would rather have you do it for them and having their own team gotten do all that.

Brett Beveridge:
In that case that's correct.

Malcolm Lui:
Right. OK. And what's the value that they see overall is it lower cost. Does it. You just don't want the headcount. No it's not. What are you thinking about.

Brett Beveridge:
Yeah I mean I think all of these large Fortune 500 Fortune 50 companies are looking for ways to mitigate costs for sure but they're also looking on many ways to optimize their business. So if there are things that they can outsource to a company like us that can do it better smarter faster and more efficiently and usually at a much lesser cost then it's very attractive to them. And then once you get into the relationship it only gets deeper and grows from there. So when you're able to save them a significant amount of the budget that they were spending on their own people and they're getting a better outcome and their sales are growing as a result it's pretty easy to do the math and see why they would decide to outsource that versus insourcing.

Malcolm Lui:
Right now for the tea rock branded stores how did THAT idea come to come into existence. Where did that begin.

Brett Beveridge:
So my and my first life I started my first company back in nineteen eighty nine. While still in college and bootstrapped with a partner a classmate actually of mine a a mobile showroom. So basically started out of the back of a van. We customize this van and we used to drive around south Florida to malls and parking lots of shopping centers and banks anywhere where there is traffic and we would open our van customized van door and we would sell the one or two choices available for wireless phones at the time and then we would deliver those phones back to them it's funny or are the name of our company was a huge name because the bigger you sounded the bigger you were. From a perspective from a from that perspective so our company name was sell Coast cellular a division of Cingular Communications Network Inc. And our slogan was we're mobile because you are. Well we were mobile because we didn't have an office. And from that we bootstrapped it and eventually grew that company through angel funding and bank debt and venture capital raises and I took the company public in November of 1997 with Merrill Lynch and Smith Barney. So we had about 300 stores across the country. We had over twelve hundred employees. We had a paging division back when pagers were still around in a distribution facility. So from there I really learned that this whole notion that big box retailers are amazing amazing retailers but they're really not good at selling things that require kind of face to face one on one engagements things that require a deep deep level of training and understanding to kind of right fit each of their customers. And that's kind of how tea rock got its start. Based

Malcolm Lui:
Ok.

Brett Beveridge:
On that identification of that problem.

Malcolm Lui:
Right. So who is the first branded store.

Brett Beveridge:
It was T-Mobile.

Malcolm Lui:
Ok.

Brett Beveridge:
So as we got deeper as we got deeper into this like I said we started to rock in 2008 helping others with their retail strategy and then in two thousand eleven T-Mobile we had a relationship with previously asked if we wanted to start opening our own dealer doors and it was attractive to me because one of our big problems was that those types of programs that we were talking about before have usually a beginning a middle and an end. Most of our relationships are many many years but eventually those relationships for whatever reason come to an end. So we wanted to have two to complement that great business. We wanted to have more what we call predictable revenue and having our own dealer doors where we're on the lease and we have a long term contract with our with our branded store partner that we could complement the unpredictable revenue with the predictable revenue and it's worked out really really well. Up to this point.

Malcolm Lui:
Yeah definitely. And you're applying the same expertise right in your own stores that you apply for your clients branches.

Brett Beveridge:
Exactly right. In fact you know our clients benefit. Yes. What our differentiators. I mean that is clearly a differentiator for us. The fact that our DNA is physically owning and operating retail stores all the way for the last three or four decades really none of our competitors have that kind of DNA nor do any of my competitors own and operate their own stores. So the mentality that we have is is truly understanding how to make payroll how to pay rent how to be creative how to maximize the productivity of that retail store because if you don't then you lose money. So we're really engaged with our customers and bring that kind of mentality and always want to have skin in the game. We're not looking to get a fixed fee and not be concerned about the profitability of the partner of our customer. We like to have skin in the game so we both win together and we both lose together.

Malcolm Lui:
Right. So how many of these branded stores they have altogether you mentioned you have eighty five T-Mobile and you also do extended and Samsung. What's the total number

Brett Beveridge:
Yeah.

Malcolm Lui:
Of breaches that you're running.

Brett Beveridge:
So. So you're right. Eighty five T-Mobile stores we just started as I mentioned opening our extended stores last year starting in Chicago. So right now we have about 15 of those we'll add another 20 or 25 of those. This year probably over the next say 10 months we'll have another twenty five. Infinity stores and and we just opened like I said those first three Samsung stores and that hopefully will grow. I can't really disclose how many but it's a meaningful amount of Samsung stores over the coming years as well.

Malcolm Lui:
Right.

Brett Beveridge:
And we're looking at others and we have a we have a pipeline full of of technology related companies that are looking to have a retail footprint. Anyone who thinks retail is dead is really definitely not connected to the retail space. Retail is alive and well and has tremendous upside. That doesn't mean that you won't see more retailers go out of business. But when you start seeing companies like Amazon opening stores and buying Whole Foods and doing deals with Coles and you see all of these online brands now having a bricks and mortar presence as part of their omni channel relationships with their customers retail is far from dead. So we see that as a driver a few truth few future growth for us for many many years to come.

Malcolm Lui:
It's become Amazon. I just saw my first Amazon store. I went back home to visit the folks in a big shopping mall and I saw not shopping on a high end shopping center and I saw an Amazon store didn't walk in looking like a bookstore from the outside. What do you think they're thinking. Why do they need a bricks and mortar presence.

Brett Beveridge:
It's a great question. And by the way Amazon as you know they have Whole Foods. They've also opened their kind of small format stores that sell Amazon branded products and services. But they also are opening bookstores. I mean the company that in nineteen ninety seven said they would never be in bricks and mortar. And their main business was started with books and they put a lot of pressure on Barnes and Noble and and and others are now opening bookstores and you can find a big one in New York City. And the reason is very simple. In order for you to survive in retail you have to have an omni channel presence. There is no 1 1 channel of retail that will allow you to survive. So you can't just be online. You can't just be bricks and mortar. You have to be both. But you also have to do other things like delivery services being able to deliver something quickly to your customers that don't want to order online and wait for their product and they don't want to go to a store. You have to have the ability to have ordering online and pick up at the store or have your product delivered to your home but return it at the store. So all of those things make up an omni channel presence. And even Amazon understands that they need to have retail in order to accomplish that. I'll tell you another little fun fact you may or may not know. First I'll ask you the question how how much of retail sales if you look at all retail sales from all channels how much do you think of that comes from online. Retailers.

Malcolm Lui:
I'm guessing 13 percent. 1 3.

Brett Beveridge:
Ok so great. Guess it's about 11 percent. So. So there's eighty nine percent of retail sales and are not happening hot online. Amazon has about 50 percent of the market and of that 50 percent only half of that comes from Amazon and the other half comes from their market Amazon marketplace where people were leveraging their their platform. So Amazon has ninety five percent opportunity. If it were to tap into bricks and mortar and other channels outside of online

Malcolm Lui:
Ok.

Brett Beveridge:
To win.

Malcolm Lui:
Right. So huge opportunity. It's a grow there. If they grow their physical presence right by opening more.

Brett Beveridge:
Correct. Correct.

Malcolm Lui:
Okay. Yeah I can kind of see how there's an opportunity there but it looks like it's a it right now. At the current stage it's a smaller than a drop in the bucket for them revenue wise.

Brett Beveridge:
Right. That's correct.

Malcolm Lui:
So for your third driver that the Flex rock can you give them more details about that it's about providing some seasonal help to the big box retailers.

Brett Beveridge:
Yes it is. It's a couple of different categories. So first would be exactly that. So let's say once again you are a big box retailer you have electronics department you know you have a lot of traffic coming in in fourth quarter you're going to have a lot more customer flow than you do throughout the rest of the year and you want your customer experience to be magnificent. When customers are coming in. You want it to exceed their expectations. So to have tea rock in there you are flex rock division that can provide that seasonal help. So an inflow of hundreds of hundreds of qualified and trained and very engaged associates that can sell your electronics products and services with ease and can make customers feel special and that they're getting the right product or service that meets their needs is highly valuable to the retailer for incremental sales. Highly valuable valuable to the retailer for customer satisfaction and it's highly valuable to the customer who's getting more than they expect when they walk into one of these retail establishments normally. So we do a lot of that. Secondly I mentioned merchandising so merchandising is an industry that's broken today. It's needs to be disrupted and Turok plans to be the company that disrupts the entire merchandising industry. It's broken because no one is happy in the eco system.

Brett Beveridge:
So let's say you're the retailer you're very unhappy with the quality of delivery and the fact that you're supposed to have a display merchandised but the person doesn't show up. The third party that's supposed to go doesn't or they go and they don't have all the right materials in order to complete that merchandising program. So they have to come back a second or third time and re and retailers get frustrated also because many times that doesn't happen and they have to use their own people in their own labor hours to fix what the third parties kind of screwed up or didn't complete. Manufacturers are upset because they have no visibility as to when that happens there's no really good reporting that tells them and shows them. Here's what's been done here's what hasn't been done and here's why that hasn't been done and when it's going to be completed and the third parties are generally unhappy because they're they're not efficient and they're working on very low margins. So when they have to go back a second time they basically lose money when they do that. So we have aggregated an amazing team of experts from across multiple retailers and manufacturers to help us build from scratch with a clean slate a platform for merchandising that will remove those problems from you from the hope the whole industry.

Brett Beveridge:
And we're getting a lot of great traffic right now. As a matter of fact we're one of only four companies that are able to go into a target and merchandise on behalf of the vendors at selling target or even target themselves when they want to hire us to do things like overnight resets and things of that nature. So we see huge opportunity there and we also see disrupting merchandising through through things like robotics and artificial intelligence. So right now you have autonomous floor cleaners that are that are cleaning floors overnight and week we have ideas to attach video cameras to those autonomous floor cleaners that are capturing every shelf and every product on every shelf making sure that everything is accurate and where they have out of stocks what are they do they have shelves and Overstock that can be that can be down stock onto the shelves. What kind of reports can you generate out of that through artificial intelligence to tell you what kind of sales opportunity you have there and then to make sure you're pinpointing and shooting kind of with a rifle when you're going to fix merchandising problems instead of having someone see everything to find the 10 percent of the things that aren't accurate.

Malcolm Lui:
Right.

Brett Beveridge:
Does that make sense.

Malcolm Lui:
Yeah it does. So when you say you built a platform how does your platform work and how does it solve the problems.

Brett Beveridge:
Well it's a combination of people in technology and systems right. So we have very sophisticated reporting tool called navigator that handles all of that kind of transparency and does a lot of the heavy lifting in the background to see what can be improved and what is the opportunity cost when when you have a poorly merchandised store with out of stocks and what the customer experience looks like and we have a fantastic team in the field that are highly trained and highly engaged in our people who understand the retail business that are out executing on those programs every single day.

Malcolm Lui:
Right now how do

Brett Beveridge:
And

Malcolm Lui:
You

Brett Beveridge:
We.

Malcolm Lui:
How do you eliminate the problems that comes from third parties not doing they're holding up their end of the bargain and not delivering on time or bringing the wrong stuff or not enough stuff.

Brett Beveridge:
Yeah that's the the logistics. The devil's in the details and that's where our technologies come into play. We also have the technology called vision. You heard about navigator vision is another tool that we use. It gives us that insight and gives us the ability to have very detailed instructions on how to task and make sure that things are updated live on the spot instead of having them have to leave and get instructions later. This tool has workflows so that they're not having a follow up when they need support through email or phone calls or other texting or other methods that all is automate automated through the tool. So it's again a combination of having great management have a lot of experience in the space. Understanding the problems it comes from the technologies that we use and continued to improve and I really think it comes from having a clean slate. In this case it it's it's better to have zero legacy antiquated systems and heavy logistics primitive types of platforms versus picking and choosing the latest and greatest and building upon them to execute better today.

Malcolm Lui:
Right. Got it. So for 2019 What are your plans. But what's your revenue target for 2018 you close 2018 at one hundred forty six. What are you aiming for in 2019.

Brett Beveridge:
We will we'll be in a mid to hundreds. So I would think 225 to 275. And the reason it's such a wide swag is because we have several big or projects are typically large in scale. So we have a pipeline that is filled with opportunities of that kind of size and scope. So we're not sure we're gonna get every single one of those so I would say comfortably in the mid to hundreds in 2019. We have a we have a b a b had big hairy audacious goal to be a billion dollar company within five years.

Malcolm Lui:
Right. He had to have a sheriff share with you another acronym off line. That is not family friendly to say here.

Brett Beveridge:
No promo I can't wait to hear it then.

Malcolm Lui:
Yeah. And how much of this is coming from your existing clients. The incremental additional revenue or is part of it a chunk

Brett Beveridge:
The lions

Malcolm Lui:
Of.

Brett Beveridge:
Share the lions share. I mean. When we do our forecast the forecast you just heard does not include pie in the sky. It just includes one or two large opportunities that we just aren't sure the timing of when they're going to hit. But you know the lion's share of our revenue is from things that we already know about things that are. We have line of sight to or I've already signed contracts.

Malcolm Lui:
Right now are you Are you keen on expanding beyond the dozen or so Fortune 50 Fortune 100 clients they have or are

Brett Beveridge:
Of

Malcolm Lui:
You

Brett Beveridge:
Course.

Malcolm Lui:
Comfortable.

Brett Beveridge:
No no no of course in fact we are. We're really making a concerted effort now in. I'll give you one example. So if you've been to a Price Club on a weekend and you're walking through the aisles you of course are going to see people that are sampling food right. People that are handing out little food samples. So that's not something that we're focused on. But what you'll also see is someone that might be demonstrating a blender and I'm also fire that makes smoothies or company that's demonstrating while they're why their knives are the best knives and demonstrating how their knives are better than anyone else's on the marketplace. Those are called roadshows or pop up retail. So I'm sure you've heard the term pop up retail recently is another omni channel method. So so we're we're in those price clubs and we're actively performing those roadshows in the U.S. and Canada and soon to be in Latin. So we will continue to look outside of technology and and look to expand our our services to other types of products and services. I mean if you can sell technology you can sell and organize and train on on almost anything else. We're also expanding into the auto industry today and we're meeting with dealers and we have some really cool products that save the dealers money and also save customers a lot of heartache. We're expanding internationally as I mentioned earlier through 30 Rock International which set up shop in five LatAm countries is in addition to the Canada operation that we have because the people around the world have the same or similar problems as there's those here in the United States. And since we've we've gotten a pretty good handle on how to solve those problems here. We want to try to help others in other parts of the world. So there's similar problems as well.

Malcolm Lui:
All right. So for you to get from one forty six to 250 or so in a year what's the biggest challenge that you and your team needs to overcome.

Brett Beveridge:
People people people people. It's really tough right now with unemployment as low as it is to make sure that you are attracting and retaining and developing the best quality people. We spent a lot of our time that's probably the lion's share of our time is making sure that our team our employees are feeling valued and that they're feeling like they have a career not just a job here at Iraq. We spend most of our marketing dollars on internal sources to make our employees feel connected to the tea rock culture and to the tea rock brand and that they feel like they have purpose and they're part of something big and they have the opportunity to move around from project to project instead of having to quit and go somewhere else so it's all about people we truly are. Everyone says they're a company of people but we truly the biggest brands on the planet engage us for our people and the skills that we have and we bring to the table. So that is absolutely top of mind. Reducing attrition increasing retention and attracting and developing the best quality people that we can.

Malcolm Lui:
Right. Three last questions for you. If you were to have a tea rock billboard along a freeway that's moving pretty fast. What would that message. And keep in mind that people typically drive by billboards within six seconds. So you don't have a lot of time to get your message across.

Brett Beveridge:
Mm hmm. That's a good one. Our combines the power of people and technology to maximize your sales. Or t rock. Dot dot dot. We sell complicated stuff. We are good at selling complicated stuff.

Malcolm Lui:
Yeah you know one phrase you said earlier that I thought would make a really good billboard messages. Retail is far from dead.

Brett Beveridge:
Yeah that's

Malcolm Lui:
Find

Brett Beveridge:
A good

Malcolm Lui:
Out

Brett Beveridge:
One.

Malcolm Lui:
Why he rocketed.

Brett Beveridge:
That's COOL. YEAH. ALL RIGHT DO YOU MIND IF I USE IT.

Malcolm Lui:
Now Go right ahead.

Brett Beveridge:
I'll give you props.

Malcolm Lui:
All right give me some some free samples of your

Brett Beveridge:
Some get

Malcolm Lui:
Of your products

Brett Beveridge:
Some credit.

Malcolm Lui:
Perhaps

Brett Beveridge:
You

Malcolm Lui:
Such.

Brett Beveridge:
Got it. You got

Malcolm Lui:
All right.

Brett Beveridge:
It.

Malcolm Lui:
And to ask questions Who are your ideal clients and what's the best way for them to contact your team.

Brett Beveridge:
So I would say our best clients are clients that are kind of struggling a little bit with with their sell through and it doesn't just have to be retail. It can be which we would call B to C obviously but it can also be B2B. I mentioned we're getting into the auto industry so that's a B2B type of solution so anyone who's struggling to sell through a product or service someone who is struggling with trying to understand how they bring their product to market in and how to make it you know if it's a retail situation how to make their product retail ready and or if they're an existing company or manufacturer how can we bring our platform to bear to that combination of people services and technology solutions to dramatically increase their sales. And at most most times do that while at the same time we're lowering their cost. As far as how they can find us we can go to t rock global dot com. We are actually very soon going to be launching our new Web site but there you can visit our current Web site there and you can see us at Instagram Twitter and Facebook under the at ask t rock. And that's a S.K. TR O.S.. I'd love for you to follow me and ask me beverage for Instagram and Facebook and at D beverage on Twitter. And and Brett Beveridge on LinkedIn.

Malcolm Lui:
All right. And we like to spell out tea rock global for the folks out there

Brett Beveridge:
Sure.

Malcolm Lui:
For your Web site.

Brett Beveridge:
T T R O C G L O B O dot com. T rock global dot com.

Malcolm Lui:
All right. Brad it's been awesome having you on my show today. Really enjoyed hearing how you grew your company so fast.

Brett Beveridge:
Thank you very much. It's a pleasure to be here with you today.

Malcolm Lui:
xx We've been speaking with Brett Beveridge, the Founder and CEO of T-ROC, 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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