Compliance Headache Relief – Derek Abramovitch of Vigilant Global Trade Services

Derek Abramovitch, Chief Relationship Officer of Vigilant Global Trade Services

Derek Abramovitch, the Chief Relationship Officer of Vigilant Global Trade Services, grew his company’s revenue from $2.2 million in 2014 to $4.8 million in 2017, a 115% increase, and to around $6.1 million in 2018.  

Vigilant Global Trade Services provides global trade & financial compliance support solutions.  

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

  • Leveraging technology to deliver compliance solutions at more attractive price points.  
  • Providing dedicated teams who become extensions of their clients.  
  • Being easier to work with and quicker to get started.  

Computer generated transcript - Vigilant Global Trade Services Interview (transcribed by Sonix)

Download the "Computer generated transcript - Vigilant Global Trade Services Interview" audio file directly from here. It was automatically transcribed by below:

Malcolm Lui: Welcome to the High Value Sales Show of I'm Malcolm Lui, the Managing Member of Eversprint, and today we're speaking with Derek Abramovitch, the Chief Relationship Officer of Vigilant Global Trade Services, a provider of global trade & financial compliance support solutions. Welcome to the call Derek.

Derek Abramovitch: Thank you having me Malcolm.

Malcolm Lui: Derek, you grew your company's revenue from $2.2 million in 2014 to $4.8 million in 2017, a 115% increase, and in 2018 you hit around $6.1 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?

Derek Abramovitch: Sure. Would our company really does is we focus on the areas where compliance creates what I'll call day to day headaches right where these headaches over time create problems from an operations perspective from a cash flow perspective. But most importantly we look at it from a regulatory perspective to make sure that our clients stay compliant. Part of the challenge in the marketplace is when it comes to compliance. It's very often a tug of war where companies have to weigh risk versus operational costs and that is another area of expertise where we'll come in and start looking at an organization at a very different way than what our competitors might do and we'll we'll start with the culture. So we want to understand what is a company's view on compliance. They look at compliance as a necessary evil. Do they understand the compliance to be strategic. Do they leverage technology. What markets do they operate. And where do they see themselves going in the future. So first and foremost from our perspective we're really trying to understand what is the perspective on compliance. What is the you know what investment is made towards compliance both from a people a process and then a technology perspective. In because we've learned over time that compliance especially in the world of trade falls into different parts of an organization. We try and make it easier for our clients to work with us and partner with us to create programs that are specific to their requirements.

Derek Abramovitch: So as an example trade compliance can report up through a compliance function import export it can report out through a finance function it can report up through supply chain if you're important to legal. So we believe it's our response. We understand where compliance ultimately resides within our organization but make sure that the company itself understands it impacts every part of the organization. So another way to think about it is that we remind our clients that it's about the company name and not about an interim organization and the impact compliance has on it. So it's an interesting challenge because the way we talked about risk versus operational cost you can think of the risk element as a different tug of war. We're on one side you'll have let's say legal that only wants to conduct business in a compliant manner and that's their mandate on the exact opposite end. There may be someone in sales and what they're most worried about is getting that shipment on time for that client and making them happy and regulatory hurdles are not something that they're really concerned about their primary concern is their client and satisfaction. So you can imagine the struggle it would be for a company internally to balance how much compliance versus the impact it will have on our organization to keep our clients happy and to remain competitive in the marketplace.

Malcolm Lui: Right now. I can totally imagine. I come from the investment banking world and compliance is a huge deal there and there's extensive training everyone had to do to be aware of all the policies. And it takes a huge amount time to for everyone to be involved with that. So yeah Tony I understand the risk side and the cost side of being compliant and also the upside right. Because like you said it's it's all about the name right. You don't want to have the reputation risk layer up and slap in the face or because your name is everything oftentimes

Derek Abramovitch: Exactly. Muckerman And I think one of the one of the things that's really going to help with the compliance in general is technology right. So as you can imagine companies that have to balance the risk versus the operational costs. Right. If we can leverage technology so that we can provide more compliance for less money by leveraging technology truly that is what really is going to help companies improve their compliance mitigate the risk. But over time continue to use the cost right of mitigating that risk.

Malcolm Lui: Yep definitely. And I just know from from my banking days on going through the training it was time intensive. It was tedious. Right. And as I was going through it I always would say it's gonna be a better way of doing this than the way they have it set up and I am sure what the way they have set up it was an improvement from how it was you know one or two years ago but yeah for sure there are some good opportunities there to improve things. From a business perspective you grow your revenue from 20 million in 2014 to six point one million in 2018 so triple your business in about four years. What were the three biggest drivers of this. Pretty pretty a pretty attractive growth over the past four years

Derek Abramovitch: I would say the first biggest driver is we we understood that just because a company is is a multinational company and let's say a Fortune 1000 company we quickly understood that when it comes to compliance there is very little budget in it. As a result there it's very difficult for people with compliance to be able to get budget to buy software or to buy tools or technology to support their organization. So what we did as a result which I think at the time was was a little different is because of the relationships that we enjoy with software providers or technology providers in the marketplace being solution agnostic we were able to leverage these partnerships and develop solutions as opposed to just delivering services whereby will include technology in the delivery of our managed services. And now we're able to give our clients access to the best technology without having to make a capital investment. The reason why it becomes the ultimate win win win is the following. It's a win for our technology partners because they get to provide their solution to a client that they would not have done business but for vigilant bringing it through a managed service. It's a win for our client because they're going to access the best technology without having to make a capital investment. And it's a win for vigilance because our philosophy is that we want our clients to trust us. However we don't believe they need to trust us and the way we want to operate as an organization is we want to make sure that there is an audit trail and record keeping in the delivery of all of our compliance activities so that way our clients can always have transparency and visibility in the way we deliver services knowing that if a government agency were to come and check whether or not they were still compliant they would know by doing their own independent validation that we have delivered all the services that we have promised. So I believe that approach first has been a significant differentiator for us.

Malcolm Lui: Right. So how would you summarize your approach. You talk about cloud quite a bit here. So I know you understand that the companies had very little budget to work with. So we provided a solution that was more economical right. We provided a package of services that doesn't require a company to pay upfront to get it all done. It's more of a pay as you go source model is what it is.

Derek Abramovitch: No not at all. It's actually quite different than that. The analogy I would give is this If someone you know today bought a car and last several years in order to get that car repaired need a computer right. There's a lot of technology in a car and I would expect to go to a mechanic because they have the greatest technology available to be

Malcolm Lui: Ok.

Derek Abramovitch: Able to read what's going on with my car. But ultimately the reason why I select one mechanical or the other assuming the role of technology is because that mechanic knows how to leverage that technology and whatever data comes out of it they'll know what to do with it. So what we do at at at Bedouins is we leverage partners technology in the delivery of a service but we do not charge a true premium by incorporating that technology. Instead what we do is we feel it's our responsibility to have the best tools available to keep our clients compliant and essentially by leveraging this technology it makes us more efficient and makes us more effective. And as a result we don't have to charge a massive premium for leverage technology because we're able to deliver greater value over the duration of a program

Malcolm Lui: Ok so the biggest driver of your growth number one then was leveraging technology to provide your service at a more attractive price point.

Derek Abramovitch: Yes and

Malcolm Lui: Okay

Derek Abramovitch: I would say the second element that led to our growth is the way that we build dedicated teams for our clients that are based on the level of expertise and skillset needed in compliance and industry expertise. So we understand that just because someone for example spent 10 years in the apparel industry delivering some type of compliance service their background would not lend itself for example to a company that is in the semiconductor business or as some are a company that's in soccer with heavy encryption. So rather than assign a resource that has the right background from a compliance standpoint and then now they have to learn about a client's industry about their products their solutions. We don't believe that's fair to have our clients pay to train us how to provide support. We take that out of the equation. We provide dedicated teams that are based on the expertise as well as the industry. In addition to those dedicated teams we also train backups so that it is our responsibility at all times to make sure that we can honor our contracts in terms of scope and delivery. And as a bonus to our clients we understand that this is unpredictable. We want to make sure that we have enough trained personnel so that if there is an unplanned spike and as a result more compliance activity needed we will make sure that we have enough resources to handle that spike which would mitigate disruption to our clients and allow them to stay compliant

Malcolm Lui: Ok so the second driver then is ensuring that you have a team of people with the right industry expertise as well as a backup to that team so that you can essentially deliver your service prospects and have the flexibility to account for unusual changes to Medicare.

Derek Abramovitch: Correct in your mouth. Specifically in our US market. One of the things that we did very early on was understand that the type of work that we do which is much more tactical from an operational standpoint is work that our people typically will engage within a computer and they're leveraging technology in which they're processing the data that comes out of it or they're talking to people that ordinarily would not be inside the building such as a third party manufacturer or a broker or afraid foreigner. So our philosophy was let's find the best person and take geography out of the equation and our teams within the US work all remotely and

Malcolm Lui: Okay.

Derek Abramovitch: Work remotely right. We are able to go to cop clients and say we find you the best resource as opposed to saying we'll find you someone in this area and sort of have to put a square peg in a round hole because we're limited to a geographical area. I think that has gone a very long way towards making us successful because we work with smaller teams because we have the right people. And by becoming an extension of our clients we truly work seamlessly with them. So very often when working with our clients we will leverage their email addresses so that when we are corresponding internally externally it doesn't look like it's vigilant. It really looks like it's our client.

Malcolm Lui: Right.

Derek Abramovitch: So

Malcolm Lui: Okay

Derek Abramovitch: Do you know transition from that being a vendor or supplier and really a trusted partner of our clients.

Malcolm Lui: Right. Okay. Got it. And the third driver number three

Derek Abramovitch: Yeah third driver I think really is the fact that we're an entrepreneurial firm. I think the fact that you know Dave and I have always had the philosophy of let's make it easy and because our foremost is to make it easy and the fact that we work with very large companies and almost every single major industry they appreciate the fact that we can help overcome a lot of hurdles that they have internally. So examples are you know we will start to do certain work without having all the contracts in place that other companies wouldn't be able to do because we are more focused on helping the people then focused on how quickly or when we're going to get paid. And it's a luxury that we have as a probably held company that has no debt that we could focus really on helping our client and not worrying about how quickly we'll get paid or how much money will make.

Malcolm Lui: Ok. So can you share a little bit more about the plans for 2019. What are you 2019 plans. What are your targets what you see as the biggest opportunity

Derek Abramovitch: You know it's interesting. I think the biggest opportunity for us right now happens to be in Europe because the European market when it comes to I will say trade compliance specifically is a little further behind than what's happened in the U.S. because of all the positive actions that governments have taken over here to protect business and make sure we don't do business with terrorists. So a lot of the expertise that we gained in the U.S. market by working in almost every single major industry is something that you know is very desirable in Europe. So we are spending a lot more time you know in the U.K. a lot more time in France. We're doing business in Ireland. There's opportunities in the Netherlands. So I think spending a lot of time growing our practice in Europe is going to be a focus. And I would say the other big the other big initiative for us is now working with our partners to understand how they can digitally transform their solutions to embed technology such as artificial towers and machine learning and to continue to understand where we can automate tactical type support work and truly let our people and their people focus much more on the elements that require judgment and judgment and experience

Malcolm Lui: Ok great. Now how about from a revenue perspective. How much revenue bump do you expect to get from growing out your European business.

Derek Abramovitch: So you know it's an interesting question in one of the things that Dave and I have always talked about a business is one we're very very fortunate in the fact that I would say approximately 80 percent of our business is recurring revenue because of the fact that we do manage services programs. So as a result I would say our first mandate always is to find like minded clients and not worry about revenue goals because if we set revenue goals it doesn't allow us to focus on our core values and focus on the type of clients that we want. And by focusing on on like minded clients and sticking to qualifying clients as they qualify us it's really led to the growth that we've enjoyed. So you know I always laugh about for example the benefit of using a CRM system in sales when you do the type of sales we do which is binary right. So typically CRM arms are set up so that at a certain percentage of confidence it looks like you're going to get X amount of revenue and that's never the case with us. So you know we can give numbers but to me we've grown because we haven't focused on numbers and we focused on doing the right thing for the market. And I know it might not sound like a great answer but it's it's the truthful answer

Malcolm Lui: All right. Truth and truthful answers are good. So can you share a bit more about how you determine how you find like minded clients.

Derek Abramovitch: It's a great question. So one of the things that we want to understand is why a company is reaching out to us so to date our business comes from our strategic partnerships alliances clients and other business advisors. So very often. And again we are very very blessed and fortunate to have this as part of our our culture and the way we conduct business globally is someone will bring a client or make an introduction to someone that has a challenge right in as a result they now have budget and a pain point that needs to be solved. So that is the starting point to understand how they got into trouble and what they want to do to solve it. And if we believe that they are looking for a solution that is the cheapest solution for example or are looking to create a Band-Aid but not really interested in understanding why and trying to improve for the long term. Those are the type of situation which issues we would disqualify a client. Another interesting thing Malcolm is which is very I think is interesting for our industry is the following. I have a very vast network of individuals that I can reach out to every day to practically any company globally that we want to do business with.

Derek Abramovitch: But I would never ever ask anyone in my network for an introduction because in the world of compliance if you do not if you're not aware of a pain point and you have a budget it's a wasted conversation. And the analogy is it's like trying to convince an alcoholic who doesn't have it and doesn't have a problem to go to AA they might show up but they're not going to actually cure their problem. The same thing is true in our world. So we often get requests Hey can you help me create a business case to justify using you right. Can you help us you know explain what kind of fines or penalties are out there. And again our view is if your company was scared about fines and penalties and want to do something about it. So we do not view ourselves as a company that will go into the marketplace and change everyone's perspective on compliance. We don't believe that will happen. So we want to understand when someone is ready to do something about compliance why what is the commitment and what would that working relationship look like not only today but in the future.

Malcolm Lui: Right. OK so for growing your European business what do you see as your biggest challenge in that regard.

Derek Abramovitch: Wolf what is I think the biggest challenge is always you know opportunity to talk to companies because again we're not prospecting out there so it's hard to grow up. You know it's hard to have a definitive growth plan. You know the double edged sword to saying hey we're going to grow by x and not having X is also coming up with the plan to grow in terms of having a pipeline that converted to revenue over time so I would say that the biggest challenge always is trying to understand where that next operating is going to come from. However I believe we've mitigated that challenge by having very good partners in Europe as well as in the US that understand the opportunities to help companies in Europe and get us about earlier.

Malcolm Lui: Sure. Now when you talk about your sources of new business branding and coming from partners alliances from your existing clients. So it's essentially referral based. Right. Morning more than anything else. Is that correct.

Derek Abramovitch: I would say you know it comes in all shapes and forms and sizes. So you know we have a great strategic partnership with the cards in the cards one of the market leaders and providing global trade content. In fact they provide global trade content to S&P for their GTL system and Oracle for the TDM system and we've developed an incredible partnership over the years. And when they have clients that would benefit by leveraging our services they'll make a warm introduction and not ask for anything. And by the same token if we have clients that would benefit by their technology and we will introduce them directly and not ask for a referral fee either because it's a good thing. So I would say you know when it comes to our software providers like the oracles the essay piece their cards you know and there's others like integration point that just got acquired by Thomson Reuters or a quest the web which may not be as well known and others that is really it's a small world. So that when you establish a reputation of being independent like we are. So we're solution agnostic. We're not trying to sell anyone's technology. We're trying to give options to the marketplace. I believe that resonates. So as a result our partners are comfortable bringing us in because they know we're just going to focus on providing value

Malcolm Lui: Right now because you're depending on your partners to make the introductions for you that you find that flow of introductions to be unpredictable and not really scalable. Nothing. Nothing to contribute nothing you can really turn on and off and nothing that you can really crank up the dial.

Derek Abramovitch: So that you're 100 percent correct and that goes to part with challenges of Europe. So what we've done as a philosophy and now is a strategy as follows we differentiate strategic partnerships versus networking. So for us to have a strategic partnership with another company it means that we're engaged in collaborating and to understand what would you do to identify opportunity in the marketplace together and to bring revenue together. So those type of relationships are much more predictable in the value it will generate over the course of the year. And there's far fewer of those relationships. I would say at this point probably two to three that I would consider fall within that category. The other categories networking which is the category of you'll have a great call with someone but ultimately you sort of know they'll recommend you if they happen to stumble upon a client that needs you but they're not really going to partner with you plan with you and grow with you. It's. Hey if I think of you I think you're great and I'll recommend you. So the strategic partnerships tend to believe or not be a little more predictable in the type of revenue that you generate and year to year. And I would say that networking is much more the you know Bluebird type scenario. But to your point it is very challenging. And we actually have brought in the last in the last year. We now have a junior sales person that is now focused on understanding how we can leverage social media as well as education to try and develop more operatives to sell. But again it still goes back to the first challenge that I said Malcolm right. If someone does not have a problem that they're aware of with budget you can cold call email ask for networking go meet with people you're not going to get revenues so. Does that make sense. I don't know. We have been unable to solve that. That that part of the puzzle you know how to create cold leads and over time you know converted to a sale. That is the ultimate challenge in our industry.

Malcolm Lui: Right. Okay. Got it. Now can you talk a little bit about who in your mind are your ideal cold eats beyond

Derek Abramovitch: Yeah.

Malcolm Lui: Those that have beyond those that have a budget and know they have complaints. Problem

Derek Abramovitch: Oh I yes I would say any company that conducts international business in which they are in a regulated industry which is basically all of them and in which they have either a high number of business partners that they deal with a high number of products materials that they import export or a high volume of transactions are the type of companies we support. And it doesn't matter if your software biotech pharma automotive semiconductor we have clients in every single one of those industries insurance banking so it's truly companies that have you know extremely high volumes and deal with cross-border issues

Malcolm Lui: So why not focus on its particular verticals

Derek Abramovitch: So. Great question. So what's interesting about our industry if you think of compliance as an industry is that no two companies are the same. So you would be shocked if you went into an automotive company and looked at their complaints organization and saw the way they did compliance and went to their competitors and you would literally think they were in different industries and weren't awkward doing automotive. So we have found that even if you were to focus on an industry it doesn't really help you. Because the way you did compliance may do we may have nothing to weigh your competitors. You may leverage SVP or import your competitor. Leverage is Oracle. So the way it's even even the way your technology is set up is completely different. So the type of regulatory measures that we cover whether it's for example the classification of a product. Right. Providing that classification requirement is industry agnostic. So focusing on an industry we have not seen it to provide any additional traction from a revenue or marketing perspective

Malcolm Lui: Ok got it. Tony I understand. But imagine or still might be some verticals where it could be. I understand how the technology can differ within a firm but the complaints to the regulatory side of things. I would have thought that the more more consistently for example within investment banking my experience the banks pretty much have compliance that are very similar

Derek Abramovitch: So. So you would think that's the case but how committed banks are to compliance is very different. What their risk tolerance is for compliance is very different. The technology they use is very different. And if you were to grade right banks on a scale of 1 to 10 in terms of how compliant they are you would find that they fall along almost the whole range now I would never see a bank would probably be less than a five but it's going to fall between a five and a 10. And you can tell by the fact that banks are fined every single year for millions sometimes billions of dollars. So you're 100 percent correct. But even in what you see Malcolm it still doesn't alleviate the if they don't have budget. Why are they going to work with us. So if I go focus on let's say the pharmaceutical industry it doesn't overcome all the other challenges that we've talked about earlier. So saying that I work with three companies in pharma and trying to focus on it it doesn't overcome the lack of budget lack of pain lack of awareness because even if we make someone aware of a service that we provide the pain that we solve. All we've done now is encourage them to try and figure out internally anyone's instant solving it before their calls or else. We now have to help them justify hiring us which is the scenario I want to avoid because I end up getting into the world of free consulting that never results in revenue

Malcolm Lui: Right now. You. Free often doesn't well never pays the bills. Right.

Derek Abramovitch: Exactly. And we do plenty of free consulting and we participate in shows and we you know we're starting a blog in which we've done panels so we're very happy to share and educate. It's just we don't want to take on you know those type of you know scenarios where we're fighting for someone to try and get budget. It just doesn't end well.

Malcolm Lui: Yeah. So

Derek Abramovitch: We're not.

Malcolm Lui: What if.

Derek Abramovitch: Listen if you your listeners have a different strategy or approach for us to take. It's fine. I mean we get so was in it every single day by business development firms inside sales inside marketing firms. And we've seen it all. And I've told everyone a if you want to work with vigilant we are willing to pay for success so pay you know much like how vigilant is the bet as the bet on ourselves to be successful. We'd like to find a partner that says we will produce results first then charge you we pay for these programs and never get an A LIE ON

Malcolm Lui: Now what has to happen on the corporate side for them to get the budget get the pain have the awareness and then start looking for an outside company to help them with it.

Derek Abramovitch: I think what has to happen. Are you saying what would generally happens or I just want me to answer your question

Malcolm Lui: Well

Derek Abramovitch: Correct.

Malcolm Lui: I'm trying to figure out what what the path is for a company where some individual is in charge of this. The chief compliance officer for example you know what has that what events has to go has to happen either within the company or within the industry for them to get a budget. You know what events has to happen within the company or within the industry for them to have the pain or see the pain and also have the awareness that they need to work into compliance and then have them decide that they need to go to an outside vendor like vigilant to help them with it as opposed to doing it themselves in-house

Derek Abramovitch: Ok so no one would be some type of regulatory change that is creating massive headaches for a client. So for example what you know the regulatory measures that President Trump enacted in terms of what's going on with trade with China. So as a result right of what's going on it is created a huge amount of work for companies right that do business with China in terms of understanding what which one of their products that they either import or export are impacted by. So a regulatory measure like that is disruptive enough where a company understands the need to do something.

Malcolm Lui: Right.

Derek Abramovitch: So

Malcolm Lui: Okay.

Derek Abramovitch: A really good example a second example is an acquisition. So sometimes companies you know not sometimes very often multi-national companies are going through acquisition and once they acquire a company they don't have the bandwidth to either integrate the acquired company right or they don't have the bandwidth also to accommodate the extra work that comes from keeping them compliant. So I would say an acquisition is another event. Number three we've seen a lot of companies recently downsize. And when you're downsizing it's very hard to get budget to hire additional headcount. So that's another time vigilant becomes a very attractive offer to to be able to leverage us as a managed services provider where you have a fixed fee predictable expense you know as opposed to labor and other overhead in your company. So I would say that is another significant event. And lastly it's the most common is when the government comes and for example if Customs and Border Patrol makes an inquiry about products you've been importing that is often you know you know the time when someone reach out to some like the jeweler if in fact goes to a company such questioning whether or not they've done proper screening you know vetting as they export that would be another time. So you know that's much more of a government providing notice to a company that you know in order to avoid trouble please respond to our request for information.

Malcolm Lui: So when they get a government inquiries are too late for you to help them.

Derek Abramovitch: So it depends upon the type of government inquiry. Right. So if it's an inquiry sometimes then yes we can come in and what we can do is we can help our clients for example review their programs optimize it. Correct. Anything that has not been corrected to date and then go back to the government and show them what measures are put in place so that they can can avoid any future any future penalty or fine. We've done that for several clients.

Malcolm Lui: Luckily

Derek Abramovitch: You know sometimes we don't know about it until after the federal. I don't see or find has been rendered. Right and at that point your point. Yeah. It's too late. However there is still a requirement to make sure that they adhere to right not just that paying the penalty and fine but making sure they fix the problem that that got there. So in that case it's more about assuring the government that you know not only do you pay the fine but you've also addressed the issues that they were concerned about that led to the fines to begin.

Malcolm Lui: Right. Got it. All right. I'm three last questions for you. First one if vigilant had a billboard. And what would be your billboard message and keep in mind that people want to have six seconds to read a billboard before they drive by it.

Derek Abramovitch: Because still our tagline which is we make your day to day compliance related headaches go away.

Malcolm Lui: Ok that's a bit a lot of text on a billboard for six seconds to read. Yeah yeah actually. Tied into Dan

Derek Abramovitch: I got to be honest we're not the type of firm that you belong to a billboard because if you go past 99 percent of people out there even people that are in my family and Dave's what is trade complaints what we do they wouldn't understand. So you know I can come up with something sexy but people would drive by anyways do they understand what we do.

Malcolm Lui: Yeah. What would you do if you were to do the billboard strategy. So the question is more to get your six second message as opposed to using a billboard. But

Derek Abramovitch: I mean

Malcolm Lui: But no

Derek Abramovitch: Gary

Malcolm Lui: One company had done they actually put a billboard in front of a prospective client. They wanted to engage and they literally pop that right there and and it was

Derek Abramovitch: That's

Malcolm Lui: A

Derek Abramovitch: Good. Yeah. That's brilliant I mean for us to have a billboard to be like you know. Do you know who you're exporting importing to and are you compliant. Right. And just maybe ask a couple of questions and let them think about that. And then you know maybe that'll be enough of a reason to get them to thinking about something you don't think about to call us

Malcolm Lui: Yeah true. And can you recap again. Who your ideal clients are. And the best way for them to reach your team.

Derek Abramovitch: I think. You know for us the ideal client are companies that are engaged in international business right. Either shipping products cross-border import or export or companies that are engaged in transactions where it's international. Any one of those scenarios or scenarios where we can help companies and I also want to make sure that I'm clear that we also will work with technology startups because nowadays you can start a Web site and all of a sudden you have an e-commerce store and you have people right that are buying products or services from your website globally. At that point you are now in international business without realizing it. So again we're very shrewd in giving back and helping companies. So you know typically our clients happen to be or to 1000 and very large but we can help companies of any size that want to be compliant.

Malcolm Lui: All right. In the best way for them to reach you and your team

Derek Abramovitch: I think the best way is you go to our Web site at you know vigilant test dot com or feel free to reach out to me and I'm always happy to to talk to someone and my e-mail is very simple. Derek at vigilant GSK dot com

Malcolm Lui: All right. We'd like to spell out vigilant. I come just as the people have the right spelling.

Derek Abramovitch: The AI G I L A N T G T S dot com

Malcolm Lui: All right. Thanks for joining us today derek and sharing how you accelerate your company's high value sales

Derek Abramovitch: Malcolm thank you for giving us an opportunity to talk about vigilant and to provide a little education about the world of trade and financial compliance.

Malcolm Lui: We've been speaking with Derek Abramovitch, the Chief Relationship Officer of Vigilant Global Trade Services,, 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

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