WEBVTT

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The thing that we're doing right now is with our new portal for small business, we're

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going around and talking to some of the small business owners that I know and kind of

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getting their story, their background story.

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Yours is a very interesting story because you're in a technology space.

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You've been in a technology space for quite a while.

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29 years?

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You know, you have a product that's widely used, well known, and yet you maintain that

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as it's a family business.

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Sure is.

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And so let's kick this off and why don't you tell me a little bit about how results

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got started.

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Right.

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We started actually in 1985, at around that time, if you remember, that was considered

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the PCU revolution.

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This is where the IBM PCs were starting to become popular.

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Some of the smaller businesses would bring one PC in and basically try to see if they

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can have control over their data instead of being dependent on the mainframe systems

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and being able to request information from the larger systems.

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Also, some of the smaller organizations, especially in the Washington, TDC, in metropolitan

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area where we are.

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There's a lot of associations, it's a lot of small, non-profit organizations.

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These entities have a lot of work around mailing lists.

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They need technology, but they could not afford mainframes because they were just basically

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doing everything manually in cards and lists.

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So in the beginning of the 1985, we started as a small consulting firm that is helping

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those small businesses figure out how to leverage the technology of the IBM PCs and some

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of the software that was available at that time.

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Whereas to run the consulting business and was just me at that time, one person, I needed

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to be able to take care of the clients and still be able to get my invoices out in a timely

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fashion over my appointments or, and there weren't many software applications for small businesses

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running on PCs at that time.

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So the first version of the results CRM that was done in 1985 was actually to empower

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us to do what we were teaching others to do and return to do commercial product in 1986.

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That's really neat.

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So it was 1988, so it was a year.

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Within a year we made it a commercial product.

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Wow, that's really swift.

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Yeah, and actually what helped us there, Bob, was that there was an account that was an

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insurance company that actually liked the capabilities that we built in from a list management

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perspective and they basically brought it in-house and that accelerated our development

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because instead of just we can, in evening hours, when I was able to sit behind the computer

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and program and build the system, we were now doing custom development effectively for

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that entity to build the software the way they needed it and so that accelerated its

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maturity and being able to be put out there as a commercial release.

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When you started in the consulting space, what was your background in programming before

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that happened?

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Actually, I went to engineering school and so in engineering we had to learn Fortran

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at that time as a programming language and funny enough it was cards being fed to the

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mainframes to basically write to an application that way and get the answers back.

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So that was the first exposure that I had for programming and it turned out that it was

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good at it, enjoyed doing it, actually it was the helper of the class.

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So it was just something that I found out that I have as compared to specifically taught

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IT or being in college for IT.

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I'm an Electrical Engineering Engineer by Education.

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You got your education, you weren't born in the US, you're an American success story

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in that sense.

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Why don't you tell us a little bit about how you came here and built your business?

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Yeah, I appreciate that.

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I'm originally Lebanese.

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I was born in 1948, left Lebanon when I was 19 years old.

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I was one of the fortunate few that after the four years of the Civil War, from my perspective

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the war was going to stop any minute and my parents and my family felt otherwise.

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They felt that things are going to continue to worse and turn out, unfortunately, they

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were right.

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Those Civil War continued for another 24 years.

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The fortunate part for me at that time is my sister was doing her masters in the US and

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had the opportunity to bring me to the US as a student and went to San Francisco State

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University and finished my engineering degree over there.

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It's great.

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Where did you meet Maya?

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Actually, Maya and I met at a grassroots organization, one of the organizations that

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was doing computer work for and they have a national conference.

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It's an organization called the American Anti-Discrimination Committee.

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I used to do IT work and manage the information, the data for the conference and she and her

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family were volunteers that will come in and help in setting up the conference in the

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convention.

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And that's how we...

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We caught each other's eyes.

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That's great.

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That's great.

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And since that time, you guys got married and were you guys married when you started

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the business?

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No, actually.

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We were there.

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It was a going concern and you brought in management.

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Actually, Maya remembers it a little differently because we would be sitting at having dinner

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with our friends and everybody is having a conversation and Sam is designing his next

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module and he's spaced out trying to go through the programming of what the next module

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interface is going to look like.

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So it was just one of those things and then we continued to manage the company and work

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together at growing the business.

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Well, that's a good point.

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When you go...

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In 1986, when you started and then you brought Maya in, this is something that a lot of small

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business struggle with, is the first employee.

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What was the first person that you hired and...

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That's a great question.

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Believe it or not, it took me seven years to be convinced to hire my first employee,

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a first real employee.

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We had a lot of subcontractors.

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We have a lot of entities we partnered with to deliver solutions.

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But for me as a consultant, I was always holding back because I felt that it's not fair

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to the clients because it was more of a personal relationship.

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To put them in a position where they're going to, all of a sudden, get the notice that

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someone is going to replace me and come and work on the account for them because they

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just got hired by DPS Consulting, wasn't able to company at that time.

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And so I was always the consultant, so I was always the main entities with subcontractors.

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And then Maya made the point is that there's a glass ceiling you're going to head from

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a growth potential for the company that is not fair for your clients to be the only entity.

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And so you're holding back from them this ability to work with other team members.

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So that was our argument against it and eventually after seven years she won and we brought

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in our first employee.

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And that really was the starting point for growing the company.

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How, when you did bring in an employee, what was their role?

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The role was also a consultant, but here's different businesses might not have as much

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of a challenge bringing in the first employee.

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There are some other factors and decisions you need to make.

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Something is a little bit more challenging because typically as a consultant you're an advisor,

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there's a trust value that you're bringing to the entity that you're taking care of.

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So what we did to not create that kind of a shift where the customer is that the new

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consultant that came on was actually only assigned new accounts.

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Some other businesses might not have that kind of a direct dependency on that relationship.

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And so it might be easier to add team members in that case while they're adding value and

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delivering more services for the organization as a whole without that consultant dependency

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that was so important to our relationship with our clients.

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The other factor from when individuals are going through the first step of bringing in

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the entity is to make sure that the entity being brought in, you don't rush that decision

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because the entity is going to end up representing you, whether you're there or not.

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Yeah, I mean you're, I mean at that point in time the brand is you.

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Absolutely.

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Exactly.

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By you making a recommendation into that, into that contract that this person is going

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to be able to represent you, well, you've had a hope that they, that they can, you know,

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live up to your name.

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That's right.

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Measure up.

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How nerve-wracking was that first year with a new employee?

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It is actually very, very challenging because the biggest challenge is that you can't be

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there with them.

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So the reality is that you only, if, end up knowing or finding out by either calling

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the client directly within a week or two and see that they're happy or react to a complement

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or a complaint, right?

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Because you're not able to be side by side with them or in some opportunities, we can go

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and have the meeting together, even the introduction meeting or maybe a project status update.

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So you can see the chemistry of how the, the information there and you just listen into

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the conversation.

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Yes, it is nerve-wracking, but it is a part of the growth that you cannot avoid.

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And the longer you avoid it like I did for seven years, you know, the question is always

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is, what would have happened, what would have happened and how quick or what would have

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happened if I've allowed growth within the organization to grow at the beginning of the

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revolution, not seven years into the PC revolution?

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Well, it's, I mean, everybody goes through those, those kind of, you know, second-guessing

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themselves.

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You know, once you brought that person in, what did it enable you to, to go after that

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you hadn't been able to go after before?

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Every time there was an opportunity to go to the business or a new project to be taken

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on, it was a challenge to say, how can I fit this with the rest of the things that are

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going on, my existing accounts that I'm handling, responsibilities on projects to be delivered,

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the family life, because you've got to balance that too, right, because that's the priority

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in a way that you're doing all of this to, to give stability and, and a future, the company

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is allowing you to also have a better life with your family.

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And so you're going to keep all of those things in sync.

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The addition of a resource at the level of operation that I was measuring myself at allowed

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me to be not have the burden and the headaches of all my client base on my own shoulder.

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You can basically, in a way, distribute that over across multiple individuals.

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Also once you're successful with the first employee, it is very easy and very rapid to

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bring in the second one, because you have already put in place the processes that made

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you comfortable that you're able to hand off responsibilities.

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And now we can do more.

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I had more time and I'm able to focus on aspects of it, not just billable hours and delivery

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of consulting services, but being able to step back and say, how can we do more?

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How can we bring in the second person?

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How can we bring in the third person?

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How can we be more efficient in our income and expenditures so that we have a larger profit

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margin every single month moving forward?

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So it was a great way of being able to step back and do what you need to do as a boss,

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as an owner of a business, not just as a consultant that's bringing the money in.

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And once you were able to do that, I think you mentioned to me previously that right

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around that time, like seven years, it was 86 to 93, right around 93, you did a big deal

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with Sharp, didn't you?

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We sure did.

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Actually, Sharp was one of our biggest accounts on the CRM.

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At that time, Sharp was bringing in laptops to the market, just a step back.

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Sharp is a pretty significant organization, right?

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At that point, Sharp was well-known for their copiers, but Sharp was also trying to bring

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in additional lines of business.

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One of the biggest lines for them was laptops, and laptops were kind of a wow.

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Look at those exciting PC technology.

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What if you can get that on the road?

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Here's the problem for them.

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They didn't have any software, business software that they could demonstrate on.

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We were fortunate enough to have our product results CRM picked by the sales force of Sharp

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at that time to be the product they want to use for selling.

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So we were a natural fit.

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When we went to the conference, they said, can we show your software at their laptops so

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people can see what they can do with the laptop, and it was a fantastic win-win, because

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not only can we show them that they can use the laptop, but we're not showing them a great

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software that their own staff were using to sell, and they can use on those laptops.

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So it was a fantastic, this is a first example of a true partnership that there wasn't money

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changing hands, but a good idea that says, look, we can help each other out.

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You can show my software at your laptop, and now your laptop can show software that is

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usable by businesses.

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What a great fit.

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That's fantastic.

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So from that point, you know that results is established as a product.

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What have you done to grow the business from there, and what would you have done differently?

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So here's one decision point that we made in 2000, though was in my mind a very important

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decision.

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In 2000, we made the decision to separate out the consulting company from a software company.

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The company, the product has been a success, highly used in many places, and we wanted to

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create an organization that would be the one responsible for the software, so no one would

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look at it and say, what is a consulting company doing, supporting and selling commercial

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software?

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And so we made a decision, and at that time, we acquired the name Result Software.

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So we separated out DPS consulting, which still exists, and now is focused on larger consulting

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accounts.

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So we have, for example, an account with the US Navy that we've had for about 14 years

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right now.

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We do development for their mobilization software, and we have a result software that's responsible

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for a totally different set of entities, which is small businesses, using outlook, using

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QuickBooks, so there was an important decision from separating companies to focus the

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growth of each company based on the set goals for each company.

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And that's a difficult thing too for a lot of business owners, is the ability to recognize

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that you've, you know, the thing that you've created as a whole, as actually two parts

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that could function, you know, function better on their own.

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Absolutely.

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And there are tough decisions because tactically, it is not only is it a matter of deciding

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how do you separate them because they have always been one entity, but also making sure

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that you establish the right goals for each organization, the reality is that the goals

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are set differently, the operations are done differently, the workflow within the organization

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is different, and so you have to take those steps to keep the company and the team focused

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on working properly.

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That's good advice.

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Result CRM is a desktop product, okay, and now there's been all this noise about the

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cloud and what is your strategy going forward on, you know, keeping the software relevant

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and moving into this next phase?

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Absolutely.

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Great question.

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And I'm going to add to that conversation virtual offices because in my mind, that's the

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reality of how we today work.

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Yes, we were a desktop product for a long time and we continue to feel compelled to leave

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the desktop unit in place because our major customer base is a QuickBooks user.

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80% plus of the QuickBooks client base, 4.2 million, according to the numbers from

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into it, are desktop users.

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That's the majority of the QuickBooks users.

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So what we have done then is we have kept a product that integrates with the desktop

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product to be able to work together.

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So we have then moved forward to look at the future and allow those companies to operate

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from anywhere at any time and allow their staff to work from anywhere at any time that

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they're productive.

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Then we're applying the same technologies that would work for the QuickBooks desktop to

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the results of CRM desktop.

00:16:11.560 --> 00:16:14.840
And that is sometimes what's called application hosting.

00:16:14.840 --> 00:16:19.720
You're basically taking those two desktop-like products instead of just putting them physically

00:16:19.720 --> 00:16:24.480
your office or just on your PC or desktop or laptop.

00:16:24.480 --> 00:16:29.120
You're going to put them at a center that you can access and your staff can access

00:16:29.120 --> 00:16:31.880
it at any time so they can get to the data.

00:16:31.880 --> 00:16:35.440
There's one other thing that we've done within the desktop product.

00:16:35.440 --> 00:16:39.760
So we allow the desktop product to continue to grow as a desktop product but we created

00:16:39.760 --> 00:16:46.040
a parallel product called Results Mobile and that parallel product is a web-based product.

00:16:46.040 --> 00:16:51.520
We created a hybrid solution that you can use a desktop product in your office in house

00:16:51.600 --> 00:16:57.680
we call it or hosted at places like Skyline and Unity Data, data centers that are well known

00:16:57.680 --> 00:17:02.200
to be able to work well with the QuickBooks environment and connect the CRM to it.

00:17:02.200 --> 00:17:08.080
But we also created this online pure web product that can be accessed from any device at any

00:17:08.080 --> 00:17:12.760
time and that's how we've taken care of the fact that we're a desktop product instead

00:17:12.760 --> 00:17:14.960
of it being a dinosaur, it's not.

00:17:14.960 --> 00:17:19.960
You build this web component to it, you make either component work with the same data

00:17:19.960 --> 00:17:22.720
and now it becomes choice.

00:17:22.720 --> 00:17:25.320
You've addressed the cloud for the time being for the moment.

00:17:25.320 --> 00:17:26.320
That's right.

00:17:26.320 --> 00:17:29.840
What do you think are the next steps for results?

00:17:29.840 --> 00:17:30.840
What do you see?

00:17:30.840 --> 00:17:34.520
I'm not going to say five years in the future because that's when it'll be installed

00:17:34.520 --> 00:17:36.280
on your flying car.

00:17:36.280 --> 00:17:40.120
But in 18 months time.

00:17:40.120 --> 00:17:41.520
We already started implementing that.

00:17:41.520 --> 00:17:46.440
We're actually in the testing phases of that and we're starting to put our clients.

00:17:46.440 --> 00:17:48.640
There's a new technology that's called Cloud Paging.

00:17:48.640 --> 00:17:53.400
Cloud Paging is a technology to take their desktop software and instead of it having to

00:17:53.400 --> 00:17:58.480
be sitting on a platform where you need to log in to access it on somebody's data center.

00:17:58.480 --> 00:18:03.040
Now there's technology out there that allows that software to be streamed or pushed directly

00:18:03.040 --> 00:18:05.840
to your PC, whatever you're working.

00:18:05.840 --> 00:18:13.040
The idea that it becomes the full future set of your desktop functionality becomes available

00:18:13.040 --> 00:18:16.720
to you from any device that you want to work with because we're going to stream it and

00:18:16.720 --> 00:18:18.360
push it to your desk.

00:18:18.360 --> 00:18:21.760
When you want it, you push a button, it will come to your machine and you're going to

00:18:21.760 --> 00:18:25.400
use it with your data that's already hosted and sitting in the cloud.

00:18:25.400 --> 00:18:27.160
So you're leveraging the cloud.

00:18:27.160 --> 00:18:31.160
We call it the cloud connect by the way as a term we refer into it because we're saying

00:18:31.160 --> 00:18:35.880
the cloud is your tool to connect everything together.

00:18:35.880 --> 00:18:36.880
Okay.

00:18:36.880 --> 00:18:39.080
Well, one final question.

00:18:39.080 --> 00:18:47.960
So as a small business owner and a technologist, if there was somebody out there that's thinking

00:18:48.040 --> 00:18:54.840
about, you know, gee, I have this idea or I have this talent.

00:18:54.840 --> 00:18:59.600
What would be your advice to them today in starting a business?

00:18:59.600 --> 00:19:01.560
Know what you like to do.

00:19:01.560 --> 00:19:02.880
Know what you love to do.

00:19:02.880 --> 00:19:05.000
Know what your passion is about doing.

00:19:05.000 --> 00:19:09.840
Don't do it because there's money in it because it's going to take a long time to get

00:19:09.840 --> 00:19:10.840
there.

00:19:10.840 --> 00:19:15.280
Just have a goal and know that you love what you do because that passion is going to

00:19:15.280 --> 00:19:19.600
help you build it properly and it's going to help you sell it properly.

00:19:19.600 --> 00:19:24.680
Just having something that might make you money and going after that in my mind is the

00:19:24.680 --> 00:19:28.960
most challenging way of starting a business because the chances of failure become much

00:19:28.960 --> 00:19:34.640
higher and your ability to sustain yourself through the difficult times are going to become

00:19:34.640 --> 00:19:38.000
much more challenging because the passion is not going to keep you going.

00:19:38.000 --> 00:19:42.160
If you believe in what you're doing, if you have the passion for it and willing to do

00:19:42.160 --> 00:19:48.600
the hard work behind it, then people will follow you because they're going to live off

00:19:48.600 --> 00:19:52.160
that passion that you're bringing in and they're going to see the value that you see and

00:19:52.160 --> 00:19:55.240
what you're giving and what you're delivering.

00:19:55.240 --> 00:19:59.200
It's easier to follow somebody that believes in what they're doing, yeah, sure.

00:19:59.200 --> 00:20:01.240
Well Sam, thank you very much for today.

00:20:01.240 --> 00:20:04.800
It was a wonderful seeing you again, Bob, and thank you very much for the great questions.

00:20:04.800 --> 00:20:05.000
All right.