In this episode, we discuss how Joe changed his business model to an incentive-based model, one that is aligned to clients’ needs and expectations.
Intro: [00:00:00] Welcome to the LA Business Podcast, a forum for business owners and senior executives to share the experiences about the elements that drive their success. Your host is Robert Brill, CEO of Brillmedia.co an Inc 500 company. Delivering the power of hyper-local advertising. Robert writes for Forbes, inc. and Ad trade publications.
Our goal is to bring you the stories about successes and failures of people who are making big things happen in marketing, entrepreneurship, and management.
Robert Brill: [00:00:36] Hey, everyone. Welcome to another episode of the LA Business Podcast today our guest is Joe Stornelli, Principal of JS Technology Group.
Thanks for being with us, Joe, tell us a little bit about your entrepreneurial journey and what you are doing at JS Technology Group.
Joe Stornelli: [00:00:54] So we’ve been every which way. But we are now a managed IT Service Provider, which means that for a one monthly cost we contract for whatever outcome it may be, whether it’s wifi for a certain amount of square footage, managed IT services for a certain number of heads, phones, conferencing, storage, whatever it is.
We do that in a measurable, scalable way. That’s always consistent.
Robert Brill: [00:01:20] And how did you, how did you get started on this, on, on LinkedIn? And it shows that you started in 2011. Tell us a little bit about the background
Joe Stornelli: [00:01:28] So in 2011, I was a freshman in college at NYU and you know, a couple of weeks go by and I’m sitting wondering what else can I do with my time?
Then sit in my dorm, go to classes, eat at the cafeteria, you know, all of those things. So I sort of dabbled in iPhone repair at that point. And I thought maybe it would be a neat business to be able to fix student’s iphones and students’ laptops, and to come and go from their dorms. So it’s convenient for them and affordable for them, to get their things repaired.
Robert Brill: [00:02:05] So you’re a tinkerer?
Joe Stornelli: [00:02:06] Yes. A little bit, a little bit. I started because they were making colored, iPhone backs back in the day of like the iPhone 3. And it just was so cool to see, an orange or blue or whatever. I phone that I bought a couple of old ones on eBay and I started pulling them apart and eventually got them back together and some people in Washington Square Park.
So thats what I was doing and they thought it was really neat. I think I sold a couple of them and that became the idea that started the original business 10 years ago.
Robert Brill: [00:02:37] So, I mean, starting a business is still a lot of different types of skills. Right? You have the technical mastery, then you have the business mastery, like tell us about how you, got started, how you went from a person doing this to having a team and deciding that you want to start a business doing this.
Joe Stornelli: [00:02:56] So I think that was the learning curve. The technical was always a passion of mine. It was always tinkering when I was a kid building computers, had a lot of influences. My grandfather was at IBM for 30 years. My dad for 25 years, all worked on, you know, related fields related to the personal computer and the first servers.
So that was kind of in my blood. And the entrepreneurial spirit was just the idea that I could build a team and not have to, you know, rely on my own efforts so heavily. And I think in a lot of ways it was cart before the horse with this baby business. You know, I hired some peers of mine at $15 an hour back in the day to facilitate this even before we had customers.
And it actually ended up being a valuable learning experience. I know, you know, that business was not exactly the business that brought me to where I am now.
Robert Brill: [00:03:48] Wow. So, you know, when we communicated, when we email the originally, you said that there was one big change in your business that really made a difference.
Can you talk about, I mean, in general, your story, right? I mean, 2011 to 2020, 9 years, long time, lots changes. You know, from, from, you know, we’re an advertising firm and from an advertising technique, diverse practice, a ton changes. I can only imagine what’s happening in your world. Like tell us about some of the changes you’ve seen and like how you’ve evolved your business to kind of like. Trade exponential growth.
Joe Stornelli: [00:04:24] Of course, of course. I, I think the biggest issue in it won’t really in any business, but an it specifically is incentives, alignment. A typical it person will be contracted. You’ll spend a fair bucket of money building a solution. You as a client will pay for the hardware.
And then every time this hardware break she’ll have someone in your office at, you know, a service call minimum an hour or two, couple of hundred dollars an hour. And these bills just run up. And that’s the thing that I hear from many clients that switched to our service. Is that, you know, these people install these systems and then they’re basically paid every time their systems malfunction.
And it’s not the incentives right. Lined at that point. So that’s why we’ve flipped the model. And, you know, we build systems from the ground up that are meant never to fail. And we support them. We train you on them. We lease you the actual systems and ultimately the outcomes. And for that reason, there’s no frustration because, you know, if we have to spend 10 hours at a client fixing an oopsie that we made, you know, years earlier or whatever, something that snowballed, that’s money that we’re not getting back.
So the incentives are finally aligned. Our incentive is to build something so that it’s Bulletproof and the client’s incentive is whenever there’s anything wrong to let us know because they’re not paying for us to come out and fix it.
Robert Brill: [00:05:52] So at what point in your business did you make this change?
Joe Stornelli: [00:05:59] This was early 2019, probably for the fiscal year 2019, which are starts in January.
Robert Brill: [00:06:06] And was there anything that precipitated this change of thinking for your business?
Joe Stornelli: [00:06:13] So I think it was largely some advice from a mentor of mine and it was more, it was not even about incentives alignment is really about how do you smooth the revenue curves?
How do you keep yourself busy? You know, typically in the summer, it’s, you know, it was slow for us because no one’s buying and you know, everyone’s out gallivanting doing their summer thing. No, one’s interested in these projects until Q4 when it becomes extremely busy because everyone’s trying to spend their it budget.
So my ask of this mentor was how do I make this revenue year round? Because I was thinking, I think I just hired my first employee, another NYU student straight out of the gate. And I just wanted to make sure that I could pay him and, you know, have revenue coming in. So I wasn’t digging into my pocket during the summer months, and this seemed like the solution.
Robert Brill: [00:07:04] Okay. And what, and what was happening before, let’s actually take a step back, you know, you said managed IT services, wifi per square footage. From your perspective, I’m not a technology person. Right? I know what wifi is, but I don’t know what the implication is.
When you say wifi per square footage. Tell us a little bit about some of the ways that you work with your customers.
Joe Stornelli: [00:07:27] Certainly so everything, we build everything in a scalable way. That’s our model. There are no surprises so that if your footprint goes from one floor of a building with 50 employees to four floors, 200 employees overnight, your pricing scales in a linear way.
And in fact, there are economies of scale in some places you’re never being blindsided. You’re never being hit with 50 K and cabling and build outs that you have to come up with tomorrow so that your people can actually work. It’s a very, relatable, the scalable model and, our clients, I like it a lot because they know what their costs are going to be.
Robert Brill: [00:08:11] So the difference that you, that the change that you’ve made in 2019 was you went from charging, what, like an hourly or a monthly fee to like, like tell me about the difference and nuances in how you, how you change your pricing.
Joe Stornelli: [00:08:26] Sure. You were literally buying consulting hours in 2018.
When you engage with our firm, there were no retainers for the most part, and you were paying an hourly rate and it was invoiced at the end of every visit. We have to deal with, collections on individual invoices, no grouping or anything of that sort. and we just decided that it didn’t entirely make sense to have people go by the hour when certain projects have.
Requirements that are variable and that can be frustrating, you know, to hammer away at something, you know, a system that we’re retrofitting or that we’re fixing for five or 10 hours only to get it back to where it was, where we could just build things from scratch and have them come out consistently every single time.
Robert Brill: [00:09:15] I think there’s also like some sort of like psychological trigger for, for consumers, for business owners, for anyone managing a budget, that a known costs is actually a much better cost for them to have, rather than, unexpected fees. You think that the cycle, the psychology of that makes a difference to your customers?
Joe Stornelli: [00:09:40] Absolutely. Absolutely. And that is a big reason that a lot of us, a lot of my customers choose us, is just knowing, the unlimited nature that there won’t be overages. And the only caveat I ever give is something that’s very clearly a project will be built as such, but everything else is included.
if you have, you know, 20 user onboards in 20 offboards, that. You know, that actually is all covered. If you have a major server meltdown of something that’s under warranty or isn’t under warranty, that’s covered, it’s almost like you’re buying, outsource IT and an insurance policy, all in one.
Robert Brill: [00:10:21] How did you start getting, going back to 2011 or 2012?
Whenever, like you started getting some momentlike, how did you. How did you learn to sell? Because it what’s clear to me also about this change that you’ve made in 2019 is that it’s a much, somehow it’s easier to talk about it. Like it’s such a great sales tactic. Like it clearly aligned when, whenever you can say your motivations align with the customer or the client’s motivation, it’s such a great thing to say.
Cause I think I find it’s easier for me to sell when I can say that when it’s true, you know, tell me about how you’ve learned to sell and some of the, if you’ve had any challenges there or are you just a natural born salesman?
Joe Stornelli: [00:11:06] You know, I think it’s, it’s an acquired skill in a lot of cases. I think with us, it began with having a little bit of success and getting a little bit of recognition and you know, when this began, I was 18 years old. So it was, you know, people were excited. We had the New York times writing an article. They thought it was neat that, you know, my guys would camp out at a Starbucks and fix things for the day and they just thought it was so cool. And that kind of gave me the confidence to approach other businesses when the time came.
Also the referrals from the very beginning, you know, that is your pipeline. That is your business when it comes down to it. And I think the referrals have definitely been the biggest factor in us growing, as well as some web based advertising that we’ve done that and people have found us cold, but ultimately having a lot of ethos and having a media behind it so that people can get to know you before they even pick up the phone.
That’s definitely propelled us forward.
Robert Brill: [00:12:03] And so when you think about referrals, I mean, when you’re 18, you don’t have a huge network, right? You have to kind of make a name for yourself, you know, ride the train while planting the railroad tracks. Right? Like placing the railroad tracks.
Tell me about that process. Right? Like how did you build a reputation for yourself? I imagine it’s. Doing good work, but even just to get the opportunity to do good work, how do you gain that momentum?
Joe Stornelli: [00:12:29] Well, in our case, we got lucky a lot of the publications that featured us, we later worked for, you know, C level people in their own homes.
And a lot of our good word of mouth that brought us into the corporate arena was because we worked for people in their homes first. And then later, you know, sometimes years down the line, they began to trust us with their businesses. We were the first call because they remembered someone that I sent out in 2013, going to their house and being very thorough, explaining everything, fair pricing.
And from one little teeny job that at the time didn’t have a huge dollar value on it came an entire corporate account. So it’s yeah, exactly. Transitioning from a, B to C to B to B actually helped us with our funnel a lot.
Robert Brill: [00:13:24] Talk about that? How, how so is it, is it because you made so many connections personally, that those people will begin B to B customers?
Joe Stornelli: [00:13:33] Well, it was exactly that. And just having any sort of human trust at a certain point, you know, that someone had used us, and getting reviews up on Google and pulling testimonials and quoting people in, in the other kind of earns media when we sent out press releases.
It just gave us a little bit of an anchor. Not only are they young, but also. They know how to do what they do. And at the time we were also, you know, way, way pre COVID going into people’s homes sometimes even when they weren’t there and performing these services. And I think that was kind of neat to have it, you know, we’ve taken the, the concierge aspect and, and blown that out on a business scale, but to have that concierge and also have that trust and, you know, let us in your apartment when you’re on vacation to do what we do that was a major selling point, to future clients.
Robert Brill: [00:14:25] But by the way you’re talking about it, appears to me that you have a, a strong understanding of how, how to deploy marketing for your business. Do you, do you feel that’s an accurate assessment?
Joe Stornelli: [00:14:37] I understand the principles. It’s always a moving target, especially during these times.
But yes, there are certain principles, mainly, trust and visibility that have brought us where we are and are going to keep leaning on those things as we go forward.
Robert Brill: [00:14:54] So, you know, I think what’s interesting is if you’re starting your business, when you’re 18 and you’re right out of college or wait, wait, did you, you were in college.
Joe Stornelli: [00:15:05] I was a freshman in college. I was new to college.
Robert Brill: [00:15:08] Okay. You were new to college, so it’s interesting, right? Because you know, some of our clients that we work with. Really don’t have the skills to really, I understand how to use a marketing. So they come to us because they don’t want to, they don’t want to get into the weeds, but it seems like you’ve gotten into the weeds.
And what I think is interesting about that is like, it’s such a required skillset to operate a business. You’ve got to know the communications tools of our time to be able to leverage them, to drive attention, to understand what works for your business. Was there a point within your, the growth of your business that you said, okay, I’m going to stop doing the marketing in house and I’m going to work with an agency or some contractors, like what was the decision making on that, on that for you?
Joe Stornelli: [00:15:59] Certainly. So we prefer the, you know, the teach a man to fish philosophy, you know, where that man in that case. So rather than hiring an agency, I’m on a full time engagement we hired a pretty smart agency out of Brooklyn. And we basically let them design a program for us, let them understand our needs and come up with some pretty, you know, some good guiding pieces of collateral and also just guiding decks that help us understand, you know, where we are, where we’re going.
And we’ve used that as a roadmap over the last few years as we’ve done our in house marketing. I have a few freelancers that do marketing. I have someone who’s on my staff that does marketing and my director of operations of course, touches marketing because a lot of the business and the content, is, is also obviously the marketing has to be that.
And we’ve used the blueprints that this firm set forth, but if I had had bigger budget and wasn’t bootstrapping, that is certainly a good place to spend money, for the long run.
Robert Brill: [00:17:06] Sure. So March COVID, big changes across the world in the United States. I imagine that considering the work that you do.
A lot of people need your help because everyone is changing the, physical space where they’re working and they need, they need the one organization that needed your help in one location. Now needs the same help in 40 locations. If they have 40 different employees, how has the last five, six months affected your business?
Tell us about your experiences with, with COVID.
Joe Stornelli: [00:17:42] Certainly. So I would say it’s interesting. How many issues fall through the cracks when you are at home? Certainly not with my clients, but, with prospective clients, we had many clients who were in the pipeline who were, if not contract out very, very close and were fully ready to buy before COVID and without necessarily seeing budgets, decrease, you know, the interest was not quite there anymore. And I think the answer is sure is that a lot of people who would be squeaky wheels do self-sooth when they’re at home. You’re able to kind of bootstrap it a little bit when you’re at home and everyone’s in their own environment.
And you can’t control for the variables anyway, their internet connections. Unless you’re bringing a connection to every employee it’s home, which is highly expensive, which is something we suggest for, you know, C level people in sales and trading, things like that, unless you’re doing that. There are a lot of aspects to the shared it environment that just do not exist in the home.
So I think there’s been a bit of a reduced need and people are realizing that they don’t need an office so much, although in a lot of industries it will catch up. People are realizing that, a lot of the centralized it issues no longer exists when everyone’s bringing their own backbone, so to speak.
Robert Brill: [00:19:07] So let’s talk about, you know, some, some key ideas for work from home. You know, our organization fully is fully baked work from home, which means we hire people all across the US and we have some really incredible talent that. If we were just hiring in Los Angeles, we wouldn’t be able to find. So what are some of the key work from home technology concerns that, you know, people should be paying attention to? And certainly that you can help with.
Joe Stornelli: [00:19:39] Absolutely. I think one big buzzword that’s been tossed around and we’ve done a lot of writing on it because of that is VPN. There was a fundamental misunderstanding about what VPN is, what it isn’t the benefits, how it helps, what it can even do for an organization.
Everyone wants to have one, but nobody knows what it means. So we’ve been helping clients a lot with that, to understand that it is a tool for remote access. It is not a tool for safe browsing on its own. It’s not efficient to be a tool for safe browsing. It’s much safer to employ software on endpoint computers so that they browse safely.
It doesn’t make sense to be piping all of your internet traffic back through corporate firewalls. It’s just slow. It’s a bad experience. That’s been like a huge thing that we, and a lot with remote access softwares also. So just understanding licensing implications, the number of users that can use the software at once, other tangent mental features like file transfer, et cetera, choosing the right remote desktop solution is key and there are hundreds on the market. There are probably 10 to 15 big players. They all licensed it. So that’s definitely something that we’ve also stepped up and helped a lot of firms that didn’t have that ready.
Robert Brill: [00:20:57] So when you talk about VPN, what? I have no idea. So this is kind of weird, like I’ve, you know, like my media consumption habits are like so weird right now. I have never been like one of those weird Disney people. And I find my yourself watching literally hours of live streams of these like Disney influencers on YouTube, like walking through Disney world in Florida.
My mind, who am I? And I see a lot of advertisers. They have like shout outs, you know, some random VPN company that I’ve never heard of. I’m like, I don’t really get it. The point is why does a person need a VPN?
And how does it relate back to business or consumers?
Joe Stornelli: [00:21:57] Got it. Well, the type of VPN they’re talking about, and it’s ambiguous because there’s, a VPN for browsing and content, which is separate from a corporate VPN, a corporate VPN is for remote access. It allows you to access, as I mentioned, the resources in your office. And I say this because I say the same exact phrase all day long to all sorts of different clients who are hot on VPN.
It allows you to access the resources in your office as if you were in your office in a secure way. And then there’s this whole host of it. Other VPN providers that are for sort of consumer, they call it privacy VPNs. And I’ve written an article. There’s an article on clutch about the VPN and it’s place, but ultimately people don’t use. A VPN, allows you to look like you’re browsing from somewhere else, which is good. If say you’ve got a thing for some kind of European content that is not allowed to be shown in America and they block you by IP. You can poof over Europe or Asia and get that content. However, that’s not going to make you anonymous because VPN company still keeps logs of where you’re originally from and what you’re doing.
And time and time again, companies that have promised to be. Sort of just gatekeepers of this information and to be no show VPNs have given this information over to authorities. So there’s really no good use case. It’s going to slow your browsing down, unless you just need to watch content that you can’t get in the States, you know, that’s the use case for VPN.
Robert Brill: [00:23:27] So now when you think about, you know, we use like SharePoint, we also use Dropbox, I imagine remote browsing or remote access is not even a thing when you can access everything through the cloud. Right? Like you don’t need a remote when you can access the cloud.
Joe Stornelli: [00:23:46] That’s exactly correct. And that’s something so often misunderstood people are saying, well, we’re on office three 65. We’re on G suite. But we still want to use a VPN because there are three little letters. They sound nice and people associate it with security. It just won’t do anything for you at that point. There’s no place for VPN.
If you don’t have a server sitting behind a firewall, the point of a VPN is set tunnel through a firewall and a secure way.
Robert Brill: [00:24:12] Very cool. So what, what, when you think about how you drive your business forward in 2020. Can you aluminate, you know, for other B2B marketers what are you looking at when you think about marketing in growing your business and, and I’ll frame it a little bit, right?
Like I know for my business, I know how I get leads. I get leads through Facebook ads, which is ridiculous. Like it’s so to some folks they think, well, B2B, you have to get leads through LinkedIn because that’s the data. And I can illuminate a variety of reasons why that’s not the case. And then, you know, we, we have this podcast and we write content and we write articles.
We do all these, we have all these little things, but I know directly exactly how much I can spend and how many leads I can get. Is there a framework for you that you’re using that you need drives your business forward in 2020?
Joe Stornelli: [00:25:11] Probably like I said, pre coven, it was hit or miss. We had done very well, actually with ad words, I’m from a small spends, I think it was $500.
We could pull a few good quality leads and at least in good quarters for us in Q4. You know, we would have most of those convert and they would pay for themselve a hundred times over, which is a wonderful thing. And also it’s nice to let clients kind of make their way through their web site on their own.
And they call you with an understanding which doesn’t always happen. Right. You know, we’ve tried some outbound, some cold calling this and that, and that’s just a completely different type of selling. That’s very difficult. So far, I’ve liked, running it through the website whenever possible.
It seems to work, but it, it hasn’t been covert proof or at least not until, you know, I was picking back up, but what works stopped working for at least four months in the middle there.
Robert Brill: [00:26:12] You know, the interesting thing for us shows that we did prior to COVID I knew I wanted to revamp our marketing set up because the primary way we grew is through referrals, just had a great network and really people who trusted us and the whole thing.
Joe Stornelli: [00:26:30] Which is the best way to do it.
Robert Brill: [00:26:34] It’s limited though.
Like if you have 10 clients and one of them is having a day, then that’s going to be a lot that could be an outsize portion of your business. If something happens to that business, you know? And so what we’re looking for, what I’ve been I’ve tasked myself within my team is like, how do we have 50 clients smaller? All of them.
So that we’re much more diversified and we’re just now being able to get to that point where we can actually run ads, know that we’re going to get leads anywhere from $5 to $15 per lead. And those people who we talk to, some of them will convert and then it’ll more than pay for itself.
We’ve never had that.
Joe Stornelli: [00:27:21] That’s exactly what we’re all looking to achieve. I think I don’t have that locked down just yet in a very stepwise way. And it’s definitely something, you know, every business needs and wants that. And if you can figure out how to do that now, when a lot of firms are in transition, you are in a good place because then your issue is scalability.
Robert Brill: [00:27:40] Yeah, exactly. If I, if I spend a hundred dollars a day, well, let’s see what happens if I spend a thousand dollars a day.
Joe Stornelli: [00:27:47] Right? Exactly. And then it’s just gearing up your staff to be able to fulfill the business that you’ve signed. And that to me is almost easier than actually, you know, signing the new deals or at least has been easier.
Robert Brill: [00:28:00] So, when, when people work with you, who are your best customers, who are the types of people that you want to be working with? What’s the profile of your customer?
Joe Stornelli: [00:28:09] Certainly. So we love a, a startup, newly funded series, a series B I say, moving into a new office and this used to be, you know, this used to be a thing now it’s, it’s less of a determining factor, but one of those types of companies, that’s moving into a new office that needs soup to nuts, new everything, and wants hands-off no hassle outcomes driven.
You know, they’ve got deadlines to keep and it’s absolutely critical that nothing goes down for them. A lot of these companies will have really involved engineering teams. But our sell is we don’t want your engineers. To be working on petty. It issues to the tune of their 250K a year that you’re paying them to code your software.
We don’t need them to be tinkering with routers and this and that. This is not their business. Let us do it. We’ll do it for a fraction of the cost of their time even to do it. And we’ll do it, believe it, or not better than they can, because it’s all we do.
Robert Brill: [00:29:07] Of course. Of course, that makes a lot of sense. How can, how can, how can people find you, Joe?
Joe Stornelli: [00:29:14] So our website, JS tech group.com, where we’ve got a YouTube channel that we’re very active, we’re very active on Instagram. Most of our posts go to Facebook. We post on LinkedIn. We’re essentially. On every channel and, and that’s, you know, cross posting is a nice trick that I encourage every small business owner to do because your content deserves to be working for you across every form of media today.
Robert Brill: [00:29:38] Well, we’ll talk about that. And what are you doing on YouTube specifically? That’s very interesting to me.
Joe Stornelli: [00:29:44] So on YouTube, we’ve been trying to keep it short and sweet lately. It’s mostly, we’ll react to news. We’ll talk about issues related to COVID. We’ll talk about the nice thing with us is we have like eight different it verticals we work in.
So we’ll pick a topic and we’ll, you know, Say conferencing is the thing this week. And we’ll dive into just some issue that somebody has with conferencing or an FAQ topic, and we’ll make a quick video on it. You know, whatever it is, there’s almost infinite content between the headlines and how quickly technology changes.
It’s very easy to squeeze new topics out.
Robert Brill: [00:30:21] And so how and how often do you post?
Joe Stornelli: [00:30:25] We’re doing? I have outsourced this a bit to my team internally. I believe it’s, Instagram is every day LinkedIn and the full content release we try for at least once a week on a Friday, but we’re trying to do it twice a week, I think, Tuesdays and Fridays for a full release.
And then obviously trying to engage with our. Fan base every day. And it does really grow organically. At least Instagram has, since we’ve been trying to do this people, they find you and they, you know, they friend you or whatever, they, they follow you and they do engage and it does build on itself even if you’re not, you know, even if you’re not doing it strategically, but it’s best to do it methodically and to do it daily, if you can.
Robert Brill: [00:31:10] Amazing. I like that, you know, we’ve been. We, you know, our strategy on YouTube is just share all the information we have about how marketing and advertising works. All of the things you can do, contextual targeting, dynamic, creative, all the things.
You know, what’s funny. I posted one video in 2017. I did a series of like 10 videos about the basics of digital and programmatic advertising. And like that one video gets like thousands of views a year, which in a very small niche, by the way. And I discovered that earlier this year was like, Holy cow. That’s incredible.
Joe Stornelli: [00:31:49] Yeah. It’s almost like you need to know, like you said earlier, you need to know who you’re talking to and you can really you know, make hyper-specific content to a certain point and it will get to the right people and the algorithms will push it to the right people and make sure it gets shared among the right people.
Robert Brill: [00:32:09] I love it. Give us your website and your email address? How can people reach out to you?
Joe Stornelli: [00:32:46] Certainly, I appreciate that www.jstechtechgroup.com. Ccertainly you can email me personally, [email protected] and you can call us at eight five five NYC tech. Got that one a long time ago.
That’s a nice phone number.
No one even uses the phone anymore, but I do like to have it. And I really encourage, you know, my old school buyers, people who just want to call and talk to someone, chances are, if you call that number, I will pick up and I will answer whatever questions you have and make things easy.
Robert Brill: [00:33:24] Awesome, Joe Stornelli, thank you so much. I really enjoyed this conversation. Appreciate your time today.
Joe Stornelli: [00:33:31] This was great. Thank you so much, Robert. I really appreciate it. You have a great one.
Robert Brill: [00:33:36] Thank you. Listening to this episode of the LA business podcast. If you like what we’re doing on this podcast, please consider subscribing on Apple or Google play, leaving a five star review and sharing with your friends.
If you have any questions, comments, or recommendations for a guest you’d like to hear on this podcast. Please email me [email protected]
Thank you. Have a fantastic day.