What if your POS system actually made your business better?

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What happens when a data analytics expert decides the rent-to-own industry deserves better software? You get Revo POS—a ground-breaking point-of-sale system that's completely reimagining how RTO businesses operate.

From the moment you experience Revo's interface, you know it's different. While traditional RTO software cobbles together multiple disconnected systems, Revo seamlessly integrates everything: inventory management, customer data, quoting, digital agreements, even your phone system. The result? A streamlined operation where your team never needs calculators, paper forms disappear, and pre-leased inventory turns 30% faster.

Enos Barger, Revo partner and 30-year RTO veteran, takes us behind the curtain to reveal how this software emerged from R&R Tire Express's needs but was designed with flexibility for the entire industry. "We're not writing software for one way of operating," Barger explains. "For every pricing model, there are a hundred variants. We had to customize for that reality."

The system's innovations are striking: completely paperless transactions with digital signatures, a VoIP integration that identifies customers when they call, mobile capability for field operations, and an intelligent quoting system that prioritizes inventory you already own. Perhaps most impressive is how the system handles RTO's complexity while remaining intuitive for store staff.

Built on modern technology (SQL backend hosted in Azure), Revo's approach represents a fundamental shift in industry thinking. Rather than building everything in-house, they focus exclusively on exceptional RTO functionality while integrating with best-in-class partners for complementary services like texting and review management.

Ready to see what next-generation RTO technology looks like? Visit RevoPOS.com or contact Enos directly at [e-mail] to learn how this software could transform your operation.

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Episode Transcript

Speaker 1 (00:07):
hello everyone, welcome to the rto show.
I'm your host, p chow, andtoday we have something we
haven't done in a long time.
We haven't really talked aboutthe specifics, especially a pos
system with somebody as greatand as grand as somebody that I
have on today.
I saw this at the last rtoworld convention, the trade show
, and I'm going down the aisleand I'm telling you it stuck out

(00:27):
like a sore thumb.
These guys are really pushingwhat looks to be not only
beautiful but very functionalsoftware, new POS system, a POS
system called Revo POS, and I'mhere with the owner owner CEO, I
would imagine or somethingthereof.

Speaker 2 (00:44):
A COO?
Yeah, I'm a partner.
Oh, there you go.

Speaker 1 (00:46):
All right.
So, enos Barger, I'm so gladthat you're here today.
Tell me, where did Revo POScome from?

Speaker 2 (00:58):
Well, actually it was born from a need that was seen,
actually ironically, by someonethat came from outside the
industry.
So the founder of the company,nick Dozier, who's my partner in
the business.
He actually owns severaldifferent you know.
He's partners in severaldifferent types of businesses.
One of those is a chain of gamebuy-sell-trade game stores

(01:19):
called Game Exchange that has,you know, 150 locations
nationwide.
He's ownership partners in abig chunk of those.
Those partners have beensuccessful in a lot of different
things that they've done, andone of the things that they
decided to do was they wereturned on by the notion of the
R&R Tire Express business model.

(01:40):
So they researched it, decidedto go in and become franchisees,
and it was really in the leadup to the opening of their first
store.
Nick wasn't involved deeply inthe store operation, setup type
of stuff, but with hisbackground in technology he
started reviewing the softwareoptions that were out there and

(02:02):
very quickly figured out thatthis, that what was available
just wasn't, wasn't going to cutit long term.
For, at least for the way hewants to operate and that his
team wants to operate, he hadalready written the point of
sale system for the gameexchange company, you know a
decade or so ago and then.
But his, his main background isreally in big data analytics.

(02:23):
So all the vendors we're inwalmart country, in Bentonville
Rogers, arkansas area, sothere's a ton of business that
flows through this area.
All the vendors have to have apresence to be in the Walmart
Sam's Club ecosystem, and one ofthe things that these companies
that are selling millions ofSKUs to Walmart Sam's Target
Kroger, you name it, they needdata SKUs to Walmart Sam's
Target Kroger, you know, youname it, they need data.

(02:44):
So years back he spun up a dataanalytics firm, was very
successful in that business,ended up selling it During his
non-compete was when thisproject kind of flowered out and
so he took the first few yearsof development under his wing
and then, of course, we'vesubsequently hired other
developers and he's lessinvolved in the day-to-day code
as he used to be.

(03:05):
But he's in the middle ofspinning up another data
analytics company that basicallybecause the other one he sold,
they ended up kind of falteringa bit, and so I think he has
most of his old clients back andsome new ones, and so that's
where Revo came from.
It was born from a need and thevision that Nick has, and he's
a guy that I've really enjoyedgetting to work alongside for

(03:25):
almost three years now.
Because, man, you talk about ahigh sense of urgency, like if
he says, hey, we should do this,like he means today we're going
to start doing this thing.

Speaker 1 (03:35):
Let's figure this out , let's figure this out.
Let's figure this out.
Yeah.

Speaker 2 (03:38):
And one of the most brilliant guys I've ever had the
privilege of working with.
He has a great vision, and so Iactually didn't join his
operation until he was alreadyin midstream.
And it was just one of thosesituations where I was having
lunch with someone that I usedto work for for about a decade
he's an R&R franchisee as welland he said listen, I really
want you to have a conversationwith this guy.

(03:59):
I think he's right in yourbackyard, I think he's somebody
you'd be interested in talkingto.
And I went and talked with himand two weeks later joined the
team.
Like it was a no-brainer to me.
I could see the potential forwhat was in front and the way
that they had gone about thebuild of the product.
At that point.
The one tough thing isrent-to-own is a very complex

(04:20):
business to write software for.
Even if you're just writing itfor one way of operating, it's
complex, but when you're talkingabout a product that's going to
serve a wide variety of dealers, it's got to be so flexible.
I don't think he knew what hewas getting into at first with
the level of granularity andcomplexity.

(04:42):
so the first couple of yearswere spent, like you know, going
through and looking at thefeatures, how they were written.
They were written, you know, tothe way that they respect to
him.
But because he hadn't, you know, he's never operated in a
rent-owned company, he didn'tknow that for every pricing
model you have out there,there's going to be a hundred
variants of that same pricingmodel.

(05:03):
And then you have, you know,the same as cash versus not same
as cash in terms, and you knowall the different things that
are out there.
So the first couple of years Iwas here, we really we really re
rewrote much of the programbecause it was written to do it
the way he was.
He had been told that it, thatit was going to operate.
But very quickly, as soon as westarted talking to franchisees,

(05:23):
it was evident like this oneway is not going to fit.

Speaker 1 (05:27):
So we have to customize this, a way of
throwing ideas and things in,especially because a lot of our
franchisees are direct owneroperators.
They don't always just kind ofhave somebody else doing it.
So he comes into this and hesays, okay, they're open to
franchise.
They look at it.
The model isn't exactly whathe's used to.
He's used to pinpoint data.
He's used to pinpoint data.
He's used to kind ofunderstanding everything that's

(05:47):
going on.
This is all crazy.
Now, what's your backgroundinto all this and how did you
play a role in helping createthis?
Because I think that if onlymade you helpful in the
development of it, but the siteof where you're going with it as
well.

Speaker 2 (06:12):
Sure, yeah and Pete, sometimes in the middle of your
path, your career path, you kindof wonder where's this all
going to end up?
And in rent to, and I grew upin rent to own.
So I started for all intentsand purposes.
I did about a year in thetelephony industry, you know,
like an eight from 18 to 19, 19and a half, so like the bigger

(06:33):
PBXs that run like hospitals andthings like that.
So I had a little bit of atechnical background from that
side of things.
But you know I was, I wascoaching youth league baseball
with a guy who happened to be aregional manager for a company
called Fastway and for about sixmonths he was in my ear like
hey, listen, I really want youto come to work for me.
I think you could do well.
So finally, I was just like Ihad a young family starting and

(06:58):
I wanted the ability to furthermy career quicker than I felt
like I could in that industrythat I was currently in.
And so I took a leap of faithand took all the leadership
tests that they gave me andeverything, and I guess I scored
well enough to they made me anMIT.
Six months later I was runningmy own store before I was even
legal to walk next door and buya beer, and this was in North

(07:21):
Little Rock.
So I've done everything, fromthe old route manager where the
policy was one man, one van andif it got delivered, collected
on, serviced, returned, it wasyou and you had a territory, and
that was just the way thebusiness worked.
And so I was knocking on doorsand doing the things that needed
to be done and then prettyquickly moved up into a regional

(07:43):
manager position and then,later on, an assistant DVP.
There was a bunch of mergersand acquisitions between Fastway
to All, rent Co to Home Choiceand then finally, I think, home
Choice went to Rentway and I'dkind of been through the
gauntlet with the mergers andacquisitions and so I was
considering taking a break fromthe industry at that point
because I really didn't knowwhere I was going to go to work

(08:06):
and stay local to Little Rockarea.
But all of a sudden, which theguy that had originally hired me
had ended up leaving during thehome choice time.
He said hey, the guy that soldFastway, his non-compete ran out
and he wants to open up anotherset of stores.

Speaker 1 (08:19):
And so that's how it goes.
That's how it goes, sign me up.

Speaker 2 (08:22):
So for four months we worked out of a pickup truck
and we opened seven stores in 18months Wow.

Speaker 1 (08:28):
That's a lot.

Speaker 2 (08:30):
Yeah, it was a rampant pace, but at that point
I was hooked.
I was hooked on small tomedium-sized rent to own.
You don't have to wait for 17meetings to make a change.
You're nimble, you feel likeyou're a lot more in control of
your destiny.
You're a lot more in control ofthe culture that you create
with the people that that arearound you, that are, that are
working hard.
So but then then that come thenout of nowhere, like out of the

(08:52):
blue, the owner calls and sayswe're, we're selling to these
guys out of Jonesboro that havefive stores.
And I was just crushed, youknow.
And at that point I I was, I wasready to write it off and uh,
but it was garen.
There's a guy named garen valeand fred pearson who had, uh,
had you know, something calledpay less, and I think they were.

(09:13):
They were playing around atthat point with a name change.
So I agreed to consult forabout three months and help with
the transition, with nointention of moving to
jonesborough.
But, um, after three, garen satdown and said hey, listen, I
know you don't want to move, butthere's a future here.
I actually grew up about anhour and a half northwest of
Jonesboro and I had a familymember that I found out had a

(09:37):
health concern, and so it got mein closer proximity.
I talked with my wife, we endedup moving up to Jonesboro and
then I worked with Garen forabout 10 years until he
franchised with Aaron's andduring that time I was oh, I
don't know 25 probably.
At the time I got to tell you Iwouldn't be sitting here today

(09:59):
if it wasn't for the 10 yearsthat I spent with Garen and Fred
.
There was a lot of changes.
We grew that company to around19 or 20 locations.
I told Garen.
I said I know someday you'regoing to want to step back and I
want to work a plan today sothat when you're ready to step
back, I want to be the guy thatyou lean on to run this thing.
And he said, ennis, that's fineOperationally, I've got no

(10:21):
concerns.
But you have to understand someother components of the
business.
He said you're going to have tostep out of the COO role and
you're going to have to do ayear as my controller and you're
going to have to do a year as aCFO.
And I didn't take accountingclasses in high school, I didn't
go to college, so I didn't knowanything about that.

Speaker 1 (10:45):
But what I did know was, given time, I could figure
it out, and so, and of course,patience.
So that's the lovely thingabout life nowadays, you know, I
think a lot of people get hungup on the thought that if I
don't have a degree, I don'thave the ability to make it, I
don't have what it takes becauseI don't have this knowledge.
And the truth is I would takeexperience over knowledge almost
every day.
You know, I know how to balancea book, I know how to do this,
and that's always the truth.
You always need that.
But the essence of theexperience is not only do you

(11:08):
know what you need because ofwhat's going on, but you've also
failed.
You've been able to say youknow what, this is not the route
.
I've really got to be carefulbecause this is not the way I
want to go and I really likethat.
So all this rent-to-ownbackground how in God's name did
you end up working for asoftware?

Speaker 2 (11:24):
company.
So that's kind of the latterpart of the journey.
So I really cut my teeth incash flow management, accounting
.
I got deeply understandingbetween book depreciation and
tax depreciation and taxstrategies and I'm telling you
it was a couple of years ofintense discomfort because it's
like learning how to swim allover again.

(11:44):
But I made know, we made it, Imade it through that and we were
able to work through.
He ended up acquiring hispartner's interest.
We worked out the lending andso I dealt with banks, so all of
that stuff.
You know I wondered when, whenit came time, when he decided to
franchise with Aaron's which Icompletely understood why from
an ownership standpoint, thekind of the defined exit
strategy and all that stuff,pre-calculated valuation of your

(12:10):
company, you always knew whereyou stood, so all those things.
But I took a look at thatAaron's Pathway book and I
thought we don't need a six-inchdeep manual to know how to run
this business Like.
This just is not my thing.
And nothing against Aaron's atall, like I never operated in
their system, but at that pointin time it just didn't appeal to
me.
So I took a period of timewhere I did consulting in rent

(12:34):
to own, helping smallercompanies.
One of those things that Ihelped them with was converting
software.
I bring I brought a number ofdifferent companies off of older
software systems to at thatpoint was what was the most
current system in themarketplace, which was VersaRent
.
And during that time I went tousers' conferences and I was
flying down to their offices tohelp, you know, go through the

(12:57):
meeting, the setup, thedecision-making, all the things,
the conveyance, developed arelationship there and then, you
know, maybe four or five monthslater I get a phone call from
the owner and said hey, whatwould you think about coming in
and running the software side ofthings here?
I've got a guy exiting, and sowe ended up talking over a
little bit of time.
I went down there andinterviewed and so I took that

(13:19):
job and I ran that company forfive years.
So once again, not a softwarebackground.
Now, every time I was in thebusiness I'm a data, I'm a guy,
and so I always became thesubject matter expert in the
company on whatever point ofsale that we were on, and then
all the things you have to boltaround it just to like be able
to function and make gooddecisions.
So it was kind of hand in glove.

(13:42):
But I didn't have a softwarebackground from that perspective
, never worked in the softwareindustry.

Speaker 1 (13:46):
But you knew.
You knew what you were lookingfor because you've been in the
business on both sides of it theoperations and the upper
management to say I know whatthe software needs to do.

Speaker 2 (13:55):
Yeah, yeah and it was a great.
So I walked in and thought,like we all tend to, I've got
Rentown, I've got rent to own,figured out my way of doing rent
to own, and the first sixmonths I got informed very
clearly from my clients thatthat way isn't the way to do it.
This is the way, the way itworks.
And you know, and honestly, Ihad to take a step back and gain

(14:18):
a little humility because evenwith 25, you know, 20, 24 years
in the industry, at that point Ididn't know everything about
rent to own.
I knew what I had been exposedto, I knew how I had ran rent to
own and I really got my eyesopened about just the really
innovative ways that dealers runtheir businesses.
That it's foreign, it wasforeign to me.

(14:39):
And then, you know, I would geta feature request, and this is
the thing that probably primedthe pump the best.
I would get a feature requestfrom this customer that says,
hey, I would like this feature,will pay for its development.
So I would scope out thatfeature and then I would hand it
to developers, developers wouldgo out and code it and we'd
release it and then within twoweeks I would get, you know, six

(15:00):
phone calls from differentoperators going.
That would work great, if onlyit did this, because this is the
way we do business.
And so what I found for thatfirst year was you cannot write
a piece of code to do it one way, because there's going to be 10
different ways it's going to beutilized.
So what I had to start doingwas backing up and going okay,
where can we make thiscustomizable at kind of every

(15:20):
layer of the process, so that ifJoe Blow wants to do this and
Susie wants to do this, then wecan accommodate that and we
don't have to go back in andtouch the code again.
Rewrite it right, yeah, yeah,because the worst time you spend
is rewriting code anddevelopers hate rewriting code.
They like to write new code,but they don't want to go back
and touch it 15 times.
So if you want to demoralizeyour development team, you don't

(15:43):
get the design right on thefront end to the best of your
ability.
There's always going to be alittle thing here or there that
you're going to need to tweak.
But if you want to honor theirtime, then spend the time really
thinking the process out,thinking the features out.
How do they need to becustomizable, and so, you know,
I spent five years there,no-transcript.

(16:18):
You can basically fall to thewayside, like other software
platforms have, where you'rebasically painted into a corner
by either the programminglanguage or the database or the
platform in which you're runningon, and so I decided to exit.
It was amicable.
I still have greatrelationships with folks over
there.
I still have very, very closefriends that I love, that I get

(16:40):
to see and hug every time we'reat a trade show together and I
love the VersaRank guys.

Speaker 1 (16:44):
I go and say hi and they're, they're great people.

Speaker 2 (16:48):
And I, you know, and I helped recruit my replacement
and train and train him.
So you know it was, it was, itwas nothing.
You know, there's no ill willat all in that, in that exit it
was just, that was the end ofthat season for me and I, uh, I
entered into a ownership stakeand operating position with a
chain that was here local, butin that, you know, that was,
that was something I'd alwayswanted to do.

(17:09):
But but when this thing withNick, this opportunity with Nick
, came up, I just knew sometimesyou're kind of sitting around
waiting to know where you, whereyou belong, like really to
exercise what your, yourgiftings are.
This was just, this was theeasiest decision I ever made.

Speaker 1 (17:25):
That was an easy call to make, yeah.
So I want to get into this alittle bit, because this is the
story of how you guys not onlygot here, but the
decision-making, the experience,the knowledge that you bring
into Revo.
But the truth is, revo is stillsomething new.
It's fairly new.
Now you have cut your teeth inanother part when you have R&R

(17:47):
Express.
You said that earlier.
R&r Express is something thatRevo uses.
Tell me a little bit about that.
And how did R&R become thisoutlet for Revo and not others?
Yet Sure.

Speaker 2 (17:59):
So R&R had intended for some period of time prior to
Nick's arrival as a franchiseethey had for some period of time
wanted to write a proprietarysoftware for R&R.
Rent-a-center went out on thatpath because they were using an
industry software that I thinkhad been.
They'd been given a customizedversion that was unique to them.

(18:20):
But because of the amount ofmoney and the resources that
they had, they decided to go outand write software.
Well, and they're just writingit for one business model, just
the way Rack does business.
I think they have somefranchising and that kind of

(18:42):
thing, but basically it's simplein the fact that it's one way
of doing business.
I think, if I'm not mistaken,by the time that they got sued
by their shareholders becausethe software had not been
deployed yet, I think they hadupwards of $120 million in that
software.
And then they ended up having togo back to the drawing board

(19:06):
and make some changes beforethey were finally able to deploy
and I don't know what thatfinal ticket price ended up
being Granted.
There's going to be bloat andinefficiency.
It's a bigger corporation,there's lots of layers.
So you know, let's say you cutthat in half.
You know, if they were moreefficient it would have maybe
been $60 million.
So the R you know, if they weremore efficient it would have
maybe been 60 million.
So the r&r guys figured outpretty quickly when they went
out and started talking topeople about writing software
it's a big ticket, it's a bigticket solution oh yeah, yeah,

(19:28):
it's an investment.

Speaker 1 (19:29):
It's an investment that you, you really got to
think about, because you knowit's not two months and then
it's done and you deploy it.
I mean it's.
It takes a lot of groundwork,trials, mistakes, retrials, uh,
to get it right, because I mean,by the time you do deploy it,
like you said you, it's got tobe right.
I mean it's got to be usable.
Yeah, with all intents andpurposes, and I know and we'll

(19:49):
get into some of the featuresthat that revo has, because I I
seen a lot that's involved withthis software.
I've seen, because I've seensome of the older software, I've
used some of the older software, sure, and it's like you have
this particular item that you doand then this particular item
that you do, but you do itthrough a different program.
And this, you know this whatyou do is do a different program
and okay, so now we could haveup to five different programs,

(20:09):
whether it be your phones, yourCRM, your social media, your,
your actually accountingsoftware, and then your
operation software, and now theaccounting could be on the back
end of the operations, but theynever see each other, at least
not at the store level.
So there's these differentaspects of it, but I was just
kind of going over howintegrated, how robust Revo

(20:31):
really is.
R&r decides to say, hey, wereally want to get into this, we
want to make something forourselves.
Was that the turning point?
And going okay, we've gotsomewhere, let's make this
happen.

Speaker 2 (20:47):
Or was there more to it, I think?
When Nick saw what wasavailable and was not happy with
that, he called the guys andsaid, hey, there's got to be
something else.
And they were like, no, theseare the options.
And Nick said, well, we may haveto open on other software, but
I'm going to write something formyself.
And I think their eyes lit upand were like because they knew
his background, and they said,hey, let's talk about you know,
let's use R&R as the first pilot, like if you can make this work

(21:11):
for us, then you can use us asa testing ground.
And I will say this they havebeen an absolute awesome partner
to work with, you know, becauseit's not easy to rip the
bandaid off.
It takes a step of faith.
There's going to be bumpymoments and especially,
especially if you do anythinginnovative, what we, what we did

(21:31):
not do.
And I think one of the realbenefits and I'll say this, I'll
say this up front had Nickcalled me in, and if he had he
known me and called me in fromday one, more than likely the
Revo product wouldn't look likeit looks today, to its detriment
.
Because I think, at the end ofthe day, I would have brought my
preconceived notion of the wayrent-on-software is supposed to

(21:52):
look and work and feel and itwould have been a dressed-up
version of what we've all seenall this time and the product
would not be what it is today,had I been involved in that
moment.
So tip of the hat to him becausehe didn't have that to look at,
like he didn't.
He didn't go into the softwarethat his stores were operating
on and look at it and go, okay,well, we'll recreate this menu.

(22:13):
We'll recreate this menu.
He's like here's the businessin general, it's really taking
payment for time and it'sinventory management, it's this
and that, and he's like.
But he's a data guy.
So he's like why, why would wenot incorporate data, like lots
of data and the customization ofdata within, just within, the
screens?
And so you know, that's kind ofhow it all got born.

(22:33):
So Nick had a vision for it andthen they, you know, with R&R
guys, we've kind of given himthe framework of specs and how
things were supposed to workhere as he was starting to code
each thing and, to their credit,they did a fantastic job of
conveying the way that they arein our corporate did business at
that moment.
But they also didn't havenecessarily that experience and
that vision to know what kind offlexibility and where do you

(22:55):
lay, where do you layer thatflexibility?

Speaker 1 (22:57):
in.
Well, I mean, when you'rerunning a business, you seldom
think about a different business, right?
I mean you think, okay, if Ihave a car and it's got four
tires, I'm not in the tirebusiness, I don't know anything
about it.
But then somebody says they gota better tire.
Now you're trying to make.
I don't know anything aboutthat, but I can tell you right
now, larry Sutton, adam Sutton,they are forward thinking.

(23:23):
Their entire staff is.
The guys over there are justamazing.
But I like the idea of notseeing almost like what the Mona
Lisa look like, to paint adifferent version of it, because
I've seen the POS system atRevo.
I've seen it at the trade show,kind of on the screen.
Obviously it's not somebodythere taking payments and making
phone calls, but it was acompletely different overview of
what I've normally seen.
It looks completely different.
So then I go to the website,I'm taking a look.
Revo, you know R-E-V-O-P-O-Scom,and it's got features all built

(23:47):
in.
It's got a lot of differentways of doing what we do, kind
of like on its ear, completelydifferent setup.
I really like it.
As a matter of fact, I wantedto go over some of the things
that I saw in there, becauseseeing the integration makes
perfect sense.
One of the things that Inoticed is that you know you
have the voice over IP calllogging and phone integration

(24:09):
possible with Revo, so you knowI wanted to know how that works.
Is that you know?
Tally the outgoing phone calls,the incoming phone calls, the
duration of time and who'smaking that call.
Is that how it works?

Speaker 2 (24:20):
Yeah, so I mean, I guess there's a whole other
piece of this.
You know, our mission really atRevo is to take the technology
burden off of the dealer, theowner.

Speaker 1 (24:31):
That's a real burden.

Speaker 2 (24:32):
And I mean I can tell you from my experience there
are two components of rent toown that I feel like I feel that
are the most intimidating to meas an operator.
It's technology soup to nutsand then marketing, and both of
those just so happen to be twoareas where you can spend a
tremendous amount of money andget very little value.

(24:53):
Or you can spend a tremendousamount of money and get a lot of
value, and so we, of coursewe'll talk about a little bit
more as we go along, but we wantto help that marketing side as
much as we can.
But our real mission is toother than your internet circuit
.
We can handle everything fromthat point in to the building,

(25:14):
really.
Yeah, so we not only providesoftware but we provide a full
suite of managed technologyservices.
So voice over IP, we're our ownPBX, really.

Speaker 1 (25:24):
So we own that.

Speaker 2 (25:24):
Yeah, we own the VoIP .
That's why we can do all theseintegrations.
We have full access to the APIsthat we wrote Wow For that.
So the reason that we have anintegration into Revo with VoIP
is that we own the PBX and wesell that service at a very
reasonable rate to therent-to-own.

(25:45):
I mean, rent-to-own is our coreindustry.
We're going to service someother small format retail from
the managed technology, butrent-to-own is really the bread
and butter.
So our whole suite is designedto bring you the network
appliance, all the wireless APdevices, your workstations,
which are all the all-in-one PCsthat the pack just slides in.
They mount on a pole or are seton a very small footprint

(26:05):
Printers, barcode scanners,anything else that's needed,
plus all the phones.
We can also do surveillancecameras and recordings of those.
And we handle Microsoft 365licensing and all of the
security software antivirus andsecurity software.
We handle administration of allthat so we handled all of that
for many of the R&R franchiseesin the R&R corporate and

(26:26):
actually just signed on to bethe provider for managed
services for some otherorganizations that I'll be able
to talk about at another time.
So we're excited about thatproduct, but it's really now one
thing I want to do qualify.
You don't have to use ourmanaged technology to be on our
software and you don't have tobe on our software to use our

(26:47):
managed technology.
It's an offering to try to makepeople's lives better, but we
don't hold a gun to your head.
Like, if you want to use yourIT guy that you've always used,
then use them.
If you want the integrated VoIPstuff with Revo, it has to be
through our VoIP provider, butwe make it.
You know there's no contract.
You own the hardware at costand all you pay us is a very

(27:09):
reasonable monthly fee, tax andeverything included.
And it includes all thefeatures that are available.
And even if you're not on Revo,we have a full call recording
dashboard which you can accessvia web portal so you can review
all your inbound and outboundcalls along with metrics.
So if you want to advertiselike if you wanted to advertise
one phone number on your trucks,one on your marquee, one on

(27:30):
your website.
We can give you analytics onwhere your call volumes are
coming from.
Roi on your advertisingproposals.
You mail a flyer and you wantto.
You want a phone number justfor six months for that flyer.
We can tell you how many phonecalls you got off of that flyer
to that number.
And those were things that inmy last company I had to pay
separate groups for.
I had phone service and I hadsomething called CallRail and I
had another thing for callrecording and I only got I think

(27:50):
I only got inbound callsrecorded, not outbound calls.
So since we own the VoIP and wecontrol all those features, we
integrated it directly into Revo.
So right through the screenwith the appropriate permissions
.

Speaker 1 (28:02):
Like this is all permission driven, but someone I
was going to ask you that next.
Actually, how do you getpermission to record those?

Speaker 2 (28:08):
Well, there's disclaimers that you in certain
states there's a recording thathas to play, yes, and they may
have to opt in to yes, and so wefollow all those rules but also
permissions within the software, because you may maybe the
manager in the store reviewscalls, but you don't want other
people being able to go in andlisten to phone calls and that
type of thing.
Right right right, especially ifpeople are calling in and like

(28:30):
conveying a credit card forpaying over the phone or
something like that.
So we want to protect all those.
But you can actually listen toevery inbound, every outbound
call no-transcript, or if theyhave an account with you, if

(29:10):
it's past due, if it's current,whatever.

Speaker 1 (29:13):
Does that work with references as well?

Speaker 2 (29:15):
Yeah, yeah, if that phone number's in there it'll
tell you who we think thatperson is.
So more than likely.
And if you click on that screen, pop, it'll pull that, pull
that record up.
So as you're answering thephone it's already pulling the
record up for you to know how tohow to converse with that
customer.

Speaker 1 (29:31):
Oh man, I'm going to, I'm going to have to go visit,
visit some of the stores andplay around a little bit.
I like this, I love, I love theidea of it.
Wow, I mean you kind of you gotmy mind reeling from an
operations standpoint because Ilove the idea.

Speaker 2 (29:43):
You threw your wrinkle there, didn't I?
No?

Speaker 1 (29:45):
Yeah, what's so different?
I mean besides this, because Imean that alone is huge.
I mean, when I saw that, I knewit was important, but I didn't
realize how integrated it was.
So I know that we had talkedbefore and there is a CRM that's
involved in it.
There is quoting that'sinvolved in it.
Now I'm finding out thatthere's a whole PBX behind it,

(30:06):
but you know, so the phones areinvolved in it.
What are all the major avenuesthat Revo has that you can say
I'm not using this program?
And I'm not using this programbecause I'm integrated into one
operating software?
Sure.

Speaker 2 (30:19):
Well, I mean.
So we do have what I wouldconsider to be a light CRM.
I mean, it's not a Salesforcewhich, by the way, I don't know
if you've ever tried to useSalesforce, but it is.
You know your eyes will glazeover, and I'm a guy that's not
intimidated by technology.
So most of the time when you goout and you get an off the
shelf CRM and try to get itintegrated, there's a tremendous
learning curve and then there'sa bunch of customization, that

(30:40):
kind of happens, and you know,to me the best CRM is the one
that people will use and notintimidated by.
So we decided to put a light aCRM we call it our leads module
and so we actually rolled thisout in two different modules.
There's one module that, like alot of people who we haven't
converted to our full point ofsale in the R&R space yet,

(31:01):
they're currently utilizingleads quoting and call recording
Because, although those arethings that they don't have in
their existing POS system andthen we can then convert them.
And that really sets the stagebecause if we have quoting in
place, we know their pricingstructure inside and out and we
customize everything to wherethe old days of a salesperson
pulling a calculator out areover with.

(31:22):
In Revo.
They never have to pull acalculator out.
If you know your cost of yourproduct, which you do with us
most of the time because we havevendor feeds integrated in from
the tire and wheel vendor manyof the tire and wheel vendors,
and have a lot more onboardingsoon we already know the cost of
the item and whatclassification of product it is,
and so all of our pricing isset up by if this is a

(31:43):
performance tire, that's 16inches and my cost of my product
is 105 per unit, the marginsthe same as cash, the terms
they're already pre-lined up andif you have any flexibility
like, let's say, you want tofloat between maybe 15 or 18
month terms, if you're workingwith a customer, the only option
that they have to pick in thequoting screen is they might
drop it down, it might defaultquote at 15, and they may float

(32:05):
it to 18 to try to get thatcustomer.
But outside of that all of themath is taken care of and they
can either show the customer thequote or they can print the
quote out to the customer.
So prior to Revo coming on board, we had a leads program they
were using, I think calledPipeline, so they were paying
for Pipeline.
Then if they wanted callrecording they had to do like

(32:27):
CallRail or something else,which is a fractional recording
capacity.
They were paying for that.
If they wanted to do quoting,there were some options out
there called QuotePro, which wasvery difficult to update, with
kind of limited support, andthen most people were literally
running off of a super complexExcel spreadsheet that someone
at the corporate office had tobuild and then every time they

(32:49):
needed to change something theyhad to send out a new version.
But then the problem with thatis how do you know that the old
version got deleted and theywould go out and they would be
auditing their stores and they'dfigure out somebody's still
quoting off of a quote sheetthat's you know four revisions
old Right, and so there wasn'tany consistency there.
Plus, it's still it's stilldependent upon someone keying

(33:10):
the right thing in to thevariables in order for the
pricing to get right.
So there's a lot of exposurethere.
And then the biggest thing isthe time waste and the risk of
the fact that they would thenhave to turn around and take
whatever was on that quote sheetand transpose all of that into
their point of sale, and most ofthe time that meant they were
calculating what the weekly ratewas versus the semi-monthly

(33:30):
rate.

Speaker 1 (33:31):
Well, human error, there's a lot of space for human
error.
So I got a question because nowand I see why Tire and Wheel
would be so into it Although Iwould love to say that the world
begins and ends with tire andwheel there's a huge chunk of
rent-to-own in the world thatactually might do small amounts
of tire and wheel.
But you got furniture, andfurniture is so different today

(33:52):
it could be one price, tomorrowit could be another.
You have 10 different vendorsthat sell you a couch that looks
very similar.
You have the Ashley version,you have the coaster version,
you have the progressive version.
Yeah, I mean, there's just somany different lines that are
close.
How is Revo going to interactwith those amount of changes?

Speaker 2 (34:09):
Sure Well, so one of the things that we do is we put
a stake in the ground and madethe decision that there's not
going to be any more modelnumbers that are in our system.
They're going to be.
We have an item which is kindof the equivalent of a model,
but that item is themanufacturer SKU for that
product.
Because you have to have, Imean, for one thing you need

(34:31):
consistency in your data Pete.
How many times have you beenthrough I know if you've been
through mergers and acquisitionsor conversions in the past in
your existing software.
When you let someone justindiscriminately build product
records for everything that's inyour catalog, how much of a
wreck is that?

Speaker 1 (34:48):
right.
Oh my God.
Everybody has their ownperspective of what this
nightstand is, what the name ofit is, what the color of it is.
The model number is somehowyou're taking the model number
for one thing or you're leavingthe number off, and that's
probably on the better side.
It gets much worse from there.
So, yeah, I can definitely sayI mean going through a few of
them, especially when you're in,let's say, a different company.

(35:10):
You have one company that has apurchasing department that
enters in numbers versus acompany that doesn't, where you
can do it at a store level andgetting those to match, even on
some of the same products thatyou carry.
You know, let's say it's Ashleyand Ashley and it's the same
model.
You know B210 or whatever thecase is, you can find 10
different variations of thatbecause of is there an extra
nightstand?
Is there not?
Did they get this product withthis model, or that it is?

(35:32):
It can be a nightmare.

Speaker 2 (35:33):
Yeah, yeah.
So and I will tell you, likewhen getting this product ready
to port into the traditional RTOspace, which, of course, is
that's where all my backgroundis.
I mean, I was with Garin duringthe early rental concepts days,
but I never, I never worked intheir stores.
I helped on the back end ofthings and I helped with
auditing and that sort of thing,but as far as just the

(35:56):
day-to-day the product flow andbuying product in and that kind
of stuff, I didn't deal with anyof that.
So the inventory is the biggestdifference in the two business
models, and so I'm working withpartners.
Currently, there's oneparticular web company that has
so much of the e-commercecatalog already flushed out.
That's one of the things, oneof our philosophy statements,

(36:17):
and I think I should probablythis is probably a good time to
just talk about that.
You know, we made a decision todefine our identity very early
on, which is we are going towrite rent-to-own software and
that's what we're going to do.
We're uniquely positioned to dothat well, what we are not
uniquely positioned to do isrecreate the wheel when it comes
to texting platforms or websitebuilding.

(36:42):
I mean, we certainly havepeople in our building that have
the skill sets to buildwebsites, but there's a hundred
other people out there that canbuild websites.
There's not everybody else thatcan write rent-to-own software.
So we're going to focus on whatwe do well.
We're going to do it reallywell and then we're going to
play nice with all these othercompanies out there that do what
they do well.
We're not planning right now onwriting a texting platform.

(37:04):
Our first integration is withPodium.
Tons of people use Podium.
Now we could write atransactional texting program
that would send late notices andthen accept a pay-by-text.
But what we're not going towrite, we're not going to write
a marketing texting platformbecause it's a huge undertaking
and it's very easy to do itpoorly.
It's very, very difficult to doit well.

(37:26):
Podium seems to do that verywell.
We're not going to write areview management platform where
you handle your Google andFacebook and all these different
social media type reviews andthe responses of those reviews
and managing your star ratingsand all that.
We're not going to do that.
So if people are already goingto buy a product like Podium,
why not just integrate oursystem to do the transactional
messaging through Podium?

(37:46):
We will still keep the log ofeverything that's inbound and
outbound in those conversations,of everything that's inbound
and outbound in thoseconversations.
But why not just let youutilize the money you're already
paying them instead of tryingto charge you five cents a text
to grab that?
Just try to grab that kind ofeasy revenue off the top.
At the end of the day, we don'tneed to be a texting company,
we need to be a rental softwareplatform.
We're not going to try to writea data validation tool that

(38:09):
says this person is who they are, this is their banking info and
all that stuff.
We're going to integrate withthe best provider out there and
let them handle that piece andwe'll just play nice.
Same thing with websiteintegrations.
If a website integrator alreadyhas a huge catalog, they've
done all the work to build allthose catalog items.
Why would we recreate the wheelto try to cut them out to get

(38:32):
the revenue to build our ownwebsites?
We'll just use their data andif they already have a CRM that
people are already using, theydon't have to use our CRM.
If they're already using onethat's already been written,
we'll accept those records andwe'll be the source of truth.
To be one place to look to seehave leads been worked.
How many leads converted intoquotes, how many quotes
converted into rentals?
Like, we'll play nice in thatsphere but we don't need to have

(38:54):
our hand in the middle of it.
We just want to let people go,do their expertise and then
interface with that and thenallow people to bolt on what
they need to bolt on to maketheir business work.
There's a new trend in like AIcommunication with customers.
We're currently talking R&Rs,interviewing all the different
candidates out there.
They'll pick their horse andwe'll integrate with them and it

(39:17):
just makes sense and we'llintegrate our VoIP where we've
already.
One of the requirements we hadwas if the call leaves our VoIP
ecosystem, we have to give theman identifier.
They've committed they'll giveus the identifier back, so we
know the whole chain of custodyof that call.
No matter if it bounced aroundto six different people, we'll
still be able to track that andput the recordings and the
transcripts in our in oursoftware.

Speaker 1 (39:37):
So that philosophy.
I mean you're just.
You guys are on a whole notherlevel with this.
I really loved the thinking ofthis.
I mean you guys have reallykind of taken it and just really
ran with it.
How far ahead do you thinkRivos is compared to the
industry norm right now?

Speaker 2 (39:53):
Well, I mean, in some areas we're heading shoulders
above because because I mean, Imean we can just talk for a
moment about quoting, forexample, like how in the world
we never had quoting intraditional rent to own.
I, I, it's, it's, it's just,it's such a big mess and I and I
didn't think about it until Igot into the this R&R Revo
ecosystem.
But I mean, just think aboutthis one scenario.

(40:16):
Pete Lady comes in.
She's looking for furniture anda couple of other things and
obviously if you've got asalesperson, that's worth their
salt.
They're upselling and they'retalking about these features and
things.
They're asking questions.
They're like, oh, my dryer iskind of getting old, you know
what I'm saying?
Like that whole process,no-transcript.

(40:58):
Go talk to my husband, let memake sure I see what my budget
is and I'll come back in.
Well, I'll be dadgum.
They come back in and thatsalesperson's not there, that
piece of paper is nowhere to befound and the notes in the CRM
are so scarce because they'realready trying to wait on the
next person by the time theywere trying to document it.
Now you start the process overagain, or the customer gets
frustrated and leaves becausethey went through that same hour

(41:18):
long process with you andhasn't have nothing to show for
it, right?
Or they tell you well, theytold me they would rent me this,
this, this, this and this andit's $25 a week and it's like
that's $45 a week, right?
That happens more often thannot, so the quoting system
allows you number one you don'thave to get a calculator out If
you walk around and you want acouple different options, you

(41:43):
can either write down the SKU oryou can pick up the price tags,
bring them back to Revo or takethe tablet out there and you
can scan.

Speaker 1 (41:47):
I was just about to ask you that.
So it does have mobile deviceintegration, where you have a
tablet in store or somethinglike that.

Speaker 2 (41:52):
Yeah, it's a Windows Surface tablet and it will run
the full instance of Revo andactually you can take it out in
the field as well if you sell anAble or if you want to use a
hotspot, yeah, you can actuallytransact Revo at the customer's
house with a tablet if you wantto take a payment.
So there's no more fieldreceipts, there's no more
missing money, there's no moregap and there's no more.
We got back here and somebodyforgot to close the agreement

(42:13):
out and it's set open foranother week or something like
that, so you can actually dobusiness live.
As long as you have an internetconnection, you can do business
live on Revote.
Can you sign?

Speaker 1 (42:21):
agreements in the field.

Speaker 2 (42:22):
Yeah, On the tablet you can On the tablet?

Speaker 1 (42:24):
you can, yeah.
So what's the timetable forexpanding this to other RTO
vendors?
I mean banning this to otherRTO vendors, the other RTO
locations.
The industry, besides R&R Tires, is obviously a big one, but
it's geared towards the tire andwheel kind of service.
So R&R Tires and all that,obviously you can take advantage
of it, but is there a timelineto bring this to other

(42:47):
rent-to-own dealers that are inthe industry, operators, excuse
me, that are able to?

Speaker 2 (42:52):
Yeah, there is, and I'm fortunate enough that we
were very, we were veryfortunate to work with R&R in
that, in that group, and it'snot just, it's not just somebody
who has 200 stores or orcorporate specifically has 24
for us to kind of cut our, cutour teeth on, but it's really
about the attitude, the aptitude, the approach that's so

(43:14):
important because you can't, youknow, you can't be, you can't
be impatient with, with, withbeta testing and helping people
develop things.
And so I'm fortunate to havegreat relationships in the
industry from having 30 yearshere, and so I've got a couple
of partners that that are goingto begin beta testing our
solution in the first quarterand I'm hoping to begin rolling

(43:35):
out by April or May of next yearinto some select traditional
rent-owned spaces.
And we do have a commitment toR&R.
We're deep in conversions now.
We have one particular softwareproduct.
That was our mandate first toget everybody off of that
product because there were someconcerns that it may not have
longevity and no one wants tokind of get left holding the bag

(43:56):
, and so we have probably 50plus locations to convert
between now and probably the endof January.
Pretty big flow of those folks.
But what we committed to R&Rwas that for everybody who's
ready to move, we will have acatcher's mitt for them and
anybody who strategically wantsto wait.
I mean, and there's a lot ofthings to take into

(44:17):
consideration.
I mean, I've been an owner,I've been an operator, and even
when a software product isclearly better, the better move
for my business, there is adisruption, the very best
process.
There's going to be pain, andwhat we have to do is we have to
understand that if a businesscurrently has momentum, even if
it's a product that they'rehaving to waste a lot of man

(44:38):
hours to operate on, there's afear because momentum is much
harder to restart than it is tomaintain Right.
And so we understand, andthere's nobody that's got a gun
to their head that says, hey,you've got to be on this
software product by this date.
And honestly, we don't wantthat either.
I don't want a hostage situation.
I don't want people coming inand going.
Well, I had to do this.
That's not a good tone to startwith.

(44:58):
So we're completing out ourcommitment to R&R while
developing the version that'sgoing to feed traditional RTO.
One thing I do want to clarifythere, and it was something I
didn't tell you in ourintroductory call.
But in the tire and wheel spacewe are exclusive to R&R, so no
other tire and wheel franchisecompanies or tire and wheel only

(45:21):
operators will be able to be onRevo.

Speaker 1 (45:23):
Now, if traditional, Now that's in the future going
forward as far as tire and wheel, it is R&R.

Speaker 2 (45:28):
It is R&R and R&R only Okay, and we committed to
that because they're I mean,they're the leader.
They're the leader in thatmarketplace and so we're
comfortable with that.
Now, what?
That?
There is an exception in thefact that if, if traditional
dealers want to sell and renttires out of their store, that
this does not preclude us fromfrom servicing that part of the
business.
But but actual businesses thatare just in tire and wheel and

(45:51):
in rent to own, they're off thetable, oh man.

Speaker 1 (45:54):
We're in trouble.
You know, I've seen a couple ofnumbers that I wanted to ask
you about because I saw them,and I do know that this is a
little bit more pertaining tothe wheel and tire business.
But you know, on the website itsays that there's a 75% sales
cycle efficiency.
What exactly does that mean?

Speaker 2 (46:10):
Okay.
So yeah, let me take youthrough the sales cycles.
First of all, the part of thatthat's so hard to quantify is
the person you know kind ofpicking the product that they
want.
Now, what I do know is even inthat process we can get you
pricing to that customer in afraction of the time that it
would normally take, because allyour products are built into

(46:30):
the system.
If the customer says I want toknow what you can do on this
couch, this love seat, thistable and this TV, you can build
that quote out because youliterally just start searching
for those items in the quoteitself.
You don't have to go to aninventory screen and find them
and then turn around andtranspose them into the quoting
system.
You pull them into the quotingsystem and you have a price on
the screen within seconds.

(46:51):
And if there's methodologiesfor packaging for example, let's
say that sofa on its own isgoing to rent for the rate that
it's price tagged at.
But if you pair it with the youknow the love seat and also a
coffee and end table set, we canpreload into our algorithm that
says okay, they'reautomatically going to, we're
going to float the term out byyou know three and we're going

(47:13):
to take a blend of all theserates and all of a sudden, now
you've got a rate and that'swhat you quote the customer.
If your salesperson has theability to give discounts, they
can give that discount.
If they need to float it someway within their whatever the
ownership or leadership says,they're allowed to give.
But you can get them a quote injust a matter of seconds and if
they pull the trigger on that,then that customer can quickly

(47:36):
fill out a digital order formand that could be on a laptop,
that could be on a Raspberry Piwith a keyboard and a monitor,
they could be on their phone.
We just need them to get to aweb form, put in that basic
information from the rentalorder form.
That gets sucked into thesystem and then, if you want to
turn that into an agreement, yousimply hit create agreement.

(47:56):
That quote pulls a littlewindow up and it says, okay,
when are they going to be dueagain and how often are they
going to pay you?
You answer those two questions.
You hit process, it goes out,it builds the agreement.
It builds the initial invoice,which is like processing fee,
delivery fee, like in the R&Rspace, you know, tire disposal,
whatever's out there.
It builds that one-time invoiceand then it builds their first

(48:16):
reoccurring invoice andautomatically prorates it to
their next due date and so youknow exactly how much that
customer needs to pay you today,and it's actually it'll show up
on the quote form as well, ifyou want it to.
And then if they're good withthat.
Then you open the agreement fordigital closing.
It renders this is the thingthat takes the longest in the
system.
It takes about 25 seconds torender that whole agreement and

(48:37):
then with a tablet or our creditcard readers, you can write on
our credit card readers so youcan actually close the agreement
on those.
Or you can use a touchscreenmonitor and a lot of times what
they end up having is they havetheir monitor and then they have
a touchscreen monitor facingthe customer and they just pick
up a stylus.
You close the agreement and asyou go down you're reading it
through and they initial or theysign and you can even store

(48:57):
that initial and signature andevery time it comes to an
initial spot or a signature spot, they just tap it and say apply
and they can close not only therental agreement but the
arbitration agreement.
Any club forms, any otherdisclaimers.
If you have situational thingslike lawnmower riders, like you
know, there's certaindisclosures, there's anti-tip
waivers for ranges, all of thosepre-populate depending on the

(49:19):
product that's on that agreementthey can close that whole
process.
You hit save.
It saves that document into anonline cloud storage space that
we host and back up and it makesthat form available at any time
.
In that customer's record goingforward, their order form's
already in there, their orderform, validation form is in
there, so all of the recordsimmediately become paperless.

(49:40):
If the customer for some reasonwants you to print a copy, you
can print a copy.
Otherwise, there's a linkthat's generated.
You either text them or emailthat link that allows them to
download that agreement packetat any time in the future.
That the link never expires.
And so you're really from soupto nuts.
From the time the person saysyes to executing, the thing that
takes the longest is just themfilling out the online order
form, and if they've alreadydone that prior to the process,

(50:03):
then we can literally generatean agreement and digitally close
it in less than five minutes.

Speaker 1 (50:06):
So I mean, you're, you're, you're killing me here.
This is next level, and I'mglad I have you on the show,
because this really is acompletely different way to do
things.
A couple of quick things whatdo you do with the ID?
How does that work?

Speaker 2 (50:20):
Yeah, so you can do what you've always done you can
take a copy of it.
But instead of taking a copy ofit, you scan it and it goes
into the customer's documentlocker, where it's secured in
that space up top.
Or you can take an ID readerand, like you have the TSA or a
lot of other places, you dropthe ID in.
It reads all the informationoff the ID, If you don't want to
actually take a physical scanof the ID.

(50:41):
Or you can have a specific IDscanner, those little bitty ones
that you just run it through.
It takes and puts the image onyour desktop.
You drag it and drop it intoour document locker, delete it
off your computer and you'redone.
All your PII and PCI complianceis.
You're off the hook for it.

Speaker 1 (50:58):
That's exactly what I was worried about, but I love
that idea because I think it'ssomething that we need to get
better at as an industry.
The other number that I wantedto talk to you about was 30%
reduction in pre-leasedinventory.
Again, I know that we're on theR&R or we're in the tire and
wheel space, but how does whatwe're doing, what you're doing
now with the POS system and howyou've integrated it so much so

(51:22):
in the rental and industry asfar as the wheel and tire, how
do you reduce the pre-leaseinventory by 30%?

Speaker 2 (51:27):
Well, it's simple.
You make it easier to sell.
And the way you make it easierto sell is in the quoting system
.
If someone's looking for a 22555 R15 tire, like they are in
our space in the quoting system,when you begin to type that in
because you're going to be, youdon't have, here's the other
thing.

(51:47):
You don't have to go to aninventory list, sort that
inventory list and start writingdown numbers on a piece of
paper and then come back andstart looking them up one by one
to see what your cost ofacquisition is, what are the
rates on it, what's our RVV,what condition is it in?
So in the quote system itself,you start typing that number in,
it immediately starts pullingup the inventory that fits that
and it's a Boolean style search.

(52:08):
So as you're typing, it'srefining the data it's
populating search.
So as you're typing, it'srefining the data, it's
populating, and so what we do iswe set it up to where it
prioritizes pre-releaseinventory.
To flip to the top of that listfirst and it's going to tell
you what is it, what brand is it, what are the attributions
around it?
That kind of thing Is it?
a 60,000 mile warranty tire.

(52:28):
Is it a 50,000 mile warrantytire?
We can give you all thoseattribution things, but the
other things that we give you iswhat condition is it rated in?
So it's not just new orpre-leased, but we also have a
conditional system.
So you'll know if it's an A, b,c, d, whatever, and then you'll
know what the rental rates are.
And the rental rates arealready pre-adjusted for the
condition.
So if you say my new one rentsfor this, but at condition A I

(52:51):
want a 5% reduction in rate anda 10% reduction in term, we
automatically kick that in sothat when you're pulling it up
to look at it, you automaticallyknow.
And to add it to the quote, youjust simply select those four
tires and hit add to quote andit moves it up there.
And then the biggest thing atthat point is to tell the
customer hey, listen, normallythese things would rent for this
much and it would cost you thismuch same as cash Because I

(53:12):
have it A-rated.
It's right over there.
You can hardly tell it's notnew.
I can do it for this and this.
And then the customer goesthat's a no-brainer.
And you hit turn into rentalagreement.
So basically it's just givingpeople access to data at the
moment that they need it.
Because, the truth be known, ifyou've got 10 people in a store,
people are going to take thepath of least resistance.
In the tire and wheel business,the path of least resistance is

(53:35):
you already know that the guythat delivers tires to you every
day has those in stock and youknow how much they cost.
So they would go to their quoteform, they'd put that cost in
and they'd quote the customerthe amount.
The customer says yes, they goorder the product, while they've
got eight of them in the backand they never had a chance to
sell them because they're justtrying to process sales faster.
So if the quote system is whereyou look that up, you're going

(53:55):
to see the new guy, the newguy's inventory too.
But we're going to move thein-store inventory up to the top
because you've already paid forthat.
Like, that's how you churn cashflow you sell what you've
already paid for and you onlyorder what you don't have.
And so you know and I didn'teven.
You know, when we designed thesystem we didn't even think
about that.
I actually had a guy call meabout I don't know 45 days after

(54:17):
they converted.
And he goes I think mypre-release inventory levels on
the report are wrong.
And I said well, what do youmean?
He goes well, they're justlower than they've ever been.
They're lower by like 30%.
And I think that I think maybethere's a problem in the report.
So I was like well, hold on aminute.
So I queried the data and Icompared the.
I was like no dude, that's spoton.
That's exactly how many sticksof inventory you have.
I said have you done aninventory audit?

(54:37):
And he goes yeah.
And I said is everythingaccounted for?
He said yeah.
I said you just have lesspre-released inventory.
And so he started looking atother stores in the same company
that had also converted andtheir pre-release levels are
also down.
And so it's just a symptom ofthe fact that we make it easier
to sell the product you have andparticularly we prioritize
pre-release at the top.
So it's the first thing youoffer the customer.

Speaker 1 (54:58):
I love it Because you're.
I want to say Revo has got somany new integrations and it's
pretty cutting edge for whatwe're talking about.
What could you possibly add inthe future?
We're talking about alwaysbeing future-proof and I know
that's a very difficultsituation or term to say, but
with all this integration andstuff, you never want to get
left behind.
Like you said, you don't wantto be the guy who's I was great

(55:22):
then.
Right now I'm just a normalflavor of the week.
What's coming down the pipe orsomething that you think might
come down the pipe that maybeRevo will add or is looking to
add, to say we're going to keepthis step up so that you can
always expect we would be on thecutting edge of what's going on
in the world today.

Speaker 2 (55:35):
Sure, Well, the first mandate we have is to replace
the functionality today thatevery other software does, right
.
So that's step one.
Now the cool thing is and wehave the benefit of being a new
product, and so I will say, whenyou're already a mature product
in the marketplace, the pain ofchanging dramatically is very

(56:00):
large, especially if you arepainted in the corner with your
technology stack.
So how do we future-proofourself?
Number one is we never allowourselves to be so married to
one code base, one methodology,one language, one tool that we
can't adapt as newer, freshertechnology comes out.
Okay, so that's really thebiggest way to future-proof.
But the big thing is we aregoing to, we're going to do

(56:22):
everything that all the othersoftware already does, but we're
just going to do it betterbecause we're getting to
reimagine it.
We're getting to learn all thepainful lessons that we've all
dealt with over the years,either as operators or as
software administrators, or evenrunning a software company.
But the big thing is to reallyharness the power of what fresh
technology.
So we're a full SQL backendhosted in Azure.

(56:44):
So that's Microsoft's clouddata infrastructure.
We're written in C, sharp, cPlus, with a Windows NET
framework.
So those are all cutting-edgetools.
We'll continually upgrade thosetools that we run with.
But the thing is we have theopportunity to leverage.
We can write an API.

(57:05):
We can write to anothercompany's API in just a matter
of hours, whereas if you're in alegacy software code, writing
an API can be very painful.
You can be very painful, likeyou can be very limited and
that's one of the big painpoints we've had with other
software platforms is they justcan't talk well with other data.
Well, the other thing is youstructure your data so that you
know that you're going to haveto be very granular in it.

(57:26):
Like, for example, how manytimes have you been on software
where you were limited by thenumber of characters you could
put in a serial number, or youhad to build a model number that
had that wasn't.
You couldn't even use themanufacturer's key because the
first five digits of that modelnumber had to tell the system
what.
That thing is Correct.
So our database is it's a deepdatabase, meaning, like I've

(57:47):
seen, sql tables and othersoftware that is running on SQL.
The problem is it's about twolayers deep, which means that
you've got a bunch of datacrammed into one big table and
that system might run on 15 realtables, like truly 15 tables
that actually have most of theinformation.
Ours is truly designed in arelational situation, so like,
for example, you can have asmany digits as you need in a

(58:08):
serial number to accommodatewhat's out there.
We have basic inventorycategorization buckets but we
also have just generalattribution fields because we
know that TV attribution isgoing to be different than
furniture attribution, thanappliance attribution, than
mattress attribution, absolutely, and so we have like nine
generic attribution fields thatbased on what product type it is

(58:30):
.
We know what each one of thosefields is but we're not painting
ourselves into a corner.
So basically, it'sfoundationally building the data
and on a technology platform sothat, as we need to integrate
and bring specificity and if weneed to hold on to certain data
from an outside, like we'regoing to do a shop software
integration for art, a shopsoftware integration for R&R, we

(58:54):
will still be the source oftruth.
Because they still want to know, like, did this customer get
you know a bump or a brake rotorrepaired in the system?
Well, we don't do brake rotorrepairs.
There's a shop software thatkind of handles the automotive
repair piece of it.
But we still want to know inthat customer record this was
the date that they had that done.
Here's how much they paid.
Here are the pictures beforethe repair.
Here are the pictures after therepair, in case there's ever a

(59:14):
liability issue where they say,oh, you scratched my car, so you
know, so that's, that's anotherway to kind of future proof.
And the other thing is I meanwe're going to stay hungry
because ultimately we're all.
We're all in business to make aliving right and we're no
different.
We plan to be profitable andhave a good business.

(59:59):
The mission behind what we'redoing here is to not just get to
okay, if we can get to thismuch recurring revenue, even par
on a technological, even parwith the retailers across the
street.
And I have fed my family for 30years from this industry and I
have gotten so manyopportunities I may or likely
would not have gotten had I gonedown a different path and a
different route to differentindustries.
And I'm just so damn thankfulthat this industry has been so
good to me Like I don't want toleave.

(01:00:21):
I don't ever want to retirewithout having done everything
that I could to pay thisindustry back for what it's
meant to my family and it'sprovided a very good living and
a wonderful group of friends andassociates and colleagues just
so much quality to our life.
And so I think you know I'm inthe unique position to be one of

(01:00:42):
, I think, just a few handful ofpeople that might be able to
facilitate this kind of thinginto the marketplace.
And I know that not everyrent-to-own may end up on Revo,
and that's okay.
At the very least we're goingto be a disruptor.
Where I asked, I asked a friendof mine one time, who's a, who's
a minister?
I said you know, tell me whatyour, tell me what your job is

(01:01:02):
in a, in a sentence, and hethought about it for a second.
He goes I'm here to comfort theafflicted and afflict the
comfortable.
And and I I think about thatalmost every day Like, how can I
bring comfort or value or easeto this industry?
And by doing that, then what'sgoing to happen is we're going
to afflict the comfortable,because if someone's going to
hold on to their client in this,you know, as we roll this out,

(01:01:23):
if someone's going to hold on totheir client, they're going to
have to raise their game and ifthey do that tip of the hat,
fight as hard as you can to holdon to your clients.
It's not personal.
Like I said, it's not personal.
I have I did business with,I've done business with every
one of the of our competitors inthe past.
There's no ill will but,dadgummit, we're going to come
hard to bring something that'sgoing to give people a shot to

(01:01:45):
finally get to express theircreativity, their drive, their
work ethic.
Like I said in these educationsessions, and I hear people go I
would love to do this.
If only I could.
And what if we could do this?
And like, oh, we can't do thatbecause of this.
And it's like, oh well, mywebsite doesn't work because
this doesn't work.
And it's like, what in theworld would I do if I didn't

(01:02:05):
give it everything?
I had to try to give them theyes to those answers, right, and
we're never going to beeverything to everybody, right.
But if we can just do a veryresponsible job with the
opportunity that we have, whichis, you know, we get to come in
here and write it in a freshtech stack, we have experience,

(01:02:25):
we have really good people Imean I don't want to go through
this without talking about theawesome people on my team.
I mean I am one part of a cog,but there is a culture in this
building that they come in.
They live it every day and Iwould invite you to call some of

(01:02:46):
our franchisees and our clientsand just talk to them about the
relationship that they have,because I mean, when we go to
trade show the R&R trade showlike I'm not the guy that
everybody wants to come talk to,it's Marcus and Doug and Will
and the guys that are makingthis thing happen every day at
the technological level and theguys that are training their
staffs.
They come up and give them ahug and they want a picture with

(01:03:06):
them.
That's how I know that we'regetting it right.
Like the technology is one pieceof this, but you're not going
to work in my organizationwithout a servant's heart and
you're not going to work in thisorganization without a passion
to make people's lives betterevery day, and sometimes that
means just knowing that theirkid played baseball last night
because you talked to him twodays ago and ask him how that
game went, on top of helpingthem with whatever problem they
have.

(01:03:26):
So you know, not knowing thefuture, how do we stay ahead of
things?
Not knowing the future, how dowe stay ahead of things.
We just don't allow ourselvesto get comfortable and always be
looking to what is the nextthing we can do to put in these
people's hands, to help them besuccessful.

Speaker 1 (01:03:39):
Well, anus, I'm going to tell you right now you sound
like a driving force to getthis where we need to go Now.
I don't know where it's atright now, but you said Revo is
going to be.
There is an idea to try to havesomething ready by early to mid
next year, something that cango into the rest of the RTO
space and kind of start gettingalong with everybody else and
showing them exactly why Revohas taken over R&R and why you

(01:04:01):
guys are doing so well, all thethings that I've seen.
If you guys want to see it,I'll tell you right now.
You need to see it because it'sabsolutely great.
Why don't you tell them alittle bit about how to find
your company?
What's the website?
What's the website, what's anumber they can call, how can
they find out about yoursoftware and, more importantly,
when it does come down that pipe?

Speaker 2 (01:04:21):
how do they reach out to you to see if that's the
direction they want to go in?
Sure, yeah.
So right now the website isrevoposcom.
We'll be rolling out revonetPretty soon.
We were finally able to wranglethat URL.
Listen, if you want to talkabout Revo, my cell phone number
is 479-236-7917.
I don't need you to call a1-800 number and leave a message
.
I'm the guy to talk to you.
My email address is enosbargerE-N-O-S dot.

(01:04:44):
B-a-r-g-e-r at revoposcom.

(01:05:09):
No-transcript, because theexperience is it's.
You know, it's 70% what thesoftware is and it's 30%.
How do we prepare, how do wetrain?
How do we ask the rightquestions?
You know, like the fact-findingprocess during the discovery.

(01:05:34):
I'm very thorough in thatbecause that's the make it or
break it.
The devil's in the details.
So we're going to responsiblyroll out because what we can't
do, like I told you earlier, itworks.
It's true, in the softwareindustry, momentum is easier to
maintain than it is to restart.
What I've seen happen is peopleget hungry because there's new
technology and everybody wantsto convert it one time, and then
the company says yes toeveryone and then they do.
You know, you end up doing avery mediocre job and then

(01:05:56):
people get kind of tainted on it.
You get a bad reputation andthen you kind of try to kind of
build yourself back out of that.
We're not so hungry for revenuetoday that we're willing to
overload our deploymentcapabilities just to try to say
yes to everyone.
It's going to be yes, but it maybe yes in three months or yes
in four months.
That's not because we don'twant your business.

(01:06:17):
It's because we want yourbusiness the right way, and I've
lived through the heartbreak ofwhat that looks like, or
cleaning up that mess on thetail end of what that looks like
, and it's not a great situation.
So we're going to be meteredbut we're going to be aggressive
.
So you know, it may not be thatmore than just a handful of
people that we're alreadytalking with that we get those

(01:06:39):
deployed next year.
I'm not 100% sure, because noone really likes to convert in
the traditional space in October, november, december right.
So you know, what I figure willhappen is we will roll out,
we'll test, we'll learn where weneed to improve, we'll
streamline things, we'll improvethose processes, we'll add some
integrations and then we'll beprimed to roll We'll.

(01:07:01):
You know, we'll do a certainnumber of stores next year in
the traditional space and thenwe will probably really gear up
for a pretty heavy deploymentphase that following first,
second, third quarter of 27.

Speaker 1 (01:07:13):
heavy deployment phase that following first,
second, third quarter of 27.
Well, I'm going to tell youwhat Enos you got me sold.
I love the idea.
At some point in time I want tosit down with you and kind of
get more of a vantage point onthis.
I've seen kind of what itlooked like at the trade show,
what I'd like to see it asupfront and personal work.
We'll work that out.
Listen.
Revoposcom you can't miss it.
You've got the number, you'vegot the email.
Hit them up, find out what'sgoing on and if you have any

(01:07:39):
questions, please reach out.
If you want to reach out to theshow, you can hit me up as well
.
It's Pete atTheRTOShowPodcastcom.
Send me an email If I need toreach out, I will.
You can also go to the websiteat TheRTOShowPodcastcom.
Take a look around, listen tothe episodes, buy some swag,
because we always need it.
We love our sponsors and that'show we get to do what we do.
You can reach out on Facebook,instagram, linkedin and now
YouTube, where you're going tosee this Enos.

(01:08:00):
I really appreciate you beingon here.
It's been a great pleasure tokind of talk about all the
things that Revoke can really do.
I'm excited to see it next year100% out there in the world and
doing what it does, cause I ama firm believer.
So I'm going to tell you rightnow.
I appreciate that We'lldefinitely hit this up again.

Speaker 2 (01:08:16):
I appreciate you being on the show.
Yeah, listen, I appreciate youhaving me.
It's an honor to get to be on.
I love the show.
I love what you're doing.
It was a much, much neededaddition to the industry.
Obviously, you have found youknow you have found your lane
and are really doing well in it.
So, so happy to be on andlisten anytime you want to talk,
even if it's about not aboutsoftware.
If you want to talk aboutsomething else, you know, call
me up, I'm ready to roll.

Speaker 1 (01:08:37):
Well, hey, we're going to talk shop and more.
Listen, guys.
I appreciate you listening andI will tell you that, as always,
get your collections low to getyour sales high.
Have a great one, bye.