March 26, 2022 • 44 mins
Michael Gordon President CCpace
Javier Solis CEO Torotaxes
Adam Lurie CSO Torch.ai
Craig Edsell CEO Clemens Food Group
Javier Solis CEO Torotaxes
Adam Lurie CSO Torch.ai
Craig Edsell CEO Clemens Food Group
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:10):
Welcome to Executive Leaders Radio, yourspot in the corner office, the radio
show where executives share their secrets tosuccess. Executive Leaders Radio. You're listening
to Executive Leaders Radio Broadcasting conjunction withKIP Philadelphia Public Schools. This is your
(00:30):
host, Herb Cohen with my cohost Hank Boyer, Kaylin Amani, Mikayla
and Brianna Hey. Could you giveus a rundown on who we have on
the show today please. We'll bespeaking with Javier Solis, who is CEO
of Toro Taxes, and then we'llbe speaking with Michael Gordon, who's president
of CCPACE. Let's get into ourfirst guest, Javier Solis, CEO of
(00:53):
Toro Taxes. Javier, what isToro Taxes? Hello, Toro Taxes franch
It's a nation wide franchise. Wehave over two hundred units in twenty nine
states. We are the first andthe largest Latino franchise of the industry.
And where you're from originally? Howmany brothers and sisters? Where are you
in the packing order? I'm fromEcuador. There are three one brother,
(01:18):
one seaster on the middle in themiddle of three and give us an idea
eight to fourteen years old? Whatwas the list of stuff you were up
to? Was a kid eight tofourteen? Used to be part of the
ping pong team my school. Iused to do a tech pondo. I
was part of the basketball team.And also something that I loved was music.
(01:41):
I was also a register to theConservatory of Music. So ping pong
and taekwondo aren't those individual sports asopposed to basketball, which would be more
of a team sport. What whatwere your what was your role on the
basketball team? Um? I wasin the center, and I wasn't a
(02:02):
big guy. I was small andskinny, and I would just make sure
that I would pass the ball strategicallyto the person that will be able to
score. What's that? What's thatrole of being in the center of a
basketball team have to do with yourrole as CEO of Tourou Taxes. Um.
It has helped me a lot tomaking sure that all our staff and
(02:25):
providers and our clients will get whatwe are supposed to get to become a
successful business. Brianna moment had shapedtoday? Um? Well, there were
a bunch of things in my life, but one of the biggest lessons that
(02:46):
I had is when I came tothis country, I didn't have papers and
I had to start working in arestaurant. When I was there, the
chief, who was an Italian person, he was bullying. He will treat
us really bad, especially the immigrantsthere. And despite of having graduated from
(03:07):
my country I had my college degree, I had to go back to college
in this country to learn and thelanguage. And one of the best moments
was when I left the restaurant afterfour years to start working for the Centator,
(03:27):
the New York State Senator. Soafter a month, I came back
to the same restaurant and I gavethat chef my business car as the main
assistant to the Centator. That wasone of the best moments I had in
this country. Nicola, what's yourquestion? What struggles depicted your tonable?
(03:49):
So how do you use them today? Well, there were a lot of
struggles, especially when you are animmigrant. There is a lot of discrimination
that you face. But all thosethings that you get while you are in
this system, you have to turnit into the pacitive, Okay. As
(04:09):
an minority, you have to provetwice even three times that you are able
to do what many other people do. Okay. So despite of getting all
these discriminations and things like that.I was able to prove people and turn
them know that. People who wantme to take into a yes, okay,
(04:31):
just to prove that I can andI was able to do what they
thought an immigrant with no language inthis country was not able to do.
The money Harry say, you weren'tthe biggest guy in high school for you,
considering being centered. Those are usuallyfor taller players. So how did
(04:58):
you carry that out? You're writingmoney? And the good thing is that
when when when you're part of ateam, you become very public, okay,
especially with the girls. But Iwas you know, I mean I
was skinny, and the thing,I was very friendly with all my state
friends, I would say in school, and we had a nice group.
(05:18):
Okay. But in my group therewere two of the biggest guys next to
me. Okay, so if anybodywanted to bother me, they will defend
me. But as an small kid, I was fast. I would grab
the bull and start going fast,and it was an advantage, okay,
the fact that it was small.I didn't see that as a disadvantage.
(05:40):
You know. The coach wanted methere because I was really fast and I
would run more than the big boysthere. You know, we're really proud
to have these high school students fromkept thought of your public schools co hosting
with us. You guys are askinggreat questions of our guests. Kaylin,
how about you? What kind ofquestions do you have for I haven't even
(06:01):
immigrant parents. Did that affecture academiccareer? Pair? Good question, Kiln.
And as an immigrant, my familywas poor, Okay. When we
were in Ecuador, we didn't havea lot of things. But something that
my father gave me and I willalways be very grateful was education. Okay.
(06:23):
I graduated from one of the bestcolleges in Ecuador and I came I
came here with that education. Okay. I also was in a private institute
five years learning English. When Icame here, I didn't have my parents,
Okay, I was alone, andI had to make some decisions in
terms of, you know, whetherI work or I go to school.
(06:46):
But I had to do bookies.I had two full times, one part
time. I was a superintendent ofthe building where I used to live,
and I went to school full time. Why I had all those jobs because
I had to pay double tuishing becauseI didn't have papers. I was undocumented,
so I had to put double tuition. But I understood that I had
(07:08):
to get my degree in order forme to succeed in this country. So
I had my first my assources degree. Then I got I went to the
City of University of New York toget to my degree in Banking and Finance
and lastly my masters in Community CommunityDevelopment. I didn't finish finish the master
(07:28):
because then my business was picking upand I didn't have time to go back
to school. Well, you know, you students from Kept Philolophia public schools,
we're asking such great questions. What'sthe next question that you students might
have for a hobbyer, what's thenext question of all the experiences that you've
(07:50):
had, what do you think wasthe one that shaped you the most.
They gave you this strive, theygave you this ambition or have you always
been that way? No, notat all. You learn a lot depending
on what on the on the experiencesand that you have in this life.
Okay, one of the moments thatI shape out my character as as a
(08:15):
person as an entrepreneur was they lostthe death of my wife, that she
had cancer. Okay, for fifteenmonths. We were struggling taking care of
her. And that was the firstyear when I created the franchise. We
were the first Latino franchise of taxpreparation and at the same time my wife
(08:37):
cast sick. So I had tobalance. Um, they trust that these
first franchise sees had in me topurchase the franchise and taking care of my
wife. Okay. So um,it was something that I wouldn't wish to
anybody, because why do you thinkthose franchise he stuck with you? Why
(08:58):
did they stick with you because Iwas there for them. Okay. I
knew that my wife was sick,but I would take my laptop to the
hospital to be with her. Okay. But I was answering questions for my
franchises when they had any issues withthe software, when they had some questions
on tax preparation and things like that. You know, I knew that I
(09:18):
wasn't the doctor. I wasn't there. So these so your franchise is they
trusted you. They knew they coulddepend on you even though you were going
through difficult times and you communicated thatto them. They knew that they could
depend on you because you were therefor them and I still I mean we
talk about fifteen years ago, okay, and many of them are still with
(09:39):
me. And they are good friendsbecause they saw when we had when we
were in zero and now we haveover two hundred offices and they're like,
wow, we have grown because theydon't have only one office. They are
now, you know, with fiveoffices. They have areas with eleven offices.
So we have grown to together andthey've seen that what I promised him,
(10:03):
I keep my work. What isthe website address for Toro Taxes.
It's total Taxes dot com. Letme have that one more time, please,
Total Taxes dot com. We've beenspeaking with Javier Solo, COO of
Touro Taxes here on Executive Leaders Radio. Don't forget to visit our website Executive
Leaders Radio dot com. That's ExecutiveLeaders Radio dot com to learn or more
(10:26):
about our executive leaders. Stuck around, don't away. Will be back in
a moment right after this quick break. This is herbco and your host of
Executive Leaders Radio. And if you'rea business consultant, if you consult to
business owners or to business owners teammembers, then we'd like to speak with
(10:52):
you because we're getting requests from peopleall over the country, from entrepreneurs all
over the country that are starting andbuilding their businesses where they're looking for help
and maybe we can help connect you. Why don't you email us at consult
at Executive Leaders Radio dot com.That's consult at Executive Leaders Radio dot com.
(11:18):
And perhaps we can connect you tofolks, to entrepreneurs and their team
members all around the country that arelooking for help. That's consult at Executive
Leaders Radio dot com. We're back. You're listening to Executive Leaders Radio this
(11:50):
year host Herb Cohen with my cohost Kalin Amani, Nkayla, and Brianna.
Our guest is Michael Gordon, Presidentof ec Pace. Michael, what
is cc pace? What are youguys doing? Cc pace is an IT
consulting company. We help client inthe financial services and healthcare industries built out
their systems. How larger house molesthe company? And how'd you get a
(12:13):
job with it? About one hundredpeople strong we have. I got a
job right out of college with asmall consulting firm and two years later myself
and two others bought the firm.And where you from originally? How many
brothers and sisters and where are youin the packing order? Wilmington, Delaware,
(12:35):
older sister, our older brother fromthe younger and tell me a little
bit about the eight to fourteen Whatkind of stuff are you up to?
Eight to fourteen? What's the listlook like? Loved all kinds of sports,
probably tennis and softball were the onesI played the most. The other
thing going on was in the summers, worked that my father's packaging client.
(13:00):
I could take a problem. Youwere working your father's packaging plan. What
were you doing in that plan?What was your job? What did you
start off still in there? Well, you start off as a grunt.
You do whatever whatever you need todo um and over time you took on
different Were you sweeping the floor?Were you packaging stuff? Or round everything?
(13:22):
We're packaging? Would run certain machinesthat that we we operated. Did
you learn running certain machines and apackaging plant has anything to do with building
a business to a hundred people inthe technology industry? Well, ultimately,
and then in that business you were. What we were doing is you had
different stations and everyone had sort ofdifferent roles and you learn to be a
(13:46):
part of, you know, aprocess that solved what was going on,
and then you learned that it wasimportant sort of the cross train, so
everyone could take on others responsibilities.Rihanna, what's your question there? What
happened to where you were five?So when I was five, my mother
(14:07):
passed away and uh, um,that obviously had a huge influence on my
life. Um, it just wasa a very big avoid and had to
deal with, um, you know, growing up with with with not having
a mother. So you were theyoungest of three, your mom passed when
(14:28):
you were five. How do youthink that's affected your success as CEO of
this company, this technology company witha hundred people. Well, I think
one of the things that it taughtme was coping um and and and had
to deal with with challenges. Um. My father also passed away when I
was sporting I was fifteen. Andyou you learn that we can either spend
(14:52):
time bemoaning your plate or you candeal with you know, the situations that
you've got. And I chose thelotter Nkayla, all right, so I
can relate to you as well.I lost my father and I come from
a mother in which lost both herparents. UM. Something I have to
(15:13):
ask you is what was something thatsaid they said that stuck with you,
or that they fied a lot shereside with till this day. You know,
it would have to be. It'sa great question, kayla. Um
Um it happy from my father becauseI really don't have any memories of my
mother. But one of the thingsthat he always um showed me was um
(15:37):
to um treat people well and andand and and you know they're gonna help
you. They helped, you knowus help me, you know, when
I didn't have a mother, helpme when we didn't have either parents.
And they're supportive. And it's reallyimportant to show your appreciation, um for
(15:58):
what people can do and and andthe good that people have and how they
can help you and and and that'swhat you need to do in business,
and that's what you need to doin life. And to the extent that
you're you know, paying that back, um Um, that's that's the right
thing to do. Klin. Myquestion is do you think it's time for
(16:21):
you to retire? You have thoughtsI've done enough, It's my time.
I should just be a normal personright now. Um. I get asked
that a lot. Um. Iwon't tell you my age, but I
certainly am old enough to to toretire. UM, And UM, I
don't really want to retire. Youknow what what I get energy by being
(16:44):
around people, by accomplishing things.And you know, whether it's clients or
or or employees and and everybody getsthere. You know they're different, you
know, motivations from different things.Um. But to me, you know,
do what you like, you knowand don't have a time frame set
for for anything. Just um,UM, know who you are and and
(17:08):
and and pursue the things that aregonna energize you in life. There's no
money about childhood. Seems like you'rein athletic type. So was there ever
a time in your company where theball was not in your control? Um?
That's a good favolous question. Um. If you're if you're the president
(17:33):
or ceo, UM, you learnthat the ball is always in your courts.
Um that at the end of theday, you know, the success
or lack thereof, comes from youknow, Um, the ownership of is
that with you? Now, thatdoesn't mean that you're not passing the ball.
You better be relying on lots ofmembers of your team to do you
(17:56):
know, various things. But whenthings you know don't go exactly the way
that that you would want them todo, you know, take ownership and
and figure out how to how tosolve it. Don't don't regret what happened,
but but learn from it and andthen you don't figure out how you
(18:17):
know the next play will work well? Our students from KIP Philadelphia Public Schools.
You guys are doing a great jobco hosting this interview. What's the
next question? Did you folks wantto know the answer too? UM?
Wasn't when you how about to say, were you ever betrayed by someone you
trust in your company or like aclose friend, and what did you do?
(18:41):
How did how did change your perceptionon you know, build their relationships
and businesses? Very very insightful.Um, I've never was betrayed. UM.
I had um a partner right UMat the at the big beginning of
the company. And what I whatI learned there was um, um you
(19:07):
need someone whose values UM are inline with what yours. And so UM
again, never never was betrayed.But it was clear to me that if
we were not in you know,alignment, UM, UM, you better
you know, go in separate ways. And that's what we did, and
(19:29):
we you know, fairly amically youknow, um split split the company up
and and and we and we movedon. How young were you, Michael,
when you had the sense of wherepeople fit fit within the company?
No fit in terms of your friends? Are in terms of people or you
could depend on for what? Howyoung were you when you got a sense
(19:51):
that you could depend on people andwhere people fit into your life? And
when did that happen? How young? I would say it was fairly young.
I'm guessing thing I was before Iwas twelve? Um and um,
and you could sort of you knowagain, when you've got this you know
void in a mother. Um.You know you you see who sort of
(20:15):
steps up and you know truly youknow it's trying to be helpful as opposed
to sort of just you know,somewhat giving giving lip service to that.
And that's friends and adults. Andhow's that you are knowing that you can
depend on on people? Hows thathelped you grow a hundred person business?
Well, we're in a services business, and it's it's all about people.
(20:41):
You know, people are delivering youknow, those services, and so you
find out pretty quickly who's in itfor the team, you know, and
the clients and sort of who's init for themselves. And you know,
when we go through the recruiting process, you know there's people that have,
you know, plenty of talent todo the job that we're looking for them
(21:04):
to do, but they don't necessarilyhave the team mindsets and uh and and
you don't really want them on yourteam, and if you can, you
don't hire them from the beginning.So it goes back to your ability when
you were in that reasonably terrible situationoccurred to your mom pass where you learned
who you could depend on that skillshelped actually helped you build the business.
(21:27):
It sounds like, well, what'sthe website address for this organization known as
ccpace ccpace dot com ccpac dot com. We've been speaking with Michael Gordon,
who is the president of ccpace hereon Executive Leaders Radio. Don't forget to
visit our website. It's Executive leadersRadio dot com. That's Executive Leaders Radio
(21:48):
dot com to learn more about ourCEOs, our guests. Don't go away,
We'll be back in a moment.Right after this brief message. You're
(22:11):
listening to Executive Leaders Radio, RealWorld Leaders. This is your host,
Herb Cohen with my co hosts includingScott Rankin, Scott Hamburger, and Hank
Boyer. The show was produced inconjunction with Philadelphia Public Schools and our co
hosts. Our student co hosts todayinclude Gin Alex Kaylin, Sinai, Amani,
(22:37):
Mikhaila, and Brianna. Our guestsinclude Adam Lourie, chief strategy officer
of torch Ai, Craig Etzel,CEO of Clement's Food Group, Michael Gordon,
President of Ccpace, and Jabbier Solos, CEO of Toro Taxes. Let's
get to know our first guest,Adam Lori, chief strategy officer of torch
(23:02):
Ai. Adam, what is Tortei? What are you guys doing? Yeah?
Torti provides a product Nexus that essentiallyuses artificial intelligence to turbo charge your
data and presents it for analysis andinsight. Where you from originally? How
many brothers and sisters? Where areyou in the pecking order? Yeah?
From Chicago, Illinois. I amthe second to four children and eight to
(23:25):
fourteen years old. What kind ofstuff are you doing eight to fourteen years
old? Yeah? I was biginto sports and music, so I played
soccer and volleyball and then I wasalso in the band in orchestra. So
volleyball, what was your role onthe team. What was the personality trait
did you brought to that role onthat team? Yeah? So I was
the middle hitter on the volleyball team. We were a state champion volleyball team,
(23:47):
and I brought a level of tenacityand hunger to the defense. What
does tenacity and hunger have to dowith your role as chief strategy officer of
torch Ai? So, I've spentmost of my career as an entrepreneur,
and to be able to survive inthat environment, you need to be able
to have the hustle and ability toum uh to to constantly sort of be
(24:12):
fueling the fire. And you mentionedthat you played in the band an orchestra.
What was your favorite instrument? Whywas it your favorite instrument and what's
it tell us about your personality?Yeah? So, so I've played the
obo, clarinet, and drums,but the obo was definitely my favorite.
There was a level of uniqueness thatexisted in the band and orchestra that it
(24:33):
just didn't see in other instruments.What's that uniqueness and difference? What's the
difference in uniqueness have to do withyour role, with your personality trades,
Chief Strategy officer of tor j Ai. Well, I've always found that throughout
my career, I've wanted to beone of one and so, uh,
you know there are only one ortwo obos in the band or orchestra and
(24:55):
uh, and that that has sortof been fueled my fire in my in
my profess life. Should I wasthere so asilby or a person in your
life that influenced you when you wereyounger? Yeah, my dad was an
entrepreneur later in life, and Iwatched how hard he worked and sort of
(25:15):
his hustle, and he really instilledthose values in me. Alex, what
would you tell you're a younger selfto change anything or keep anything to see?
Yeah, I'd really tell myself,you know, this is about the
journey. It's it's about the ride. We often think about the outcomes and
(25:37):
we're trying to accomplish, but somuch of the enjoyment as I look back
on my career has been about thejourney, not necessarily the destination. Cal
Hi. When people hear the nameAdam Laurie, what should they think?
Yeah? So I love the quotethat that somebody said, you know,
(25:59):
when you you talk to somebody orthey think about you, um, they
you want them to remember how youmade them feel, not specifically what you
said. And so I think aboutall the people I've interacted with throughout my
career, and I wanted to treatthem the right way, communicate with them
the right way, and just feellike that when people think about me,
(26:21):
um, that that that articulates exactlyhow I want them to think about me.
Jin wh would you look up towhen you were a kid, Yeah,
it was it was definitely my fatheras he um you know, ran
his own business, and I watchedhim do it from the house, uh
and saw how he made decisions andbalanced his his family and uh and his
(26:41):
professional life. Should I growing up, was there a certain class I always
was like a favorite, like afavorite for you? Yeah. I loved
math and statistics. Uh. Theywere the things that the classes that I
was really good at. Of courseI did major or do anything with math
(27:03):
of statistics as I moved to college. But what I found throughout my career,
um, you know that there's thethings that I've sort of gotten back
to and really enjoyed and using mathand statistics throughout my professional life, Alex,
what challenges did you face? Yeah? So in high school, I'd
(27:23):
say there was there was an experiencewhere I wasn't a great public speaker,
wasn't necessarily confident in myself, andso I specifically remember a scenario where I
ran for student council and had theopportunity and go speak in front of five
hundred people and was absolutely sweating andscared to go do it, gave a
(27:45):
great speech, didn't actually win,but it was one of those events that
I looked back on and just gaveme a tremendous amount of confidence in myself
that I didn't have before. KalinHappy, Yes, in your field of
work, do you think you've doneenough or you could do so much more?
I think you can always do more. And I'm the type of individual
(28:06):
who has an internal motor. Iam incredibly competitive, and so I'm constantly
looking at ways to improve, innovate, create and win. And so even
though I'm satisfied with plenty of thethings I've done in my career, I'm
always looking for more. Jin Onemakes you differ from other people, Yeah,
(28:30):
so I've I've stood around rooms beforeand looked and said, you know,
why am I at the top ofthe pyramid? What have I done
when when I'm standing next to peoplewho are unbelievably intelligent and capable and qualified,
and I think I have a levelof risk and conviction where I'm willing
to make vets or take a levelof risk and certain things that I believe
(28:52):
in, And so I just sortof tell people and provide guidance and wisdom
that, you know, be willingto stand up for your own beliefs because
it helps out. Mister Hamburger,tell us about the role of mistakes in
your learning and development. Yeah,I mean, I've made a ton of
mistakes throughout my career. I'm incrediblyself reflective, reflective and always like to
(29:17):
tell myself I'll make mistakes, I'llmake more in the future, but I
try not to make to the sameone twice. So very reflective on that,
mister Rankin, what would you bedoing if you weren't working at torch
Ai right now? Oh, ifI wouldn't wasn't working at torch Ai,
I would probably be buying and sellingnon fungible tokens because I am fascinated by
(29:44):
crypto and blockchain and sort of howour society is going to kind of interplay
with all of that in the future. How young were you when you started
making money? Oh? My firstjob is at fourteen? What were you
doing working at Baskin rob and scoopand ice Cream? Whose idea was it
tree you to get that job?My parents told me to go out and
(30:04):
get that first job. Who gotthe job for you? Now? That
was me? It was. Thereare only a couple of places that were
walkable from where I lived, andBasking Robbins was one of them. Sorry,
did you get the job? Howdid you get the job? I
walked in and applied? And howold were you fourteen? What were you
supposed to be when you started there? What did they expect you to start
doing? Just scoop ice cream?How old did you work there for?
(30:27):
I worked there one summer and mybest part of that summer is when I
served Scottie Pippen. Okay, soyou worked there? You started? What
were you supposed to be doing whenyou started working there? Just scoop and
ice cream? And then you workedhere for the whole summer? Yea,
by the end of the summer,what were you doing? Oh, by
the end of the summer I meanI was making cakes, I was closing
(30:48):
up the shop. I mean itwas it was about a three month gig,
and then they had given you moreresponsibility throughout it. Why do you
think they gave you more responsibility afterover after only after and you're only fourteen
years old and it's only been threemonths and they're letting you close up the
shop. You could have stolen allthe money, you could have eaten all
the ice cream, You could havehad a party there with all your friends.
Why do you think they trusted youand gave you more and more responsibility
(31:11):
after only knowing you for three months? Yeah? Because every time I showed
up to work on time, Isort of did the tasks that they expected
from me. But I will tellyou I did eat all the ice cream.
Huh. And what'd you learn fromthat job? What'd you learn from
scoop and ice cream to basket robas a d age of fourteen that has
anything to do with your being thechief strategy officer of a torch Ai.
(31:33):
I'll tell you I learned that workis hard. You know, the one
thing that you know you think aboutif you're standing on your feet all day
every day, you know it getsit gets tiring by the end of the
day when you're you're locking up,so that you've got to have that hunger
if you want to be successful.Were there other kids that were working there
(31:56):
as well, so we're what'd youdo different than all the other kids?
Oh? I think I just showedup on time. I think, I
think truly, I think that wasa difference between myself. You'd be there
at nine am. I'm showing upat eight fifty five, and other folks
have shown up at nine fifteen,nine thirty. So you took things seriously.
What's the website address of this organizationknown as torch Ai. Yeah,
(32:21):
it's www dot torch dot ai.You mean that one more time. Www
dot torch dot ai. And yourname's Adam Lorie. You're the chief strategy
officer of torch Aim. You're listeningto Executive Leaders Radio or Rural World Leaders
to forget to visit our website.It's Executive Leaders radio dot com. That's
Executive Leaders radio dot com doing moreabout our executive leaders. Stick around with
(32:44):
me back in the moment right afterthis quick break, serbco and your Executive
Leaders radio host and the CEOs.We've interviewed on this show. We're interested
in helping you get your business startedand helping you grow your business, whether
you're aware of the issues or whetheryou want the CEOs to give your hand
(33:06):
identifying the issues in getting your businessstarted and or in growing your business.
Why don't you email us at consultat Executive Leaders Radio dot com. That's
consult at Executive Leaders Radio dot com. Whether you're interested in having our CEOs
(33:29):
speak with you regarding getting your businessstarted or growing your business, send us
an email at consult at Executive Leadersradio dot com and we'll be sure to
get back to you shortly with somehelp. We're back. You're listening to
(34:04):
Executive Leaders Radio, Real World Leaders. It's your host Herb Cohen with my
co host Jen Alex Kaylin's and I, Scott Rankin and Scott Hamburger like to
introduce Craig Etzel's CEO of Clements FoodGroup. Craig, what is Clement's Food
Group? What are you guys doingwell? Clements Food Group. It's one
hundred and twenty five year old familybusiness that provides four billion meals a year
(34:24):
and has forty one hundred team members. Wow, where you're from? Originally,
how many brothers and sisters? Andwhere are you in the packing order?
Yep, I grew up in ruralIowa, northeast Iowa, and I'm
the middle of two. All right, middle three and eight to fourteen years
old. What's that list look like? What kind of stuff are you doing
(34:44):
eight to fourteen? Yeah? Beingin Iowa, I guess horticulture, plants
and all that was a passion.Clubs, but also wrestling in football?
MM, wrestling? What was yourwhy'd you like wrestling? Well? We
had First of all, we wereundefeated in four years, had a great
team, a great bonding. ButI loved it because there was an individual
(35:05):
component, but also we're part ofa team and we win and lose together
even though there wasn't So were youthe best wrestler on the team? And
also how did you affect the dynamicsof that team? Yeah? So no,
I wasn't the best. I wasat average. We had some wonderful
state champion caliber folks. But myjob and role there was to be the
keep it loose, have fun,it's a journey, and put it in
(35:29):
a perspective seriously. So this role, you had this unofficial role which was
keep everybody together, keep it loose, half fun, enjoy the journey.
What's that have to do with yourrole as the CEO of Clement's Food Group.
Well, I think it cascades tothe entire team here that we have
high expectations, but we need tosmell the roses and enjoy the journey and
(35:50):
not to put too much pressure onourselves. By doing that, we can
bring out the best of ourselves.Alex, what is it characteristic that you've
had from then that you still carrieda day. Yeah, my grandmother would
tell you this. I had relentlesscuriosity. I was always asking questions.
I still am. I've been inthis industry for thirty years. I'm still
(36:13):
inquisitive of how we can get betterand how the business works. And it's
a passion of mine and just acharacteristic that's has been up very important to
me. So I what made youdesire to get into this career path?
Well, it's interesting. My pathwas going to be in hold horticulture.
I was going to own a nurseryand have a green niuse. I went
applied to college, I couldn't getinto that, and so I looked at,
(36:36):
well, what else I good at? I was good at finance,
so I decided to go in accountingand finance. So I think I didn't
have a path, but I lookedfor what doors were open and what opportunities
were there, and decided to goa different direction based on a door that
was open. Kalyn, do youever feel like you've done enough and it's
time for you to retire? Well, sometimes I'm old and I feel tired,
(36:59):
but I mean, we have awonderful team yet, and there's so
many more things that we can accomplish, and so the passion is about that
team and our team and what wecan do. So we never even if
we succeed a certain level, wecan do more, and we have a
team that works together well. Soit's it's very it pulls you in gin
as Ceo. How do you spendyour time? Well, you know,
(37:22):
I spend my time trying to learnand what I can get better. But
how I spend my free time withmy four daughters. I love hunting,
fishing outdoors too, my wife andI do, and so family is very
important to me. Alex Um,you say you have four daughters, and
Um, how like what would yourexpectations be for your daughters? Now that
(37:43):
you have which you know I've donewhat you've done. Yeah, Well,
first of all, I've been blessed. I'm gonna I've been able to provide
them a college education without debt,and a and a car that runs.
The rest is up to them.And so my expectations, and I'm so
proud of them, is that theywork hard and follow their passion and they
love what they do. Three ofthem are in healthcare, one's in the
(38:04):
service industry. But that they're they'repassionate about it, and they have things
that they're passionate about in life too, Like one daughter loves animals and she's
passionate about helping and being in sheltersand all that, and so those are
the things that you hope for themfor your daughters. So now it was
a moment in your career that you'remost proud of, Well, you know,
the business is growing and all thatgood stuff. You know what,
that's that's not a big deal tome. My My my passion mot is
(38:29):
making people better and being part ofgrowing and being better today than I was
yesterday. But I want to tellyou a story. One time I had
an individual that wanted to meet withme and he was leaving the company and
I thought, Okay, here wego. We're going to complain and I'm
going to listen to him. Buthe came in and said, Craig,
I don't know if you remember abouteight years ago, my wife was on
her deathbed and you pray. Youcalled me out in the meeting and prayed
(38:51):
for me. And you don't knowit, but that was a difference of
me and possibly taking my life.And it's things like that that you realize
that you're here for a pers andwell beyond what the business does excellent u
gin, what keeps you working?The team? You know, we get
(39:13):
forty one hundred people and we canwe can get better and stronger every day,
and h and just the passion theforty one hundred people. It takes
every one of the Syse forty onehundred to be successful, and we're in
it together. And I think Imake a difference, as does everyone else
and that team. And I thinkthat's just what brings me back and what's
what's drives me. Kaylen being thisrelucrative right now. Do you think that
(39:37):
it's somehow changed you, you know, I hope not. Yes, I
don't have to worry about certain thingsthat maybe others do, but it hasn't
changed my life. I don't livelarge, you know, I'm humble.
I want my daughters to see ahumble I don't have big dreams of spending
money and doing stupid stuff. Ijust enjoy being with family. But it
(39:57):
does help not have to worry aboutit. Sometimes paying the mill, so
I'm going to be honest with that, but other than that, not a
lot. Scott Hamburger, how oftenare you right and how do you deal
with it when you're wrong? Well? I always tell the team here.
My goal is to be right fiftyone percent of the time because I figure
I'm beating the average and that's beingsuccessful. So it's not really about being
(40:19):
right or wrong. To me,it's about the learnings I shared. Wrestling
is my passion and I hold inthat high school, I hold the record
for the most reversals in a year, in a season. What that means.
So I got taken down a lot, and so for me, I've
taken that vision going forward. It'snot about sometimes you can get taken down.
It's what you do with it,what do you learn from it,
(40:40):
and how do you turn the situationinto a positive Mister Rankin, you got
forty one employees there. What's yourfavorite event that you all do as employees
together. Well, we have companypicnics where we infect. We have one
this summer in June, a grandopening of new building, and we get
together and everybody brings or family,and so you get an opportunity to meet
(41:01):
well beyond the individuals that work here, but also their family. Wait a
minute here, the CEO of thecompany, don't you sit in the fancy
dancy office and come in at tenor eleven o'clock and have drinks for lunch
and go home at two or three. I don't have to work weekends or
nights or anything like that, doyou. No, it's absolutely the opposite
of that. I get in atsix thirty every morning. I work long
(41:23):
hours. But I think the importantthing too, is if you're going to
lead, you've got to show thatyou're willing to do anything that anybody else
would do. So I've picked upgarbage in the parking lot, and I'm
willing to do that. So it'snot for me. It's not a free
ride, it's not about something somestatus thing. It's not being part of
the team. You mentioned that therewas somebody that came to you that there's
(41:44):
going to leave the company, andyou sat down and you talked with them
and they told you something you haddone ten years ago. It struck me
was that you said you prayed forthem, So you get to know your
people. Yeah, we share.We share prayer concerns the senior team,
for example, and many other teams. We share prayer concerns of our team,
(42:05):
and we hold them up to um, you know, to God,
but even to each other that we'reconcerned, and we get involved with what
how we can help them. Soyou're telling me there's a spiritual faith component
to business. I thought a businesswas blood and guts and sewing people and
stepping on people and nobody cares aboutanybody else. You're giving me the opposite
impression. Yeah, I think whatyou're describing is there's a lot of urban
(42:28):
legend on that, and maybe somebusinesses are like that. But there's a
lot of businesses that are like whatI'm describing to and I know many of
them. How old is your business? One hundred and twenty five years and
it's forty one hundred employees, andyou guys have been been in business one
hundred and twenty five years. SoI guess you know something about building a
team and building a business over time. And you don't think it's about stepping
(42:51):
on people and beating people up andstuff like that. No, it's about
when when how do we grow together? We have partners that are hug producers
far, we have accounts that wesell to. It's not about it's about
joining and being a partnership to buildfor the long term. Build for the
long term and we can win together. Is there such a thing as trust
and relationships in business? Yeah?Absolutely, that's the key. What's the
(43:15):
key? What's the key building trustand confidence? In another week that we
are looking at our customers and howdo we support and success them. We
have a philosophy that we want tobe the leader and customer solutions. Well,
we're helping them with solutions that theymay not even know exist. And
how do we flexion in their worldand be part of that. Well,
what's the what's the website addressed forthis organization known as Clemens Food Group.
(43:39):
Yeah, but it's Clemens Foodgroup dotcom www. Clements Foodgroup dot com,
Clements Foodgroup dot com. We've beenspeaking with Craig Getzel, CEO of Clemens
Food Group. Here well in ExecutiveLeaders Radio Wild World Leaders. This is
your host, Herb Cohen with myco host Scott Rankin, Scott Hamburger and
Hank Boyer. Again. This showhas been produced in conjunction with KIP Philadelphia
(44:00):
Public Schools. Our student co hostsinclude Gin Alex, Kaalin Sinai, Emani,
Mikayla and Brianna. And our gueststoday have been Adam Lori, chief
Strategy Officer of tor Ji, CraigEtzel's CEO Clemen's Food Crew, Michael Gordon,
(44:21):
President of Ccpace, and Javier Solos, CEO of Toro Taxes. I'd
like to thank our listening audience forlistening today, otherwise we wouldn't have a
radio show. Don't forget to visitour website Executive Leaders Radio dot com that's
Executive Leaders Radio dot com to learnmore about our executive Leaders. Thank you
for joining us again on Executive LeadersRadio, Real World Leaders, and have
(44:45):
a nice day. Bye bye
Welcome to Executive Leaders Radio, yourspot in the corner office, the radio
show where executives share their secrets tosuccess. Executive Leaders Radio. You're listening
to Executive Leaders Radio Broadcasting conjunction withKIP Philadelphia Public Schools. This is your
(00:30):
host, Herb Cohen with my cohost Hank Boyer, Kaylin Amani, Mikayla
and Brianna Hey. Could you giveus a rundown on who we have on
the show today please. We'll bespeaking with Javier Solis, who is CEO
of Toro Taxes, and then we'llbe speaking with Michael Gordon, who's president
of CCPACE. Let's get into ourfirst guest, Javier Solis, CEO of
(00:53):
Toro Taxes. Javier, what isToro Taxes? Hello, Toro Taxes franch
It's a nation wide franchise. Wehave over two hundred units in twenty nine
states. We are the first andthe largest Latino franchise of the industry.
And where you're from originally? Howmany brothers and sisters? Where are you
in the packing order? I'm fromEcuador. There are three one brother,
(01:18):
one seaster on the middle in themiddle of three and give us an idea
eight to fourteen years old? Whatwas the list of stuff you were up
to? Was a kid eight tofourteen? Used to be part of the
ping pong team my school. Iused to do a tech pondo. I
was part of the basketball team.And also something that I loved was music.
(01:41):
I was also a register to theConservatory of Music. So ping pong
and taekwondo aren't those individual sports asopposed to basketball, which would be more
of a team sport. What whatwere your what was your role on the
basketball team? Um? I wasin the center, and I wasn't a
(02:02):
big guy. I was small andskinny, and I would just make sure
that I would pass the ball strategicallyto the person that will be able to
score. What's that? What's thatrole of being in the center of a
basketball team have to do with yourrole as CEO of Tourou Taxes. Um.
It has helped me a lot tomaking sure that all our staff and
(02:25):
providers and our clients will get whatwe are supposed to get to become a
successful business. Brianna moment had shapedtoday? Um? Well, there were
a bunch of things in my life, but one of the biggest lessons that
(02:46):
I had is when I came tothis country, I didn't have papers and
I had to start working in arestaurant. When I was there, the
chief, who was an Italian person, he was bullying. He will treat
us really bad, especially the immigrantsthere. And despite of having graduated from
(03:07):
my country I had my college degree, I had to go back to college
in this country to learn and thelanguage. And one of the best moments
was when I left the restaurant afterfour years to start working for the Centator,
(03:27):
the New York State Senator. Soafter a month, I came back
to the same restaurant and I gavethat chef my business car as the main
assistant to the Centator. That wasone of the best moments I had in
this country. Nicola, what's yourquestion? What struggles depicted your tonable?
(03:49):
So how do you use them today? Well, there were a lot of
struggles, especially when you are animmigrant. There is a lot of discrimination
that you face. But all thosethings that you get while you are in
this system, you have to turnit into the pacitive, Okay. As
(04:09):
an minority, you have to provetwice even three times that you are able
to do what many other people do. Okay. So despite of getting all
these discriminations and things like that.I was able to prove people and turn
them know that. People who wantme to take into a yes, okay,
(04:31):
just to prove that I can andI was able to do what they
thought an immigrant with no language inthis country was not able to do.
The money Harry say, you weren'tthe biggest guy in high school for you,
considering being centered. Those are usuallyfor taller players. So how did
(04:58):
you carry that out? You're writingmoney? And the good thing is that
when when when you're part of ateam, you become very public, okay,
especially with the girls. But Iwas you know, I mean I
was skinny, and the thing,I was very friendly with all my state
friends, I would say in school, and we had a nice group.
(05:18):
Okay. But in my group therewere two of the biggest guys next to
me. Okay, so if anybodywanted to bother me, they will defend
me. But as an small kid, I was fast. I would grab
the bull and start going fast,and it was an advantage, okay,
the fact that it was small.I didn't see that as a disadvantage.
(05:40):
You know. The coach wanted methere because I was really fast and I
would run more than the big boysthere. You know, we're really proud
to have these high school students fromkept thought of your public schools co hosting
with us. You guys are askinggreat questions of our guests. Kaylin,
how about you? What kind ofquestions do you have for I haven't even
(06:01):
immigrant parents. Did that affecture academiccareer? Pair? Good question, Kiln.
And as an immigrant, my familywas poor, Okay. When we
were in Ecuador, we didn't havea lot of things. But something that
my father gave me and I willalways be very grateful was education. Okay.
(06:23):
I graduated from one of the bestcolleges in Ecuador and I came I
came here with that education. Okay. I also was in a private institute
five years learning English. When Icame here, I didn't have my parents,
Okay, I was alone, andI had to make some decisions in
terms of, you know, whetherI work or I go to school.
(06:46):
But I had to do bookies.I had two full times, one part
time. I was a superintendent ofthe building where I used to live,
and I went to school full time. Why I had all those jobs because
I had to pay double tuishing becauseI didn't have papers. I was undocumented,
so I had to put double tuition. But I understood that I had
(07:08):
to get my degree in order forme to succeed in this country. So
I had my first my assources degree. Then I got I went to the
City of University of New York toget to my degree in Banking and Finance
and lastly my masters in Community CommunityDevelopment. I didn't finish finish the master
(07:28):
because then my business was picking upand I didn't have time to go back
to school. Well, you know, you students from Kept Philolophia public schools,
we're asking such great questions. What'sthe next question that you students might
have for a hobbyer, what's thenext question of all the experiences that you've
(07:50):
had, what do you think wasthe one that shaped you the most.
They gave you this strive, theygave you this ambition or have you always
been that way? No, notat all. You learn a lot depending
on what on the on the experiencesand that you have in this life.
Okay, one of the moments thatI shape out my character as as a
(08:15):
person as an entrepreneur was they lostthe death of my wife, that she
had cancer. Okay, for fifteenmonths. We were struggling taking care of
her. And that was the firstyear when I created the franchise. We
were the first Latino franchise of taxpreparation and at the same time my wife
(08:37):
cast sick. So I had tobalance. Um, they trust that these
first franchise sees had in me topurchase the franchise and taking care of my
wife. Okay. So um,it was something that I wouldn't wish to
anybody, because why do you thinkthose franchise he stuck with you? Why
(08:58):
did they stick with you because Iwas there for them. Okay. I
knew that my wife was sick,but I would take my laptop to the
hospital to be with her. Okay. But I was answering questions for my
franchises when they had any issues withthe software, when they had some questions
on tax preparation and things like that. You know, I knew that I
(09:18):
wasn't the doctor. I wasn't there. So these so your franchise is they
trusted you. They knew they coulddepend on you even though you were going
through difficult times and you communicated thatto them. They knew that they could
depend on you because you were therefor them and I still I mean we
talk about fifteen years ago, okay, and many of them are still with
(09:39):
me. And they are good friendsbecause they saw when we had when we
were in zero and now we haveover two hundred offices and they're like,
wow, we have grown because theydon't have only one office. They are
now, you know, with fiveoffices. They have areas with eleven offices.
So we have grown to together andthey've seen that what I promised him,
(10:03):
I keep my work. What isthe website address for Toro Taxes.
It's total Taxes dot com. Letme have that one more time, please,
Total Taxes dot com. We've beenspeaking with Javier Solo, COO of
Touro Taxes here on Executive Leaders Radio. Don't forget to visit our website Executive
Leaders Radio dot com. That's ExecutiveLeaders Radio dot com to learn or more
(10:26):
about our executive leaders. Stuck around, don't away. Will be back in
a moment right after this quick break. This is herbco and your host of
Executive Leaders Radio. And if you'rea business consultant, if you consult to
business owners or to business owners teammembers, then we'd like to speak with
(10:52):
you because we're getting requests from peopleall over the country, from entrepreneurs all
over the country that are starting andbuilding their businesses where they're looking for help
and maybe we can help connect you. Why don't you email us at consult
at Executive Leaders Radio dot com.That's consult at Executive Leaders Radio dot com.
(11:18):
And perhaps we can connect you tofolks, to entrepreneurs and their team
members all around the country that arelooking for help. That's consult at Executive
Leaders Radio dot com. We're back. You're listening to Executive Leaders Radio this
(11:50):
year host Herb Cohen with my cohost Kalin Amani, Nkayla, and Brianna.
Our guest is Michael Gordon, Presidentof ec Pace. Michael, what
is cc pace? What are youguys doing? Cc pace is an IT
consulting company. We help client inthe financial services and healthcare industries built out
their systems. How larger house molesthe company? And how'd you get a
(12:13):
job with it? About one hundredpeople strong we have. I got a
job right out of college with asmall consulting firm and two years later myself
and two others bought the firm.And where you from originally? How many
brothers and sisters and where are youin the packing order? Wilmington, Delaware,
(12:35):
older sister, our older brother fromthe younger and tell me a little
bit about the eight to fourteen Whatkind of stuff are you up to?
Eight to fourteen? What's the listlook like? Loved all kinds of sports,
probably tennis and softball were the onesI played the most. The other
thing going on was in the summers, worked that my father's packaging client.
(13:00):
I could take a problem. Youwere working your father's packaging plan. What
were you doing in that plan?What was your job? What did you
start off still in there? Well, you start off as a grunt.
You do whatever whatever you need todo um and over time you took on
different Were you sweeping the floor?Were you packaging stuff? Or round everything?
(13:22):
We're packaging? Would run certain machinesthat that we we operated. Did
you learn running certain machines and apackaging plant has anything to do with building
a business to a hundred people inthe technology industry? Well, ultimately,
and then in that business you were. What we were doing is you had
different stations and everyone had sort ofdifferent roles and you learn to be a
(13:46):
part of, you know, aprocess that solved what was going on,
and then you learned that it wasimportant sort of the cross train, so
everyone could take on others responsibilities.Rihanna, what's your question there? What
happened to where you were five?So when I was five, my mother
(14:07):
passed away and uh, um,that obviously had a huge influence on my
life. Um, it just wasa a very big avoid and had to
deal with, um, you know, growing up with with with not having
a mother. So you were theyoungest of three, your mom passed when
(14:28):
you were five. How do youthink that's affected your success as CEO of
this company, this technology company witha hundred people. Well, I think
one of the things that it taughtme was coping um and and and had
to deal with with challenges. Um. My father also passed away when I
was sporting I was fifteen. Andyou you learn that we can either spend
(14:52):
time bemoaning your plate or you candeal with you know, the situations that
you've got. And I chose thelotter Nkayla, all right, so I
can relate to you as well.I lost my father and I come from
a mother in which lost both herparents. UM. Something I have to
(15:13):
ask you is what was something thatsaid they said that stuck with you,
or that they fied a lot shereside with till this day. You know,
it would have to be. It'sa great question, kayla. Um
Um it happy from my father becauseI really don't have any memories of my
mother. But one of the thingsthat he always um showed me was um
(15:37):
to um treat people well and andand and and you know they're gonna help
you. They helped, you knowus help me, you know, when
I didn't have a mother, helpme when we didn't have either parents.
And they're supportive. And it's reallyimportant to show your appreciation, um for
(15:58):
what people can do and and andthe good that people have and how they
can help you and and and that'swhat you need to do in business,
and that's what you need to doin life. And to the extent that
you're you know, paying that back, um Um, that's that's the right
thing to do. Klin. Myquestion is do you think it's time for
(16:21):
you to retire? You have thoughtsI've done enough, It's my time.
I should just be a normal personright now. Um. I get asked
that a lot. Um. Iwon't tell you my age, but I
certainly am old enough to to toretire. UM, And UM, I
don't really want to retire. Youknow what what I get energy by being
(16:44):
around people, by accomplishing things.And you know, whether it's clients or
or or employees and and everybody getsthere. You know they're different, you
know, motivations from different things.Um. But to me, you know,
do what you like, you knowand don't have a time frame set
for for anything. Just um,UM, know who you are and and
(17:08):
and and pursue the things that aregonna energize you in life. There's no
money about childhood. Seems like you'rein athletic type. So was there ever
a time in your company where theball was not in your control? Um?
That's a good favolous question. Um. If you're if you're the president
(17:33):
or ceo, UM, you learnthat the ball is always in your courts.
Um that at the end of theday, you know, the success
or lack thereof, comes from youknow, Um, the ownership of is
that with you? Now, thatdoesn't mean that you're not passing the ball.
You better be relying on lots ofmembers of your team to do you
(17:56):
know, various things. But whenthings you know don't go exactly the way
that that you would want them todo, you know, take ownership and
and figure out how to how tosolve it. Don't don't regret what happened,
but but learn from it and andthen you don't figure out how you
(18:17):
know the next play will work well? Our students from KIP Philadelphia Public Schools.
You guys are doing a great jobco hosting this interview. What's the
next question? Did you folks wantto know the answer too? UM?
Wasn't when you how about to say, were you ever betrayed by someone you
trust in your company or like aclose friend, and what did you do?
(18:41):
How did how did change your perceptionon you know, build their relationships
and businesses? Very very insightful.Um, I've never was betrayed. UM.
I had um a partner right UMat the at the big beginning of
the company. And what I whatI learned there was um, um you
(19:07):
need someone whose values UM are inline with what yours. And so UM
again, never never was betrayed.But it was clear to me that if
we were not in you know,alignment, UM, UM, you better
you know, go in separate ways. And that's what we did, and
(19:29):
we you know, fairly amically youknow, um split split the company up
and and and we and we movedon. How young were you, Michael,
when you had the sense of wherepeople fit fit within the company?
No fit in terms of your friends? Are in terms of people or you
could depend on for what? Howyoung were you when you got a sense
(19:51):
that you could depend on people andwhere people fit into your life? And
when did that happen? How young? I would say it was fairly young.
I'm guessing thing I was before Iwas twelve? Um and um,
and you could sort of you knowagain, when you've got this you know
void in a mother. Um.You know you you see who sort of
(20:15):
steps up and you know truly youknow it's trying to be helpful as opposed
to sort of just you know,somewhat giving giving lip service to that.
And that's friends and adults. Andhow's that you are knowing that you can
depend on on people? Hows thathelped you grow a hundred person business?
Well, we're in a services business, and it's it's all about people.
(20:41):
You know, people are delivering youknow, those services, and so you
find out pretty quickly who's in itfor the team, you know, and
the clients and sort of who's init for themselves. And you know,
when we go through the recruiting process, you know there's people that have,
you know, plenty of talent todo the job that we're looking for them
(21:04):
to do, but they don't necessarilyhave the team mindsets and uh and and
you don't really want them on yourteam, and if you can, you
don't hire them from the beginning.So it goes back to your ability when
you were in that reasonably terrible situationoccurred to your mom pass where you learned
who you could depend on that skillshelped actually helped you build the business.
(21:27):
It sounds like, well, what'sthe website address for this organization known as
ccpace ccpace dot com ccpac dot com. We've been speaking with Michael Gordon,
who is the president of ccpace hereon Executive Leaders Radio. Don't forget to
visit our website. It's Executive leadersRadio dot com. That's Executive Leaders Radio
(21:48):
dot com to learn more about ourCEOs, our guests. Don't go away,
We'll be back in a moment.Right after this brief message. You're
(22:11):
listening to Executive Leaders Radio, RealWorld Leaders. This is your host,
Herb Cohen with my co hosts includingScott Rankin, Scott Hamburger, and Hank
Boyer. The show was produced inconjunction with Philadelphia Public Schools and our co
hosts. Our student co hosts todayinclude Gin Alex Kaylin, Sinai, Amani,
(22:37):
Mikhaila, and Brianna. Our guestsinclude Adam Lourie, chief strategy officer
of torch Ai, Craig Etzel,CEO of Clement's Food Group, Michael Gordon,
President of Ccpace, and Jabbier Solos, CEO of Toro Taxes. Let's
get to know our first guest,Adam Lori, chief strategy officer of torch
(23:02):
Ai. Adam, what is Tortei? What are you guys doing? Yeah?
Torti provides a product Nexus that essentiallyuses artificial intelligence to turbo charge your
data and presents it for analysis andinsight. Where you from originally? How
many brothers and sisters? Where areyou in the pecking order? Yeah?
From Chicago, Illinois. I amthe second to four children and eight to
(23:25):
fourteen years old. What kind ofstuff are you doing eight to fourteen years
old? Yeah? I was biginto sports and music, so I played
soccer and volleyball and then I wasalso in the band in orchestra. So
volleyball, what was your role onthe team. What was the personality trait
did you brought to that role onthat team? Yeah? So I was
the middle hitter on the volleyball team. We were a state champion volleyball team,
(23:47):
and I brought a level of tenacityand hunger to the defense. What
does tenacity and hunger have to dowith your role as chief strategy officer of
torch Ai? So, I've spentmost of my career as an entrepreneur,
and to be able to survive inthat environment, you need to be able
to have the hustle and ability toum uh to to constantly sort of be
(24:12):
fueling the fire. And you mentionedthat you played in the band an orchestra.
What was your favorite instrument? Whywas it your favorite instrument and what's
it tell us about your personality?Yeah? So, so I've played the
obo, clarinet, and drums,but the obo was definitely my favorite.
There was a level of uniqueness thatexisted in the band and orchestra that it
(24:33):
just didn't see in other instruments.What's that uniqueness and difference? What's the
difference in uniqueness have to do withyour role, with your personality trades,
Chief Strategy officer of tor j Ai. Well, I've always found that throughout
my career, I've wanted to beone of one and so, uh,
you know there are only one ortwo obos in the band or orchestra and
(24:55):
uh, and that that has sortof been fueled my fire in my in
my profess life. Should I wasthere so asilby or a person in your
life that influenced you when you wereyounger? Yeah, my dad was an
entrepreneur later in life, and Iwatched how hard he worked and sort of
(25:15):
his hustle, and he really instilledthose values in me. Alex, what
would you tell you're a younger selfto change anything or keep anything to see?
Yeah, I'd really tell myself,you know, this is about the
journey. It's it's about the ride. We often think about the outcomes and
(25:37):
we're trying to accomplish, but somuch of the enjoyment as I look back
on my career has been about thejourney, not necessarily the destination. Cal
Hi. When people hear the nameAdam Laurie, what should they think?
Yeah? So I love the quotethat that somebody said, you know,
(25:59):
when you you talk to somebody orthey think about you, um, they
you want them to remember how youmade them feel, not specifically what you
said. And so I think aboutall the people I've interacted with throughout my
career, and I wanted to treatthem the right way, communicate with them
the right way, and just feellike that when people think about me,
(26:21):
um, that that that articulates exactlyhow I want them to think about me.
Jin wh would you look up towhen you were a kid, Yeah,
it was it was definitely my fatheras he um you know, ran
his own business, and I watchedhim do it from the house, uh
and saw how he made decisions andbalanced his his family and uh and his
(26:41):
professional life. Should I growing up, was there a certain class I always
was like a favorite, like afavorite for you? Yeah. I loved
math and statistics. Uh. Theywere the things that the classes that I
was really good at. Of courseI did major or do anything with math
(27:03):
of statistics as I moved to college. But what I found throughout my career,
um, you know that there's thethings that I've sort of gotten back
to and really enjoyed and using mathand statistics throughout my professional life, Alex,
what challenges did you face? Yeah? So in high school, I'd
(27:23):
say there was there was an experiencewhere I wasn't a great public speaker,
wasn't necessarily confident in myself, andso I specifically remember a scenario where I
ran for student council and had theopportunity and go speak in front of five
hundred people and was absolutely sweating andscared to go do it, gave a
(27:45):
great speech, didn't actually win,but it was one of those events that
I looked back on and just gaveme a tremendous amount of confidence in myself
that I didn't have before. KalinHappy, Yes, in your field of
work, do you think you've doneenough or you could do so much more?
I think you can always do more. And I'm the type of individual
(28:06):
who has an internal motor. Iam incredibly competitive, and so I'm constantly
looking at ways to improve, innovate, create and win. And so even
though I'm satisfied with plenty of thethings I've done in my career, I'm
always looking for more. Jin Onemakes you differ from other people, Yeah,
(28:30):
so I've I've stood around rooms beforeand looked and said, you know,
why am I at the top ofthe pyramid? What have I done
when when I'm standing next to peoplewho are unbelievably intelligent and capable and qualified,
and I think I have a levelof risk and conviction where I'm willing
to make vets or take a levelof risk and certain things that I believe
(28:52):
in, And so I just sortof tell people and provide guidance and wisdom
that, you know, be willingto stand up for your own beliefs because
it helps out. Mister Hamburger,tell us about the role of mistakes in
your learning and development. Yeah,I mean, I've made a ton of
mistakes throughout my career. I'm incrediblyself reflective, reflective and always like to
(29:17):
tell myself I'll make mistakes, I'llmake more in the future, but I
try not to make to the sameone twice. So very reflective on that,
mister Rankin, what would you bedoing if you weren't working at torch
Ai right now? Oh, ifI wouldn't wasn't working at torch Ai,
I would probably be buying and sellingnon fungible tokens because I am fascinated by
(29:44):
crypto and blockchain and sort of howour society is going to kind of interplay
with all of that in the future. How young were you when you started
making money? Oh? My firstjob is at fourteen? What were you
doing working at Baskin rob and scoopand ice Cream? Whose idea was it
tree you to get that job?My parents told me to go out and
(30:04):
get that first job. Who gotthe job for you? Now? That
was me? It was. Thereare only a couple of places that were
walkable from where I lived, andBasking Robbins was one of them. Sorry,
did you get the job? Howdid you get the job? I
walked in and applied? And howold were you fourteen? What were you
supposed to be when you started there? What did they expect you to start
doing? Just scoop ice cream?How old did you work there for?
(30:27):
I worked there one summer and mybest part of that summer is when I
served Scottie Pippen. Okay, soyou worked there? You started? What
were you supposed to be doing whenyou started working there? Just scoop and
ice cream? And then you workedhere for the whole summer? Yea,
by the end of the summer,what were you doing? Oh, by
the end of the summer I meanI was making cakes, I was closing
(30:48):
up the shop. I mean itwas it was about a three month gig,
and then they had given you moreresponsibility throughout it. Why do you
think they gave you more responsibility afterover after only after and you're only fourteen
years old and it's only been threemonths and they're letting you close up the
shop. You could have stolen allthe money, you could have eaten all
the ice cream, You could havehad a party there with all your friends.
Why do you think they trusted youand gave you more and more responsibility
(31:11):
after only knowing you for three months? Yeah? Because every time I showed
up to work on time, Isort of did the tasks that they expected
from me. But I will tellyou I did eat all the ice cream.
Huh. And what'd you learn fromthat job? What'd you learn from
scoop and ice cream to basket robas a d age of fourteen that has
anything to do with your being thechief strategy officer of a torch Ai.
(31:33):
I'll tell you I learned that workis hard. You know, the one
thing that you know you think aboutif you're standing on your feet all day
every day, you know it getsit gets tiring by the end of the
day when you're you're locking up,so that you've got to have that hunger
if you want to be successful.Were there other kids that were working there
(31:56):
as well, so we're what'd youdo different than all the other kids?
Oh? I think I just showedup on time. I think, I
think truly, I think that wasa difference between myself. You'd be there
at nine am. I'm showing upat eight fifty five, and other folks
have shown up at nine fifteen,nine thirty. So you took things seriously.
What's the website address of this organizationknown as torch Ai. Yeah,
(32:21):
it's www dot torch dot ai.You mean that one more time. Www
dot torch dot ai. And yourname's Adam Lorie. You're the chief strategy
officer of torch Aim. You're listeningto Executive Leaders Radio or Rural World Leaders
to forget to visit our website.It's Executive Leaders radio dot com. That's
Executive Leaders radio dot com doing moreabout our executive leaders. Stick around with
(32:44):
me back in the moment right afterthis quick break, serbco and your Executive
Leaders radio host and the CEOs.We've interviewed on this show. We're interested
in helping you get your business startedand helping you grow your business, whether
you're aware of the issues or whetheryou want the CEOs to give your hand
(33:06):
identifying the issues in getting your businessstarted and or in growing your business.
Why don't you email us at consultat Executive Leaders Radio dot com. That's
consult at Executive Leaders Radio dot com. Whether you're interested in having our CEOs
(33:29):
speak with you regarding getting your businessstarted or growing your business, send us
an email at consult at Executive Leadersradio dot com and we'll be sure to
get back to you shortly with somehelp. We're back. You're listening to
(34:04):
Executive Leaders Radio, Real World Leaders. It's your host Herb Cohen with my
co host Jen Alex Kaylin's and I, Scott Rankin and Scott Hamburger like to
introduce Craig Etzel's CEO of Clements FoodGroup. Craig, what is Clement's Food
Group? What are you guys doingwell? Clements Food Group. It's one
hundred and twenty five year old familybusiness that provides four billion meals a year
(34:24):
and has forty one hundred team members. Wow, where you're from? Originally,
how many brothers and sisters? Andwhere are you in the packing order?
Yep, I grew up in ruralIowa, northeast Iowa, and I'm
the middle of two. All right, middle three and eight to fourteen years
old. What's that list look like? What kind of stuff are you doing
(34:44):
eight to fourteen? Yeah? Beingin Iowa, I guess horticulture, plants
and all that was a passion.Clubs, but also wrestling in football?
MM, wrestling? What was yourwhy'd you like wrestling? Well? We
had First of all, we wereundefeated in four years, had a great
team, a great bonding. ButI loved it because there was an individual
(35:05):
component, but also we're part ofa team and we win and lose together
even though there wasn't So were youthe best wrestler on the team? And
also how did you affect the dynamicsof that team? Yeah? So no,
I wasn't the best. I wasat average. We had some wonderful
state champion caliber folks. But myjob and role there was to be the
keep it loose, have fun,it's a journey, and put it in
(35:29):
a perspective seriously. So this role, you had this unofficial role which was
keep everybody together, keep it loose, half fun, enjoy the journey.
What's that have to do with yourrole as the CEO of Clement's Food Group.
Well, I think it cascades tothe entire team here that we have
high expectations, but we need tosmell the roses and enjoy the journey and
(35:50):
not to put too much pressure onourselves. By doing that, we can
bring out the best of ourselves.Alex, what is it characteristic that you've
had from then that you still carrieda day. Yeah, my grandmother would
tell you this. I had relentlesscuriosity. I was always asking questions.
I still am. I've been inthis industry for thirty years. I'm still
(36:13):
inquisitive of how we can get betterand how the business works. And it's
a passion of mine and just acharacteristic that's has been up very important to
me. So I what made youdesire to get into this career path?
Well, it's interesting. My pathwas going to be in hold horticulture.
I was going to own a nurseryand have a green niuse. I went
applied to college, I couldn't getinto that, and so I looked at,
(36:36):
well, what else I good at? I was good at finance,
so I decided to go in accountingand finance. So I think I didn't
have a path, but I lookedfor what doors were open and what opportunities
were there, and decided to goa different direction based on a door that
was open. Kalyn, do youever feel like you've done enough and it's
time for you to retire? Well, sometimes I'm old and I feel tired,
(36:59):
but I mean, we have awonderful team yet, and there's so
many more things that we can accomplish, and so the passion is about that
team and our team and what wecan do. So we never even if
we succeed a certain level, wecan do more, and we have a
team that works together well. Soit's it's very it pulls you in gin
as Ceo. How do you spendyour time? Well, you know,
(37:22):
I spend my time trying to learnand what I can get better. But
how I spend my free time withmy four daughters. I love hunting,
fishing outdoors too, my wife andI do, and so family is very
important to me. Alex Um,you say you have four daughters, and
Um, how like what would yourexpectations be for your daughters? Now that
(37:43):
you have which you know I've donewhat you've done. Yeah, Well,
first of all, I've been blessed. I'm gonna I've been able to provide
them a college education without debt,and a and a car that runs.
The rest is up to them.And so my expectations, and I'm so
proud of them, is that theywork hard and follow their passion and they
love what they do. Three ofthem are in healthcare, one's in the
(38:04):
service industry. But that they're they'repassionate about it, and they have things
that they're passionate about in life too, Like one daughter loves animals and she's
passionate about helping and being in sheltersand all that, and so those are
the things that you hope for themfor your daughters. So now it was
a moment in your career that you'remost proud of, Well, you know,
the business is growing and all thatgood stuff. You know what,
that's that's not a big deal tome. My My my passion mot is
(38:29):
making people better and being part ofgrowing and being better today than I was
yesterday. But I want to tellyou a story. One time I had
an individual that wanted to meet withme and he was leaving the company and
I thought, Okay, here wego. We're going to complain and I'm
going to listen to him. Buthe came in and said, Craig,
I don't know if you remember abouteight years ago, my wife was on
her deathbed and you pray. Youcalled me out in the meeting and prayed
(38:51):
for me. And you don't knowit, but that was a difference of
me and possibly taking my life.And it's things like that that you realize
that you're here for a pers andwell beyond what the business does excellent u
gin, what keeps you working?The team? You know, we get
(39:13):
forty one hundred people and we canwe can get better and stronger every day,
and h and just the passion theforty one hundred people. It takes
every one of the Syse forty onehundred to be successful, and we're in
it together. And I think Imake a difference, as does everyone else
and that team. And I thinkthat's just what brings me back and what's
what's drives me. Kaylen being thisrelucrative right now. Do you think that
(39:37):
it's somehow changed you, you know, I hope not. Yes, I
don't have to worry about certain thingsthat maybe others do, but it hasn't
changed my life. I don't livelarge, you know, I'm humble.
I want my daughters to see ahumble I don't have big dreams of spending
money and doing stupid stuff. Ijust enjoy being with family. But it
(39:57):
does help not have to worry aboutit. Sometimes paying the mill, so
I'm going to be honest with that, but other than that, not a
lot. Scott Hamburger, how oftenare you right and how do you deal
with it when you're wrong? Well? I always tell the team here.
My goal is to be right fiftyone percent of the time because I figure
I'm beating the average and that's beingsuccessful. So it's not really about being
(40:19):
right or wrong. To me,it's about the learnings I shared. Wrestling
is my passion and I hold inthat high school, I hold the record
for the most reversals in a year, in a season. What that means.
So I got taken down a lot, and so for me, I've
taken that vision going forward. It'snot about sometimes you can get taken down.
It's what you do with it,what do you learn from it,
(40:40):
and how do you turn the situationinto a positive Mister Rankin, you got
forty one employees there. What's yourfavorite event that you all do as employees
together. Well, we have companypicnics where we infect. We have one
this summer in June, a grandopening of new building, and we get
together and everybody brings or family,and so you get an opportunity to meet
(41:01):
well beyond the individuals that work here, but also their family. Wait a
minute here, the CEO of thecompany, don't you sit in the fancy
dancy office and come in at tenor eleven o'clock and have drinks for lunch
and go home at two or three. I don't have to work weekends or
nights or anything like that, doyou. No, it's absolutely the opposite
of that. I get in atsix thirty every morning. I work long
(41:23):
hours. But I think the importantthing too, is if you're going to
lead, you've got to show thatyou're willing to do anything that anybody else
would do. So I've picked upgarbage in the parking lot, and I'm
willing to do that. So it'snot for me. It's not a free
ride, it's not about something somestatus thing. It's not being part of
the team. You mentioned that therewas somebody that came to you that there's
(41:44):
going to leave the company, andyou sat down and you talked with them
and they told you something you haddone ten years ago. It struck me
was that you said you prayed forthem, So you get to know your
people. Yeah, we share.We share prayer concerns the senior team,
for example, and many other teams. We share prayer concerns of our team,
(42:05):
and we hold them up to um, you know, to God,
but even to each other that we'reconcerned, and we get involved with what
how we can help them. Soyou're telling me there's a spiritual faith component
to business. I thought a businesswas blood and guts and sewing people and
stepping on people and nobody cares aboutanybody else. You're giving me the opposite
impression. Yeah, I think whatyou're describing is there's a lot of urban
(42:28):
legend on that, and maybe somebusinesses are like that. But there's a
lot of businesses that are like whatI'm describing to and I know many of
them. How old is your business? One hundred and twenty five years and
it's forty one hundred employees, andyou guys have been been in business one
hundred and twenty five years. SoI guess you know something about building a
team and building a business over time. And you don't think it's about stepping
(42:51):
on people and beating people up andstuff like that. No, it's about
when when how do we grow together? We have partners that are hug producers
far, we have accounts that wesell to. It's not about it's about
joining and being a partnership to buildfor the long term. Build for the
long term and we can win together. Is there such a thing as trust
and relationships in business? Yeah?Absolutely, that's the key. What's the
(43:15):
key? What's the key building trustand confidence? In another week that we
are looking at our customers and howdo we support and success them. We
have a philosophy that we want tobe the leader and customer solutions. Well,
we're helping them with solutions that theymay not even know exist. And
how do we flexion in their worldand be part of that. Well,
what's the what's the website addressed forthis organization known as Clemens Food Group.
(43:39):
Yeah, but it's Clemens Foodgroup dotcom www. Clements Foodgroup dot com,
Clements Foodgroup dot com. We've beenspeaking with Craig Getzel, CEO of Clemens
Food Group. Here well in ExecutiveLeaders Radio Wild World Leaders. This is
your host, Herb Cohen with myco host Scott Rankin, Scott Hamburger and
Hank Boyer. Again. This showhas been produced in conjunction with KIP Philadelphia
(44:00):
Public Schools. Our student co hostsinclude Gin Alex, Kaalin Sinai, Emani,
Mikayla and Brianna. And our gueststoday have been Adam Lori, chief
Strategy Officer of tor Ji, CraigEtzel's CEO Clemen's Food Crew, Michael Gordon,
(44:21):
President of Ccpace, and Javier Solos, CEO of Toro Taxes. I'd
like to thank our listening audience forlistening today, otherwise we wouldn't have a
radio show. Don't forget to visitour website Executive Leaders Radio dot com that's
Executive Leaders Radio dot com to learnmore about our executive Leaders. Thank you
for joining us again on Executive LeadersRadio, Real World Leaders, and have
(44:45):
a nice day. Bye bye
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