“We’re going to be hyper-focused on what really drives the customer experience and anything that’s not really in that realm we’re going to push aside.”– Joe [11:12]
“You fight as hard as you can to make sure you keep the right people on because a company doesn’t operate without them.”– Joe [16:49]
“Foundation starts at a personal level.”– Joe [20:57]
Joe Fisch: How to Turnaround a Failing Business into a Thriving Business
How do you turnaround a failing business into a thriving business? How about improving the customer experience and adopting a great team strategy? Gaining back the trust of your customers by putting them first is a great way to turnaround a business.
In this episode of the Page One Podcast, Luke Peters speaks with Joe Fisch on how he and his team turned around Wine Access to a trusted brand. Joe is the CEO of Wine Access, a leading direct-to-consumer online wine retailer offering exclusive curated wines from around the world. He’s the former Vice President of Finance and Administration in the same company and has a background in finance, having served in other organizations.
Listen in to learn the importance of focusing on a customer experience strategy when turning around a company. You will also learn the importance of having great personal and professional support to perform at your best as a leader.
- How to transform a failing business into a successful one by focusing on pain points and customer experience.
- The importance of having a great management team to help the business move in the right way.
- How to let go of control as a leader and trust your team to utilize their expertise.
- [2:44] Joe explains how they source the best wine bottles in the world and market through storytelling.
- [5:08] He talks about their team size and their KPIs which are focused on customer experience.
- [8:09] How they shifted their focus to the customer experience at Wine Access after losing their business pillars for 2 years.
- [12:21] How he improved their wine supply by hiring right to make the process smooth.
- [14:37] How they improved the website by focusing on the pain points and upgrading the user experience.
- [16:37] The value of a great team in changing and driving the business forward.
- [18:00] Joe explains how they used their past failures to customers to straighten things out.
- [20:46] The importance of having personal and professional support to help you perform excellently as a leader.
- [23:09] How they’ve been taking more swings to encourage growth without unrealistic expectations.
- [24:53] The infrastructure challenge plus the tools they’re using to help improve operations.
Announcer: Welcome to the Page One Podcast, a podcast featuring a variety of guests and thought leaders on topics ranging from digital marketing, sales channel strategies, influencer marketing, best in class product launches, and all the details about how to accelerate sales. Now, here’s your host, Luke Peters.
Luke Peters: Thanks for joining us on the Page One Podcast. I’m your host, Luke Peters, CEO of NewAir Appliances, and before we get started here, I wanted to let everybody know, starting out a new not-for-profit, 501(c)(3), and it’s called Vetcation.org. Going to be helping out military families getting a free week’s vacation. Most of these families can’t afford this, and it’s going to really be a needs based program. So, just wanted to mention that. Please go over to Vetcation.org, and our immediate need is we need vacation homes, so we need vacation homeowners who are interested in helping out these really, really deserving families and it’s really going to be an awesome cause.
Luke Peters: I’ve been doing it with my own vacation home for many years, and then a family that I helped wanted me to expand this. They’re actually helping me in this cause. Email me, get ahold of me, or check out Vetcation.org, and we’d love some more help and to add homes to that profile. It’s a totally new site. Looking forward to it. It’ll be awesome.
Luke Peters: In this episode of the Page One Podcast, you’re going to learn from Joe Fisch, CEO of Wine Access. We’re going to talk about the mindset he’s used to turnaround companies, and then after they’re turned around, what he’s looking for and what he’s thinking as he moves to high growth. Joe is the CEO of Wine Access, a leading online direct-to-consumer wine retailer, offering access to premium, highly sought after bottles, from renewed winemakers around the world. Under his second year of leadership as CEO, Wine Access was named as one of Wine Enthusiast’s Top 5 Online Wine Retailers in 2020.
Luke Peters: Prior to being promoted to CEO in 2018, Joe was VP of Finance and Administration, responsible for leading the company’s financial growth, and business development strategy. Prior to Wine Access, Joe was Director of Finance at Ghirardelli Chocolate Company. Before Ghirardelli, Joe was a CPA in California, and spent seven years at PricewaterhouseCoopers in both M&A advisory and audit practices. Joe, welcome to the Page One Podcast.
Joe Fisch: Really cool. Thanks for having me, and excited to be here.
Luke Peters: Cool. So, that was a mouthful right there, but if you don’t mind, please describe your company, Wine Access, and how you guys serve customers.
Joe Fisch: Yeah. No, I think you did a great job of laying it out. As you said, we’re a direct-to-consumer wine eCommerce company and really focused in four different pillars in which we’re built. You have wine curation, we’ve gone out and got the absolute best wine team in the nation. Master of Wine, Master of [inaudible 00:03:09], former Beverage Director of Morimoto, we’ve got deep relationships all over the world, finding the best possible bottles.
Joe Fisch: It’s all told with really compelling content and storytelling, so every wine that we put out for our consumers has a 500-1000 word narrative. We write all of our own tasting notes, and we really try to make it so that the consumer is able to feel like they’re in the tasting room or in the cellar, or walking the vineyard with the winemaker. Always ensuring perfect prominence, so making sure that the wine gets to your door in pristine condition, so it tastes the same exact way it did when we tasted it with the winemaker at the vineyard.
Joe Fisch: And then lastly, big commitment to customer service. Always look to overdeliver is a big tenet of ours. That’s how we see ourselves in the world of wine.
Luke Peters: Great. And Joe, what is the average value, or let’s say average order value? But you probably get a lot of people buying multiple bottles, but just so maybe we can understand the level of wines you’re selling. What’s the average bottle cost, I guess?
Joe Fisch: Yeah. Average bottle price is around $30, but we offer things from as low as $15, up to $1500. We really have everything that you could ask for. But no matter whether it’s $15 or whether it’s 1500, the bottle really has to overdeliver, and that’s our commitment, to make sure that no matter where you’re drinking within the category, across different varieties, across different countries, you’re going to have a bottle that’s going to absolutely overdeliver.
Luke Peters: Yeah. And how big is your team? We’re going to get into the turnaround story, but upfront, just wanted to get a little bit more on the company background. We’ve got a lot of CEOs listening, they’d love to hear team size, and you’ve talked a little bit about the org chart. And then after that we’ll get into the most important KPIs that you want to deliver on.
Joe Fisch: We have about, I think we’re about 41 or 42 right now. I think we’ve added about 10 people in the last year, so we’ve had a lot of growth in the last year and [inaudible 00:05:22] which are wine stores, there’s about five of them.
Luke Peters: That’s awesome. And then how about the top KPIs? I know you’re a financial guy by background, and now you’re running a company. I wonder if any of that’s changed, or what do you really like to keep an eye on?
Joe Fisch: Yeah, I would say NPS is probably my number one. I think I obsess over that. So, every single review that comes through, I’m all over it. It’s probably the first thing I look at when I wake up in the morning, and then looking at our yearly active buyers. Are we growing the buyer base? And are we making sure that the customer’s happy? Because I find that if NPS is trending up, there’s a really good chance that my repeat purchase rates are doing well, revenue is probably growing, so that’s something that the entire company is hyper focused on.
Luke Peters: That’s cool. Now, as far as NPS goes, what software are you using? How are you guys quickly tracking that?
Joe Fisch: We just launched … I shouldn’t say we just launched. It was earlier, Q4 I want to say, Delighted, and we’ve been really happy with it.
Luke Peters: Oh okay. Cool. We’ll have to check that out. Delighted, and just in basic terms, how does it work? How are they actually engaging your NPS?
Joe Fisch: Scores in 0 through 10, so anything that is a 9 or 10 is a plus. I think seven and eight is neutral, and six and below would be a negative, or detractor to the score.
Luke Peters: Yep. It’s just an email? Because I think we’re doing the same thing with I think we’re using Freshdesk for that, but it’s simply an email after you’ve served a customer? It could be maybe just on a sale, or even on calls in for services. That basically how it works?
Joe Fisch: Yeah. We typically do it via sale. Generally we do it six to eight weeks after and then you will only get it I believe, I think we’re doing it once a year, or was every six months, so we’re not obviously hitting the same people over and over and over.
Luke Peters: Yeah. Oh, wow. Okay. Six to eight weeks after, you want to make sure they’re done with that wine hopefully, so they can instead of just being delivered, they might put it in their newer wine fridge and they’re storing it and you want to hear back from, hopefully after they’ve enjoyed it. Cool. Great. Listen, the theme for everybody listening is that we’re going to talk about a specific turnaround story, what Joe was thinking, what Joe did, and then also how he changed his mindset to high growth after that. Joe, why don’t we start by describing Wine Access? Describe the turnaround, what had to be fix and why? Get us in there on the ground level.
Joe Fisch: Yeah, absolutely. About two and a half years ago, stepped into the role as you had mentioned, in the CEO from VP of Finance and Admin. At the time, we were definitely facing some self-inflicted headwinds and self-inflicted wounds. We’d lost a bit of our identity as a company, as I mentioned before. Those pillars have been around in the identity of Wine Access in one way or another for the last 15 years. And there’s a two year period where I think we really lost sight of that. We weren’t delivering top notch wines in the same way.
Joe Fisch: Our storytelling had gone a little stale and a little flat, and our promise to deliver wines on time in pristine condition just … We weren’t simply living up to that. When I look at it, we weren’t delivering on our commitment to the customer, and in particular, we were having a really hard time delivering wines on time. It definitely put us off track. You can imagine if you ordered a wine and we said it was going to be here, be at your house next week, and as a lot of you know, for alcohol you have to physically be there to sign for it.
Joe Fisch: It’s not like Amazon where you can just drop the box off and leave it there. A lot of people would have to block out their days in order to sign for the wine, and if it doesn’t show up on time, or it’s late, that obviously is a huge inconvenience for the customer. So, we sat down to look at all the different things that we weren’t doing well. We said, “Okay, if we price the wine this way, how do we think the customer’s going to react? If we said that we’re promise to deliver on next Thursday and it didn’t make it on time, how would the customer feel about that?”
Joe Fisch: And every single component of the business we started to look from that very customer obsessed lens, and it made us re-evaluate a lot of our focuses. So we, for that two year period, focused very heavily on customer acquisition and we were pumping money into that. Really looking to drive growth. But we weren’t getting the repeat purchases from that. And that could be a couple of things. As I mentioned, shipping, but also when we think about our products, it wasn’t top notch and I think about more from the website user experience. We said, “Are we making it easy for customers to buy?” And I think if we were to look at it and say, “Okay, if we go through the website, the answer’s no.”
Joe Fisch: Because then we really started, “Okay, we’re going to focus on doing” … Let’s do the basics right and then let’s shift some of our focus from pre-purchase into purchase and post-purchase. Because if we do those things right, we actually think that our customers will end up being the best referral mechanism and guess what? Our customer recommendation is a lot cheaper than spending money in social or SEM or any one of those other places. That’s where we really shift our focus and made sure, “Okay, we’re going to be hyper, hyper focused on what really drives the customer experience.” And anything that’s not really in that realm, we’re going to push aside.
Luke Peters: Yeah. That’s super helpful, and just taking some notes here, you guys lost your identity, you weren’t really delivering top notch wines, the service wasn’t that great. The website was clunky, and then you just basically focused every decision on the customer. Before we move on from that, a couple of questions. What type of delivery service were you using? That’s interesting. Everything’s got to be signed, obviously you’ve got to have someone over 21 I’m assuming signing for this wine. Is it like a two-day air type of service that requires a signature? How is that scheduled so that the consumer does know it’s coming in? Obviously we’re doing that for freight with small parcel, there’s tracking numbers, but you might have had to add better software that was alerting when the time of the day was, or something to that effect? I’d like to hear how those logistics work.
Joe Fisch: Yeah. Everything’s shipped last mile, UPS, FedEx, but the component of the supply chain where we were probably underinvested was on our inbound, focusing on inbound warehousing, and then aggregate … I should say aggregating all the wine at our 3PL and then pushing it out. Another place where you’re saying okay, we’re probably underinvested in this area. Brought in absolutely top notch COO to really help look at, “Okay, what were the assumptions that we’re making in setting up our supply chain? Does it make sense?” And then also saying, “Are we staffed appropriately to make sure that we’re getting product out on time?” Having him was absolutely critical in helping alleviate a lot of those pain points that we had.
Luke Peters: Yeah. I mean, the CEO or COO, that’s your right hand. Did you have to use a search agency for that? Were you guys able to find that hire internally through your own HR, or was that a friend or contact that you had from previous business? Joe Fisch: We had got lucky that it was a contact that we had. I would say that the wine industry is pretty small and although the background wasn’t necessarily moving wine, it was supply chain expert in another industry. He does have a big affinity for wine, and his own wine label, so he had been looking to break into industry and fortunately I think with how small the wine world is, names can get passed around quickly and we got lucky in that sense. And saved on recruiter fees, which is always a nice one.
Luke Peters: That’s all I’m asking. On the flip side, it’s like they’re so good at finding really good people, so I guess I ask that question because when you’re at the C level, it’s really hard. Not just a regular recruiter, sometimes you need an executive recruiter. But yeah, that’s a great story. Now, talk about the website. The website was kind of clunky as you mentioned. Did you have to change platforms? If so, what platform are you using?
Joe Fisch: We didn’t have to change platforms which was nice. It’s a home grown system, Python Django platform. There was a few I would say decisions when it was initially rolled out that probably didn’t make as integrative an experience as possible. We have I’d say three different revenue streams, so just say on the website or marketing mechanisms. We have one which is the daily offer, which is a single SKU. We have an online store which you can pick from multiple SKUs, just like in any standard eCommerce site, and then the wine club.
Joe Fisch: The way that the stack was built was actually that the daily offer, which is our largest revenue stream and the store, online store, which is our fastest revenue stream, weren’t integrated. You would add the daily offer wine to your cart, but then it would kick out any wines that you would have that you ordered from the store. Very basic-
Luke Peters: Yeah, that’s crazy.
Joe Fisch: … things that you think would have been basic, but it’s just like that was the most frustrating experience. You had to really, really, really want to buy wine from us, so it was just cleaning up. I use that example but there’s plenty of other ones, some of which probably paint really painful to remember back, but how do we clean that up? What are the pain points? What’s our page load time? If it’s anything over a second, it’s way, way too long, and even that feels too long. How do we really work down some of these user experiences that are describing driving down conversion and fix those before we spend dollars elsewhere?
Luke Peters: That’s great. And so I think you may have covered a lot of these things, but I guess the next thing I wanted to dig into is you were promoted to CEO, and you’re looking at a transition. What’s the first thing that you focused on at that point?
Joe Fisch: Yeah. I think with any strong company, it’s do we have the right people on the ship? And then are there any of the wrong people on the ship? You fight as hard as you can to make sure you keep those right people on, because a company just simply doesn’t operate without them. So, I was fortunate that I had a great management team and a few people had been with the company since I started in 2017.
Joe Fisch: I think you sometimes learn … I think you actually learn more when things are going wrong than good. I fought as hard as I could to make sure that they were onboard, they felt that the company was moving in the right way, and make sure that you do everything you can. Because without them, you just simply don’t have a company.
Luke Peters: Yeah. You’re probably preparing them for war. You’re coming in, saying, “Hey, things are going to have to change” but at the same time you’ve got great people, and I’ve always learned about change management, and you’re going to basically change course, you’ve got to show them the vision, but you also have to create that urgency. It sounds like that’s what you did with the team. What surprised you then during that turnaround as you went through it?
Joe Fisch: Yeah. I mentioned before we had a number of missteps and certain customers not very happy with us, whether it was fulfilment migration that didn’t go as well we liked. I would say I was surprised that customers that we underperformed for or they were underwhelmed were so willing to come back. I think that speaks to if you have a really strong brand and then you do the right things afterwards, they’ll normally give you a second chance. I think I was actually really surprised by that. When we stumbled coming out of the blocks in 2017 and part of 2018, we issued a heartfelt direct mailer to every single one of the customers, where we thought that we had fallen down.
Joe Fisch: Whether it was, “Hey, we didn’t like the wine selection as much” or, “On time delivery wasn’t there” or, “I felt like your customer response time wasn’t as fast as we would have liked it to be” and said, “Okay, we hear you. We see these as the issues, this is what we’re doing to correct it.” And specifically on the shipping issue, we said anytime a shipment is late, absent of act of God with wildfires or something like that, we’re going to issue a credit on the spot, no questions asked. You don’t have to request it, it just is going to hit your account.
Joe Fisch: And the response was really, really positive to that. I’m trying to think if I had issues with the company, whether I would come back and maybe I would, maybe I wouldn’t, but I think I was surprised at how willing customers are able to give you a second chance if they think that you’re being authentic and you’re being transparent and you’re not trying to pull anything over on them.
Luke Peters: Yeah. Well, in America, everybody gets a second chance, and that is a cool story, though. I think actually what I take out of that is just how human you were on the response. It wasn’t a “corporate” email. It was a very relatable, human email back to your customers saying, “Hey, we messed up, but we’re going to change for the better.” I think people really do respond well to that, and actually I think it’s a great, great marketing call. Sounds like a pivotal moment, and also a little bit of a risk. But yeah, congrats and kudos to you guys on sending that out. I haven’t heard of a company doing that. I think it’s really cool, so it’s a great story. Through that process, Joe, what resources were most important to you? To help you perform at a high level.
Joe Fisch: I always think first and foremost, a really supportive wife, partner, family, or child. I really believe that the foundation starts at a personal level, and when you have that rock at home, it makes it so much easier to go about your day. If home is solid, and you at least get six hours of sleep, it’d be nicer to get closer to eight, you’re already winning the day. I remember when I told my wife that I’d be moving into the new role as CEO, she didn’t miss a beat in her response. “Okay, great. What do we need to do to make sure you’re operating at optimal performance?”
Joe Fisch: That really, really goes, I think a long way. That’s on a personal level, I thought was absolutely critical. Then I was also really fortunate to have a very supportive board. Not just with our investors, but also operators that were on the board, as well. To be able to have someone who has deep domain knowledge in eCommerce, or has run a couple of different businesses is absolutely critical, and I think without that, it would make my job so much harder. And surrounding myself with coaches, whether it’s my CEO coach that I have, who’s also a consumer of ours, so I guess both helping and crafting leadership style, but also, “Okay, this experience that I had didn’t work out. I’m your ideal customer. Have you thought about X, Y, and Z?”
Joe Fisch: I think having coaches, having support, very important. And overall, just any sort of network, whether it’s something like YPO, Young Presidents’ Organization, or any other kind of professional network like that, is really, really helpful.
Luke Peters: That’s a great list. But I think that was really cool to hear about the story with your wife and giving you that support. Man, I mean that’s priceless. Awesome story and thanks for sharing that. You talked about what you had to do. What really stands out to me is focus on the customer, so that’s the biggest note that I’ve taken, and my biggest takeaway on that. But now you’re turning the company around and fast forward a couple of years, how’s your mindset changed? How do you transition to a high growth mindset and what does that mean?
Joe Fisch: Yeah. I think when we’re focused on whether it’s turnaround or whether it’s high growth, it’s always going to be focus on the customer, focus on the customer. I think that the number of initiatives, though, that could, or opportunities that come up in high growth are going to be a little bit different than during turnaround, because it’s typically like, “Okay, let’s really focus on this one revenue stream or this one process. Let’s do it over and over and over until it’s absolutely excellent and perfect.” I think that as opportunities come up in the turnaround phase, we may not jump at them one, because the resources might not be there, two, we haven’t felt like we’ve actually fully delivered on our promise that we had set forth.
Joe Fisch: You definitely have innovation, because obviously we’re doing the same thing over and over and over, so in innovation someone’s going to pass us by. But I think the number of chances you can take are limited. So, you can’t have a bunch of big swings and misses, unless you’re really, really well funded, which most of the time in a turnaround, you’re trying to get back on track, and prove it out. I think that we have been taking a lot more swings as we’ve moved into growth, knowing that not all of them have to hit, and not all of them have to be a two to four week payback, or a two month payback. It can be a 3, 6, 12 month payback, so long as it makes sense. I think that’s where we’ve been able to really change our mindset and how we approach different opportunities.
Luke Peters: And along that way, have there been any big challenges that have stood out during the expansion phase?
Joe Fisch: Yeah. Keeping the infrastructure is just always … Keeping that up to speed, it’s very rare where you just build a football stadium like infrastructure but then your revenues could fill a high school stadium. It’s always this like, “Oh, I have college stadiums type growth” but your infrastructure always lags. I think that’s the biggest thing that we’re trying to figure out and make sure that we’re not getting too far out over our speed.
Luke Peters: Yeah. Anything on the infrastructure stand out that you had the change? It’s always great if we hear about certain software that you like now, or something new that came up on the ERP system. It sounds like you’re using a 3PL, but curious if you had any major overhauls on the infrastructure.
Joe Fisch: We haven’t launched an ERP. Our system’s homegrown, so I think it’s just as we’ve started to adapt and we’ve built out our online store I think has doubled in the last year, which has expanded our SKUs a lot more, a lot more tracking as far as on different codes for supply planning and we haven’t … We’ve been trying to keep up by building different supply planning. Again, all homegrown supply planning tools, kind of in-house, to manage inventory. That’s been probably the biggest, and one of the biggest pain points. I’d love to say we nailed it and we’re doing it perfectly. We definitely aren’t, but we’re not out of stock too often, and it seems to be moving in the right direction.
Luke Peters: Yeah. In NewAir we used to have a homegrown custom made proprietary system from the ground-up. It was very great because it was very flexible on the operation side. We had another one that ran our websites. But it was a challenge on the financial side. None of us were financial people when this thing was being put together, and you obviously are. Does your system adequately handle the financial side or do you have to drop data into some other platform that-
Joe Fisch: Yeah, yeah. We use QuickBooks and we both retail third party products, but then also have our own product that we produce. We produce in-house, and it’s definitely not like the JDEs or the FAPs of the world where we have work orders in the system and everything’s perfectly tracked at the product level. We’re on QuickBooks and probably will be for a while. Definitely a lot more of a manual, a lot more manual workarounds and putting more bodies at it as opposed to a system.
Luke Peters: Yeah. That makes sense. And we’re doing something similar. We just couldn’t write an actual financial backend, right?
Joe Fisch: Mm-hmm (affirmative).
Luke Peters: I mean, it was different on the ops side, but it allows for a lot of customizable solutions, so I definitely can understand that end of it. Through this process, going from the financial role that you were in, and even in the past, and now being a CEO, how’s your leadership and management style changed?
Joe Fisch: Yeah, I always have thought that you’ve got to trust your team to make the right decisions for you. That’s why they joined the team in the first place. During my time as a VP of Finance and Admin, most of the time you’re … I would say you’re speaking finance language and you’re so used to essentially working your entire career within that discipline, and for the most part, if you’re pretty good at your job, you’re able to adapt that language across the different departments, and you have to have somewhat of an understanding of how those departments work.
Joe Fisch: I think when I moved into CEO, you go from, “Hey, I was the ‘sharpest’ person in the finance department” or, at least you would hope so, as that leader, to go into, “Hey, I’m overseeing the company” and all these people just are light years ahead of me in their respective disciplines. It goes from, “Hey, I know everything about finance, forwards and backwards,” is the same I would expect for our CMO and COO. Everything in this company I feel like I am so far behind everyone else. So it really requires a really high level of trust with your team and making sure you hit on those positions and on those hires. I think it’s being a little bit more hands off. Obviously trying to know everything you can, but knowing that no matter how hard I study customer acquisition, and top of the funnel, and bottom of the funnel marketing, I’m never going to be remotely as good or as close as my CMO, and I think letting go a little bit of that control can be challenging for some people.
Luke Peters: Yeah. Actually, I think that’s a really great comment, a really telling comment, that you have a lot of humility, which is really important to have in leadership. But also that you have a great team, right? You don’t want to be the smartest one in all. There’s a problem actually, if you were the leader in all of those categories. Probably speaks to both ends of that. But a really interesting perspective and one that we don’t often hear people talking about, so really glad that you brought that up.
Luke Peters: You have a really interesting story where you’ve built this relationship with the customer, even on a text basis, where this customer maybe … It sounds like sends you different ideas and suggestions on the business. I read that in the notes leading up to us. I think it’s awesome. You’re staying very close to your customers which is the theme of this turnaround. What do you think other CEOs can learn from this?
Joe Fisch: I always think that your customers are your best source for your product, and it can be … If it’s a wine product, and what are they telling you? What do they want to drink? What do they like? Or, product teachers on the website. At the end of the day, this is who we do it for. So, the more time you can spend with customers, the more time you can get their ideas around things, it’s going to make the company and the product just that much stronger. I always think that I don’t spend enough time with customers. It was a lot easier I think in the pre-COVID days, because we used to throw a lot of events, so I’d get to see a lot of the same people. We could talk about different things that we’re doing as a company, and you kind of get a real time focus group and things you need to do, because anyone will come to an event for wine. I just think the more time you just spend with people, whether it’s your customers, whether it’s your suppliers, whether it’s with your team, the better.
Luke Peters: That’s a really cool story and a good way to finish up here. But before we let you go, would love to learn your best business advice that you’ve received, that you could pass on to the audience?
Joe Fisch: Yeah. I think the bad days are never as bad as they seem and the good days are never as good as they seem. There’s times where we can’t do anything right, and getting product out late, we launched a feature on the website, it didn’t exactly work how we thought. We put a product in front of customers and it didn’t resonate. Most of the time, at least to date, we get through it. It’s never really as big of a deal as it is, and then when we have an awesome day, same thing. I think it’s important to celebrate your wins, but we still have to do it again the next day, and the next day after that.
Joe Fisch: So, I think trying to maintain a steady state, not getting too high, and not getting too low, is probably something I can’t … Now, I can’t say I do that all the time because I’m an easily excitable person, but it’s been a nice guide to think about, especially on the tough days.
Luke Peters: I couldn’t agree more. And that’s a leader’s job, right? I mean, we have to be consistent and we can’t get too up and down about things, because things are hitting us all the time, and also don’t want to show that to the team. We have to lead that team with confidence, so I think it’s a great final comment to finish up here on. Joe, how can listeners find you, learn more about you, learn more about Wine Access?
Joe Fisch: Yeah. Easy to find us. It’s WineAccess.com, that’s Wine-A-C-C-E-S-S, .com.
Luke Peters: And we’ll have that in the show notes. Really appreciate you coming on. It was a lot of fun going through this and specifically really focusing on turnaround and getting your opinion on that. I know there’s a lot of value for the listeners here. And before we let everybody go, just a reminder, started off a new organization, Vetcation.org. This is a not-for-profit and I have a really special team that’s joined me on this, and we’re in need of beautiful vacation homes. We need those so that we can send veterans, really families that are in need of a vacation to those homes.
Luke Peters: If you have a home, if you know somebody that does have a home, please get ahold of me, email me, find me on LinkedIn, or go to Vetcation.org to learn more. We’re targeting Purple Heart Day, which is in August, and we’re going to get some deserving families. We’ve got some great videos that y’all get to see of these families and veterans that really need a vacation. So we’re just trying to match them with vacation owners and like I said earlier, I’ve been doing this with my own home for many, many years, but then found this couple that I’d helped and now they’re joining me to help me out, and putting a great team together to do this. So, Vetcation.org, and I want to thank everybody for listening today to this interview. Truly appreciate your reviews on iTunes, and hope you join us for the next interview. Take care, everybody.
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Contact Joe Fisch: LinkedIn