Scaling Smart: Jared Probst on Transforming an Industry with Rapid Axis | Ep. 195 - Founder's Story

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[00:00]
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[00:35]
Host
Today we have Jared Probst. And Jared, you are the founder and president of Rapid Access. You are doing some first of its kind things. We were just talking about a launch coming up of something that's going to be game changing. You've also been in business and created this yourself. And I love to hear about your story, your learnings, everything. But you have a quick turn manufacturing company and you specialize in fabrication of components across various industries. So Jared, how did you get started with this company and why did you choose this industry?
[01:10]
Jared Probst
Yeah, sure, absolutely. So, so I can give you the long story but we only have 15 minutes so I'll kind of reduce it. But, but I was born into manufacturing. My stepfather had a machine shop in Mountain View, California that was mostly life sciences products. So I took a summer job for him and ended up taking on drafting. After some time we sold that company to a, to a German manufacturing company and I moved into sales not related to the industry. Eventually I was poached by a sales company, a manufacturing company for sales role and, and I mean the rest is, is, is history. I ended up becoming an executive, I ended up becoming sales leadership. My last company, I was the head of sales there. So, so, so ultimately I always had the idea for Rapid Access since my late 20s. It just took me a while to get the capital together and launch it.
[01:56]
Host
So, so when you transition from having a job to being a founder, it's like having a steady paycheck or a paycheck depending on you know, the sales commissions to possibly not having a check at all. How was that feeling?
[02:11]
Jared Probst
So I was very lucky in that, in that I, I married well, I married love my life. She was very supportive. She also has an excellent lucrative career. So she was, she was supportive of me in that regard. The capital I had to start the business was money that I'd saved for roughly 15 years because I had, I had the idea for Rapid Access when I was in my late 20s, so, so I had a long Runway also. There was a period of time though I won't Kid you that. That I was. I think I was seven or eight months in, where I drained my account balances with costs and. And we were very close to running out of money. But at like. Like within about a week of that time, after all the stress I had, the invoices started getting paid, and we've never had a cash flow issue since, which I'm happy to say what you're.
[02:55]
Host
Saying is so common. I've been through it. Other people have been through it. That is why I think it's very hard for everyone to be an entrepreneur. What traits do you think that you would say somebody needs to have to be successful in business?
[03:11]
Jared Probst
Well, I think ultimately the major advantage that I had was that I had the sales background. And in this industry specifically, as well as many others, it's not enough to just open your door and say that you're open for business. You have to go out and actually get the accounts.
[03:25]
Co-Host
Right.
[03:25]
Jared Probst
So I'm very well networked in the Bay Area with manufacturing companies, competitors, partners alike.
[03:32]
Co-Host
Right.
[03:33]
Jared Probst
The one issue they always have is obtaining the actual opportunity. The companies nearby, they don't come to them. They don't come looking for it.
[03:40]
Co-Host
Right.
[03:41]
Jared Probst
So I had a system that I developed that worked very well for me at other companies. As far as how I sold. I did the same exact thing for rapid access, able to get leads in the door. The second thing I would say is that you need to pay attention to your books. Your cash flow is everything. If you're not invoicing on time, you're not collecting on time. If your margins aren't right, you have to constantly be paying attention to these things.
[04:01]
Co-Host
Right.
[04:01]
Jared Probst
So. So. So while I do have some engineering background because of my experience with my father's company, it's been the sales and accounting side that really has made this company healthy.
[04:09]
Host
Sales could be the most important thing that people learn. Maybe you could maybe group marketing into the sales side. I'm with you. If you don't know sales. I like, though, that you found not just a problem. You know, many times people are solving a problem, and that's the company they start. But if you see a problem in the sales side and you can solve that exponential, what makes you a great salesperson?
[04:36]
Jared Probst
Oh, man. I mean, I don't know. You flatter me by saying I'm a great salesperson. I think really, um, I can be a. I can be an active listener. Like. Like this is a consultative industry, right? It's not. It's not. It is. It is a commodity. The customer has to buy it from somewhere.
[04:52]
Co-Host
Right.
[04:52]
Jared Probst
But they have, they have many options. They could go overseas, they could go to go to the shop down the street. Ultimately, we, we're very good at listening to what the customer's after, what they want. But, but more than that, like, like I'm not afraid to knock on doors. I'm not afraid to make cold calls. And that's, that's been a huge hurdle for anybody in, in sales, like pick up the phone, you have to. And on the marketing side, can you generate sales for marketing? Absolutely. We do too. But it's outreach. It's not, it's not SEO and PPC that's making the money here. It's, it's us actually doing cold outreach to people over social media as well as email, you know, so, so it's gotta be done. That's, that's the uncomfortable step, but it is the first step in getting the contact and generating leads.
[05:32]
Host
It's so easy to think, listening. All you have to do is listen to the customer or client and they will tell you what they need. But yet it's so hard for people to do that. So when you're looking, let's say, for whether it be in a sales associate, I'm just making up titles, but like, you know, let's say base level salesperson or maybe even a sales leader. Are there certain things that you're looking for when you're hiring for that position?
[05:57]
Jared Probst
Yeah, I mean, generally for us, because we do have the technical aspect of the, of the engineering fabrication side, we want somebody who's had a little bit of experience in that area. But outside of that, what I'm looking for is account hunters.
[06:09]
Co-Host
Right.
[06:09]
Jared Probst
These aren't people that are used to sitting at a desk and fielding warm leads. Now our publicly traded competitors, they have a huge online presence. They can spend a million dollars a month on PPC and SEO. We don't have that luxury.
[06:20]
Co-Host
Right.
[06:20]
Jared Probst
Like, we're still classified as a small business. So, so the people that I hire, it's, it is, it's industry knowledge. They need to know who to call and when to call them. That having been said, two of my reps that are, that have done very well for themselves, all they had was the cold call side and, and that's all it took. You know, they had the willingness to learn the technical side and then the willingness to make the cold calls to make it happen. So they've both done very well for themselves. So I'm happy for.
[06:42]
Host
Oh, thank you for sharing that. Not everyone can do it, it, it's true.
[06:47]
Jared Probst
There's turnover.
[06:48]
Host
Yeah. Not everyone can do it. Surprise. I'm with you. I came from that background too. I had a, I had an outdoor sales job for one day, 24 hours. I quit. I couldn't handle it. But um, it, it you.
[07:00]
Ad Voice
It's a very specific person, but thank.
[07:02]
Host
You for sharing that. So let's talk about how you are competing with these publicly traded companies. I think a lot of people out there with, you know, whatever company they have, they're in that boat. You know, they have competitors who have been doing it longer, who have more money to spend, who are larger corporations. How do you compete with them?
[07:21]
Jared Probst
So, so the first thing I would say that makes Rapid Access kind of special as an organization when compared to our publicly traded competitors is that, is that we have a real focus on customer service and customer care.
[07:31]
Co-Host
Right.
[07:32]
Jared Probst
This might be a benefit of having a company built by somebody who is formerly sale in, in the executive side on sales.
[07:37]
Co-Host
Right.
[07:38]
Jared Probst
Because, because it's everything to me. We have to communicate effectively. We have to do it quickly. So I have a team of project managers that sit in the office beneath me. We, one of the KPIs we track for them is email response rate. So they typically reply to emails on an average of 15 minutes. That could even just be a confirmation your emails received. We're working on it.
[07:55]
Co-Host
Right.
[07:56]
Jared Probst
Technical questions can take hours, sometimes a business day to answer, but at least a person knows they're being taken care of. The biggest issue that we hear from our customers about what our publicly traded competitors are doing is post service support.
[08:11]
Co-Host
Right.
[08:12]
Jared Probst
You've shipped the components to your customer. They have questions. They might need a material certificate. They might have a question about an inspection or a feature that wasn't done perfectly or to their specifications or whatever. Right. Many of our competitors will take days or even weeks or reply. In our case, they're going to get a response in 15 minutes confirming that we've received the question. And then it might be a business day, but that's much faster than anybody else.
[08:37]
Co-Host
Right.
[08:37]
Jared Probst
So now on, on, on the economics of, of pricing. We periodically will analyze our competitor pricing. We're almost always around 30% beneath the, the, the, I would say equivalent services.
[08:50]
Co-Host
Right.
[08:51]
Jared Probst
So, so we know that we're, that we're cost competitive. We don't have the pressure of private equity or venture capital dictating how we price things and how we do things.
[08:59]
Co-Host
Right.
[09:00]
Jared Probst
Which is very helpful too. And then, and then finally like, like maybe because we don't have that million dollars a month in PPC and SEO spend, we can afford to do prices like this for our customers. So, so yeah, yeah, I mean I would say, I would say that's ultimately it. The, the final thing is that, is that we don't shy away from complexity. There's whole models out there for fabrication that are focused on complex, just taking easy, quick work.
[09:25]
Co-Host
Right.
[09:26]
Jared Probst
As soon as our customers get out of prototype, we support prototype. As soon as they get into low volume production and they have high tolerance, high technical requirements, they want material search and traceability, they want finishing certificates, all this stuff, we can support it all. We still can support it all. If we have to do custom tooling, we'll do custom tooling. So it's very much the organization is very bespoke to the customer's requirement. We have, you know, just as an example like we do, we work with Rivian for prototyping and, and we've done some low volume production for them. Their standards and specifications of requirement are totally different than say a Thermo Fisher or a Raytheon.
[10:03]
Co-Host
Right.
[10:03]
Jared Probst
So, so, so we've been able to tailor the customer's experience on the back end based off of what their corporation needs provided to them.
[10:11]
Host
Yeah. Thank you for sharing. I think a lot of the things that you said can be related to even industries that are completely different around the customer service. I, you know there's been a, I think a downtrend in larger corporations just how people feel with, when working with them and sounds like something like what you do is it's very complex. So the more touch points, you know, having the email, your requirements of timing, I mean those are great call outs. So thank you for sharing that. I know you're, you're launching instant online quoting which is going to really separate you from, from other competitors the same size of you. You can compete at a bigger level with these publicly traded companies. Can you talk about that? And then can you also talk about how you look at launching new add ons or launching new changes to the organization?
[11:02]
Jared Probst
Yeah, absolutely. So the incident online quoting is very exciting for us because we will be one of the few companies that's not publicly traded that offers this functionality. The name Rapid Access is all about speed, right? Rapid, not slow access. So, so, so being able to offer our customers same day immediate online pricing for items that they are hot for, I mean this should be huge. Our largest competitors offer this as well. So I'm very excited about that. Later down the road I could see more functionality on the back end. I Would like to see a white glove sign in site for customers where they're able to go in, they're able to see their past orders as well as the current order process. Things like that make reordering easily easier for them. So that's something that we've been talking about and considering as well. I'm just a big fan of automation in general. I adopted the use of ChatGPT in my daily work workflow. I'm sure you probably have too, right? And anything I can do to streamline our existing processes by using AI tools, we're doing it now if I know how and if I don't know how yet, we're looking at things that we can do, you know, so I just think it's going to get faster and faster and faster. Speed to market for customer products is going to be even better and even quicker and you know, hopefully I'll stick it to the big guys while I'm at it.
[12:16]
Host
I'm just an AI avatar created by ChatGPT.
[12:19]
Jared Probst
So hey, there you go man.
[12:20]
Host
Not even human this will be. How are you leveraging these tools? Is there something, you know, whether it's sales or marketing, is there something specifically that you can talk about around how you are leveraging them? And I find it interesting because you're in an industry that I'm guessing doesn't normally take on technology. You know, there's a lot of these industries that don't normally move very quickly into technology and I find it very interesting how they are leveraging AI.
[12:51]
Jared Probst
There is a lot of resistance, especially in manufacturing. I'm 43 years old and I'm a young manufacturing CEO.
[12:57]
Co-Host
Right.
[12:58]
Jared Probst
Most of these, most of these CEOs are in their 60s, are approaching, approaching retirement. So there is a lot of slow adoption. But in our case with Chad GPT, I've at least begun using it for SEO purposes. So we have used it to write some blog, some content for us which I've gone back and modified to make sure that it's accurate as well as not going to raise any red flags with Google.
[13:20]
Co-Host
Right.
[13:21]
Jared Probst
We've used it for creating email sequence threads which then go get personalized by the rep so that it has your personality in it. I've also really lately this has been an immense cost saving for me. I've been using it for legal regulatory questions. So there's a lot of regulation in our industry around aerospace and defense related components. You're able to go ask Chat GPT about specific classification codes that are provided by customers, how you can remain compliant and all this stuff. We have GovCloud, we have all these things to keep us compliant. But before we're even entering fabrication or the estimation process, we're able to confirm with ChatGPT what the legal risks are or hurdles around a component. So, so, and I'm our extra attorney charges $500 an hour. So that's been a welcome change from Chad gbt.
[14:06]
Host
I was just talking to an attorney yesterday about how like the whole he, he was showing me an app that he uses now it's basically like Chat gbt but for attorneys and has like all of the data of cases and stuff in his industry in the US And I'm thinking like, and we were talking, he's like, yeah, my job will probably become obsolete, you know, and if we or at least the cost of the service will significantly go down. He's not even doing much work anymore. But no, that is amazing and thank you for sharing that about how you're leveraging AI and technology. When you look at the next few years of your business, of the industry, just being a founder, is there some personal development?
[14:50]
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[18:32]
Host
Development, something that you're looking to do in the next few years.
[18:35]
Jared Probst
Ultimately, you know I have a very specific target for growth which is 30% year over year for the next three years. That's what we're targeting. We're currently on track for it. So I'm so, I'm excited by that. I just really want to continue to I, I'm, I don't have an exit strategy. I have 15 years before my youngest child is in college, right. So, so my goal for rapid access is to continue to grow the company, continue to grow the capabilities and continue to provide top notch service and quality to our customers. You know we, we have industry low return rates RMAs, we have industry high early delivery rates.
[19:11]
Co-Host
Right.
[19:11]
Jared Probst
These are all the things that I'm paying attention to and I'm going to continue to pay attention to. So I just want to keep building a better organization for as long as I possibly can.
[19:19]
Host
Listening to you, I can't help but think the quote, you know, if you fail to plan, then you plan to fail. I can tell that you have really created, you know, you have KPIs. It sounds like you have some sort of like operating system that you know, that you work into the business and you really, you know, you have it down to a science. Is there some, is there something that you follow? I know there's a lot of these, you know, different systems, different business systems. Or is there something that you're following because you really, it sounds like you really dialed it down to a science. You're, you're more organized operationally around the business where some people are just flying at the sea their pants. They don't even do KPIs. They're not looking at, you know, 30% year over year. They're not even looking at the future. They're just living it day to day.
[20:08]
Jared Probst
Yeah. And I mean, I understand that when you're just getting started too, you don't know what the future holds.
[20:12]
Co-Host
Right.
[20:13]
Jared Probst
Like now, now as a former sales leader, I was always focused on metrics. So the data was obvious to me. Then when we started getting into fabrication as a business, I start, I continued focused on the metrics, but it's a different context.
[20:28]
Co-Host
Right.
[20:29]
Jared Probst
So now we, now with six years in business, we have a large enough data sample size to where I can, I can actually make predictions. I can see where things are going. I can see if there's downward trend, trends on quality, I can see if there's upward trends on quality, all this stuff. So, so our tech stack does effectively track all of this. We have an ERP system, it's custom made.
[20:46]
Co-Host
Right.
[20:47]
Jared Probst
So, so, and it's very useful. We use HubSpot for CRM and for marketing. And I recommend HubSpot for any, for any organization that's going to have sales reps or very proactive marketing. I think it's very important. So, so the two of these things combined together and I mean, I mean I'm able to quote like real numbers in real time to my staff, whether they're project management, fabrication or sales.
[21:09]
Host
Man, you got down to a science, Jared.
[21:12]
Jared Probst
So thank you.
[21:13]
Ad Voice
I'm excellent.
[21:14]
Host
You, I gotta say, operationally you might be one of the best people that we've interviewed when it comes to that. And we've interviewed, you know, people that have sold a billion dollar company. They didn't even have like the operations down to the science that you do, which I think is highly, you know, it's critical like for long term. Like you're saying if you want to have a company and sell it in three, four years, maybe you don't need to. But if you want to have a company that lasts for decades, you have to run it this way. And I super appreciate everything that you shared today. If people get in touch with you, they want to find out more, how can they do?
[21:49]
Jared Probst
So, yeah, reach out to me on LinkedIn. Jared Probst is my name. So that's, that's probably the easiest way. I don't want to leave my email address or cell phone number for obvious reasons. But, but I'm happy to connect, I'm happy to network, I'm happy to talk to other founders and make recommendations around, around sales for their specific business. You know, so, so this, I've had very, I've been very lucky with my mentors and my coaches in life, so I am willing to pay it forward and give, give advice for free.
[22:15]
Host
Wow. There you go. I'm gonna hit you up to be my mentor, Jared. There we go. You absolutely agree. So people are gonna, people are gonna message you about that. But no, this has been really great. Had a fun conversation. Anytime I get to laugh and smile with another guest, I already know it's going to be a fun time. So thank you so much for joining us today on Founder Story.
[22:36]
Jared Probst
Appreciate your time. Thank you. Take care.
[22:43]
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Summary8 min read

Founder's Story: Scaling Smart with Jared Probst on Transforming an Industry with Rapid Access | Ep. 195

Hosted by IBH Media

Introduction

In Episode 195 of “Founder’s Story” by IBH Media, host delves deep into the entrepreneurial journey of Jared Probst, the founder and president of Rapid Access. Jared shares his experiences, insights, and strategies that have propelled his company to innovate and compete effectively in the manufacturing industry. This summary encapsulates the key discussions, lessons, and forward-thinking approaches Jared employed to transform Rapid Access into a formidable player in the fabrication of components across various industries.

Early Beginnings and Founding Rapid Access

[00:35] Host:
“Today we have Jared Probst. Jared, you are the founder and president of Rapid Access. You are doing some first-of-its-kind things... How did you get started with this company and why did you choose this industry?”

[01:10] Jared Probst:
“I was born into manufacturing. My stepfather had a machine shop in Mountain View, California, focusing on life sciences products. I took a summer job for him and eventually moved into sales after the company was sold to a German manufacturing firm. Over time, I rose to executive positions in sales leadership. The idea for Rapid Access originated in my late 20s, but it took about 15 years to gather the necessary capital to launch.”

Transitioning from Employee to Entrepreneur

[02:11] Host:
“When you transition from having a job to being a founder, it's like having a steady paycheck or a paycheck depending on sales commissions to possibly not having a check at all. How was that feeling?”

[02:11] Jared Probst:
“I was very fortunate. I married someone who was extremely supportive and had a lucrative career of her own. I had saved money over 15 years, providing a long runway for Rapid Access. However, there was a tense period about seven or eight months in when we nearly ran out of money. Fortunately, invoices started getting paid within a week, and since then, we have maintained stable cash flow.”

Traits for Entrepreneurial Success

[03:11] Host:
“What traits do you think somebody needs to have to be successful in business?”

[03:11] Jared Probst:
“My major advantage has been my sales background. In the manufacturing industry, simply opening your doors isn't enough—you have to proactively secure accounts. Being well-networked in the Bay Area with manufacturing companies, competitors, and partners alike has been crucial. Additionally, attention to financial metrics like cash flow and margins is vital. My engineering background complements my focus on sales and accounting, ensuring the company remains financially healthy.”

The Importance of Sales and Hiring the Right Team

[04:35] Host:
“What makes you a great salesperson?”

[04:35] Jared Probst:
“I strive to be an active listener. Our industry is consultative; customers have many options and need to feel heard. I'm not afraid to knock on doors or make cold calls, which is essential for generating leads. Our marketing strategy is heavily reliant on outreach rather than SEO or PPC. Hiring-wise, I look for account hunters who are proactive and have some technical experience in engineering or fabrication. Successful reps are those willing to learn the technical aspects and persistently make cold calls.”

Notable Quote:
"It's outreach. It's not SEO and PPC that's making the money here, it's us actually doing cold outreach to people over social media as well as email." — Jared Probst [04:51]

Competing with Publicly Traded Companies

[07:20] Host:
“How do you compete with larger, publicly traded companies that have more resources?”

[07:20] Jared Probst:
“We differentiate ourselves through exceptional customer service and care. Our response times are significantly faster; project managers respond to emails within an average of 15 minutes, ensuring customers feel valued and heard. Additionally, we maintain competitive pricing—about 30% below equivalent services offered by our larger competitors. This is possible because we’re not pressured by private equity or venture capital, allowing us to price our services more competitively.”

Notable Quotes:
"Our team of project managers sits in the office beneath me. One of the KPIs we track for them is email response rate. They typically reply to emails on an average of 15 minutes." — Jared Probst [07:31]

"We're almost always around 30% beneath the equivalent services of our competitors." — Jared Probst [08:50]

Embracing Complexity and Customization

[09:25] Jared Probst:
“We don’t shy away from complexity. While many fabrication models focus on simple, quick tasks, we support everything from prototyping to low-volume production with high technical requirements. For instance, we work with Rivian for prototyping and have tailored our services to meet the stringent standards of clients like Thermo Fisher and Raytheon. Our ability to customize and adapt to each client's specific needs sets us apart.”

Leveraging Technology and AI

[11:01] Host:
“Can you talk about your launch of instant online quoting and how you're leveraging AI and technology in your operations?”

[11:01] Jared Probst:
“We’re excited about our instant online quoting system, which allows us to offer same-day pricing to customers—a feature typically seen in larger competitors. This enhances our speed to market and customer satisfaction. Additionally, we’re integrating AI tools like ChatGPT into our workflows. For example, we use it for SEO content creation, email sequencing, and even handling legal regulatory questions. This integration has not only streamlined our processes but also resulted in significant cost savings.”

Notable Quote:
"Being able to offer our customers same-day immediate online pricing for items that they are hot for, this should be huge." — Jared Probst [11:25]

[12:57] Jared Probst:
“Most manufacturing CEOs are older and resistant to adopting new technologies. At Rapid Access, embracing AI has allowed us to enhance our operations and stay competitive. We use ChatGPT for generating blog content, creating personalized email sequences, and managing regulatory compliance, which saves us considerable time and resources.”

Future Growth and Operational Excellence

[18:34] Host:
“What are your growth targets for the next few years?”

[18:34] Jared Probst:
“We are targeting 30% year-over-year growth for the next three years and are currently on track to meet this goal. My focus is on continuously expanding the company’s capabilities while maintaining top-notch service and quality. We pride ourselves on having industry-low return rates and high early delivery rates.”

[19:19] Host:
“You have KPIs and an operational system that reads like a science. Is there something specific you follow?”

[20:46] Jared Probst:
“We utilize a custom-made ERP system and HubSpot for CRM and marketing. This combination allows us to track all metrics effectively, make data-driven predictions, and maintain operational excellence. With a robust tech stack, I can provide real-time data to my team, ensuring that all departments—from project management to sales—are aligned and informed.”

Notable Quote:
"We have a custom-made ERP system and use HubSpot for CRM and marketing, allowing me to quote real numbers in real-time to my staff." — Jared Probst [20:46]

Building a Sustainable and Long-Term Organization

[18:31] Host:
“You don’t have an exit strategy, aiming to build a lasting organization. How do you approach this long-term?”

[18:34] Jared Probst:
“My goal is to grow Rapid Access sustainably over the next 15 years, ensuring the company remains robust and continues to provide exceptional service. By focusing on growth metrics, quality control, and customer satisfaction, I aim to build a company that can thrive for decades.”

[21:12] Host:
“You have KPIs and operational systems down to a science, which is critical for long-term sustainability.”

[21:14] Jared Probst:
“Yes, being metrics-driven has allowed us to predict trends, address quality issues proactively, and maintain a healthy operational framework.”

Connecting and Giving Back

[21:49] Host:
“If people want to find out more or connect with you, how can they do so?”

[21:49] Jared Probst:
“Reach out to me on LinkedIn, Jared Probst. I’m open to networking, mentoring, and offering advice based on my experiences. I believe in paying it forward and am happy to help other founders in their sales and business strategies.”

Conclusion

Jared Probst’s journey with Rapid Access exemplifies the power of resilience, strategic planning, and a customer-centric approach in transforming a business. His emphasis on sales, proactive outreach, leveraging technology, and maintaining operational excellence provides valuable lessons for aspiring entrepreneurs. By focusing on sustainable growth and superior customer service, Jared has positioned Rapid Access as a competitive force against larger, publicly traded companies.

For those interested in learning more or seeking mentorship, Jared encourages connecting via LinkedIn, offering his expertise to help others navigate the complexities of building and scaling a successful business.

Highlighted Quotes for Reflection:

“If you fail to plan, then you plan to fail.” — Implicit in Jared’s strategic planning and metric-focused approach.
“We don't shy away from complexity. We support everything from prototyping to low-volume production with high technical requirements.” — Emphasizing Rapid Access’s commitment to versatility and customer needs.
“Being able to offer our customers same-day immediate online pricing for items that they are hot for, this should be huge.” — Showcasing the innovative instant online quoting feature.
“We have KPIs and operational systems down to a science, which is critical for long-term sustainability.” — Highlighting the importance of metrics and operational efficiency.

Key Takeaways:

Sales and Proactive Outreach: Success in business, especially in competitive industries, hinges on effective sales strategies and the willingness to proactively seek out clients.
Customer Service Excellence: Rapid Access differentiates itself through exceptional customer service, ensuring quick response times and personalized attention.
Competitive Pricing: Maintaining cost-competitive pricing without compromising on quality is achievable by managing operational costs and avoiding external financial pressures.
Embracing Technology: Leveraging AI and other technological tools can streamline operations, enhance customer interactions, and reduce costs.
Operational Metrics: A robust system for tracking and analyzing metrics is essential for predicting trends, maintaining quality, and ensuring sustainable growth.
Long-Term Vision: Building a company with a focus on sustainable growth and operational excellence leads to lasting success and industry leadership.

Jared Probst’s insights offer a comprehensive roadmap for entrepreneurs aiming to scale their businesses intelligently, prioritize customer satisfaction, and harness the power of technology to stay ahead in competitive markets.

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Transcript82 lines

[00:00]
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[00:35]
Host
Today we have Jared Probst. And Jared, you are the founder and president of Rapid Access. You are doing some first of its kind things. We were just talking about a launch coming up of something that's going to be game changing. You've also been in business and created this yourself. And I love to hear about your story, your learnings, everything. But you have a quick turn manufacturing company and you specialize in fabrication of components across various industries. So Jared, how did you get started with this company and why did you choose this industry?
[01:10]
Jared Probst
Yeah, sure, absolutely. So, so I can give you the long story but we only have 15 minutes so I'll kind of reduce it. But, but I was born into manufacturing. My stepfather had a machine shop in Mountain View, California that was mostly life sciences products. So I took a summer job for him and ended up taking on drafting. After some time we sold that company to a, to a German manufacturing company and I moved into sales not related to the industry. Eventually I was poached by a sales company, a manufacturing company for sales role and, and I mean the rest is, is, is history. I ended up becoming an executive, I ended up becoming sales leadership. My last company, I was the head of sales there. So, so, so ultimately I always had the idea for Rapid Access since my late 20s. It just took me a while to get the capital together and launch it.
[01:56]
Host
So, so when you transition from having a job to being a founder, it's like having a steady paycheck or a paycheck depending on you know, the sales commissions to possibly not having a check at all. How was that feeling?
[02:11]
Jared Probst
So I was very lucky in that, in that I, I married well, I married love my life. She was very supportive. She also has an excellent lucrative career. So she was, she was supportive of me in that regard. The capital I had to start the business was money that I'd saved for roughly 15 years because I had, I had the idea for Rapid Access when I was in my late 20s, so, so I had a long Runway also. There was a period of time though I won't Kid you that. That I was. I think I was seven or eight months in, where I drained my account balances with costs and. And we were very close to running out of money. But at like. Like within about a week of that time, after all the stress I had, the invoices started getting paid, and we've never had a cash flow issue since, which I'm happy to say what you're.
[02:55]
Host
Saying is so common. I've been through it. Other people have been through it. That is why I think it's very hard for everyone to be an entrepreneur. What traits do you think that you would say somebody needs to have to be successful in business?
[03:11]
Jared Probst
Well, I think ultimately the major advantage that I had was that I had the sales background. And in this industry specifically, as well as many others, it's not enough to just open your door and say that you're open for business. You have to go out and actually get the accounts.
[03:25]
Co-Host
Right.
[03:25]
Jared Probst
So I'm very well networked in the Bay Area with manufacturing companies, competitors, partners alike.
[03:32]
Co-Host
Right.
[03:33]
Jared Probst
The one issue they always have is obtaining the actual opportunity. The companies nearby, they don't come to them. They don't come looking for it.
[03:40]
Co-Host
Right.
[03:41]
Jared Probst
So I had a system that I developed that worked very well for me at other companies. As far as how I sold. I did the same exact thing for rapid access, able to get leads in the door. The second thing I would say is that you need to pay attention to your books. Your cash flow is everything. If you're not invoicing on time, you're not collecting on time. If your margins aren't right, you have to constantly be paying attention to these things.
[04:01]
Co-Host
Right.
[04:01]
Jared Probst
So. So. So while I do have some engineering background because of my experience with my father's company, it's been the sales and accounting side that really has made this company healthy.
[04:09]
Host
Sales could be the most important thing that people learn. Maybe you could maybe group marketing into the sales side. I'm with you. If you don't know sales. I like, though, that you found not just a problem. You know, many times people are solving a problem, and that's the company they start. But if you see a problem in the sales side and you can solve that exponential, what makes you a great salesperson?
[04:36]
Jared Probst
Oh, man. I mean, I don't know. You flatter me by saying I'm a great salesperson. I think really, um, I can be a. I can be an active listener. Like. Like this is a consultative industry, right? It's not. It's not. It is. It is a commodity. The customer has to buy it from somewhere.
[04:52]
Co-Host
Right.
[04:52]
Jared Probst
But they have, they have many options. They could go overseas, they could go to go to the shop down the street. Ultimately, we, we're very good at listening to what the customer's after, what they want. But, but more than that, like, like I'm not afraid to knock on doors. I'm not afraid to make cold calls. And that's, that's been a huge hurdle for anybody in, in sales, like pick up the phone, you have to. And on the marketing side, can you generate sales for marketing? Absolutely. We do too. But it's outreach. It's not, it's not SEO and PPC that's making the money here. It's, it's us actually doing cold outreach to people over social media as well as email, you know, so, so it's gotta be done. That's, that's the uncomfortable step, but it is the first step in getting the contact and generating leads.
[05:32]
Host
It's so easy to think, listening. All you have to do is listen to the customer or client and they will tell you what they need. But yet it's so hard for people to do that. So when you're looking, let's say, for whether it be in a sales associate, I'm just making up titles, but like, you know, let's say base level salesperson or maybe even a sales leader. Are there certain things that you're looking for when you're hiring for that position?
[05:57]
Jared Probst
Yeah, I mean, generally for us, because we do have the technical aspect of the, of the engineering fabrication side, we want somebody who's had a little bit of experience in that area. But outside of that, what I'm looking for is account hunters.
[06:09]
Co-Host
Right.
[06:09]
Jared Probst
These aren't people that are used to sitting at a desk and fielding warm leads. Now our publicly traded competitors, they have a huge online presence. They can spend a million dollars a month on PPC and SEO. We don't have that luxury.
[06:20]
Co-Host
Right.
[06:20]
Jared Probst
Like, we're still classified as a small business. So, so the people that I hire, it's, it is, it's industry knowledge. They need to know who to call and when to call them. That having been said, two of my reps that are, that have done very well for themselves, all they had was the cold call side and, and that's all it took. You know, they had the willingness to learn the technical side and then the willingness to make the cold calls to make it happen. So they've both done very well for themselves. So I'm happy for.
[06:42]
Host
Oh, thank you for sharing that. Not everyone can do it, it, it's true.
[06:47]
Jared Probst
There's turnover.
[06:48]
Host
Yeah. Not everyone can do it. Surprise. I'm with you. I came from that background too. I had a, I had an outdoor sales job for one day, 24 hours. I quit. I couldn't handle it. But um, it, it you.
[07:00]
Ad Voice
It's a very specific person, but thank.
[07:02]
Host
You for sharing that. So let's talk about how you are competing with these publicly traded companies. I think a lot of people out there with, you know, whatever company they have, they're in that boat. You know, they have competitors who have been doing it longer, who have more money to spend, who are larger corporations. How do you compete with them?
[07:21]
Jared Probst
So, so the first thing I would say that makes Rapid Access kind of special as an organization when compared to our publicly traded competitors is that, is that we have a real focus on customer service and customer care.
[07:31]
Co-Host
Right.
[07:32]
Jared Probst
This might be a benefit of having a company built by somebody who is formerly sale in, in the executive side on sales.
[07:37]
Co-Host
Right.
[07:38]
Jared Probst
Because, because it's everything to me. We have to communicate effectively. We have to do it quickly. So I have a team of project managers that sit in the office beneath me. We, one of the KPIs we track for them is email response rate. So they typically reply to emails on an average of 15 minutes. That could even just be a confirmation your emails received. We're working on it.
[07:55]
Co-Host
Right.
[07:56]
Jared Probst
Technical questions can take hours, sometimes a business day to answer, but at least a person knows they're being taken care of. The biggest issue that we hear from our customers about what our publicly traded competitors are doing is post service support.
[08:11]
Co-Host
Right.
[08:12]
Jared Probst
You've shipped the components to your customer. They have questions. They might need a material certificate. They might have a question about an inspection or a feature that wasn't done perfectly or to their specifications or whatever. Right. Many of our competitors will take days or even weeks or reply. In our case, they're going to get a response in 15 minutes confirming that we've received the question. And then it might be a business day, but that's much faster than anybody else.
[08:37]
Co-Host
Right.
[08:37]
Jared Probst
So now on, on, on the economics of, of pricing. We periodically will analyze our competitor pricing. We're almost always around 30% beneath the, the, the, I would say equivalent services.
[08:50]
Co-Host
Right.
[08:51]
Jared Probst
So, so we know that we're, that we're cost competitive. We don't have the pressure of private equity or venture capital dictating how we price things and how we do things.
[08:59]
Co-Host
Right.
[09:00]
Jared Probst
Which is very helpful too. And then, and then finally like, like maybe because we don't have that million dollars a month in PPC and SEO spend, we can afford to do prices like this for our customers. So, so yeah, yeah, I mean I would say, I would say that's ultimately it. The, the final thing is that, is that we don't shy away from complexity. There's whole models out there for fabrication that are focused on complex, just taking easy, quick work.
[09:25]
Co-Host
Right.
[09:26]
Jared Probst
As soon as our customers get out of prototype, we support prototype. As soon as they get into low volume production and they have high tolerance, high technical requirements, they want material search and traceability, they want finishing certificates, all this stuff, we can support it all. We still can support it all. If we have to do custom tooling, we'll do custom tooling. So it's very much the organization is very bespoke to the customer's requirement. We have, you know, just as an example like we do, we work with Rivian for prototyping and, and we've done some low volume production for them. Their standards and specifications of requirement are totally different than say a Thermo Fisher or a Raytheon.
[10:03]
Co-Host
Right.
[10:03]
Jared Probst
So, so, so we've been able to tailor the customer's experience on the back end based off of what their corporation needs provided to them.
[10:11]
Host
Yeah. Thank you for sharing. I think a lot of the things that you said can be related to even industries that are completely different around the customer service. I, you know there's been a, I think a downtrend in larger corporations just how people feel with, when working with them and sounds like something like what you do is it's very complex. So the more touch points, you know, having the email, your requirements of timing, I mean those are great call outs. So thank you for sharing that. I know you're, you're launching instant online quoting which is going to really separate you from, from other competitors the same size of you. You can compete at a bigger level with these publicly traded companies. Can you talk about that? And then can you also talk about how you look at launching new add ons or launching new changes to the organization?
[11:02]
Jared Probst
Yeah, absolutely. So the incident online quoting is very exciting for us because we will be one of the few companies that's not publicly traded that offers this functionality. The name Rapid Access is all about speed, right? Rapid, not slow access. So, so, so being able to offer our customers same day immediate online pricing for items that they are hot for, I mean this should be huge. Our largest competitors offer this as well. So I'm very excited about that. Later down the road I could see more functionality on the back end. I Would like to see a white glove sign in site for customers where they're able to go in, they're able to see their past orders as well as the current order process. Things like that make reordering easily easier for them. So that's something that we've been talking about and considering as well. I'm just a big fan of automation in general. I adopted the use of ChatGPT in my daily work workflow. I'm sure you probably have too, right? And anything I can do to streamline our existing processes by using AI tools, we're doing it now if I know how and if I don't know how yet, we're looking at things that we can do, you know, so I just think it's going to get faster and faster and faster. Speed to market for customer products is going to be even better and even quicker and you know, hopefully I'll stick it to the big guys while I'm at it.
[12:16]
Host
I'm just an AI avatar created by ChatGPT.
[12:19]
Jared Probst
So hey, there you go man.
[12:20]
Host
Not even human this will be. How are you leveraging these tools? Is there something, you know, whether it's sales or marketing, is there something specifically that you can talk about around how you are leveraging them? And I find it interesting because you're in an industry that I'm guessing doesn't normally take on technology. You know, there's a lot of these industries that don't normally move very quickly into technology and I find it very interesting how they are leveraging AI.
[12:51]
Jared Probst
There is a lot of resistance, especially in manufacturing. I'm 43 years old and I'm a young manufacturing CEO.
[12:57]
Co-Host
Right.
[12:58]
Jared Probst
Most of these, most of these CEOs are in their 60s, are approaching, approaching retirement. So there is a lot of slow adoption. But in our case with Chad GPT, I've at least begun using it for SEO purposes. So we have used it to write some blog, some content for us which I've gone back and modified to make sure that it's accurate as well as not going to raise any red flags with Google.
[13:20]
Co-Host
Right.
[13:21]
Jared Probst
We've used it for creating email sequence threads which then go get personalized by the rep so that it has your personality in it. I've also really lately this has been an immense cost saving for me. I've been using it for legal regulatory questions. So there's a lot of regulation in our industry around aerospace and defense related components. You're able to go ask Chat GPT about specific classification codes that are provided by customers, how you can remain compliant and all this stuff. We have GovCloud, we have all these things to keep us compliant. But before we're even entering fabrication or the estimation process, we're able to confirm with ChatGPT what the legal risks are or hurdles around a component. So, so, and I'm our extra attorney charges $500 an hour. So that's been a welcome change from Chad gbt.
[14:06]
Host
I was just talking to an attorney yesterday about how like the whole he, he was showing me an app that he uses now it's basically like Chat gbt but for attorneys and has like all of the data of cases and stuff in his industry in the US And I'm thinking like, and we were talking, he's like, yeah, my job will probably become obsolete, you know, and if we or at least the cost of the service will significantly go down. He's not even doing much work anymore. But no, that is amazing and thank you for sharing that about how you're leveraging AI and technology. When you look at the next few years of your business, of the industry, just being a founder, is there some personal development?
[14:50]
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[18:32]
Host
Development, something that you're looking to do in the next few years.
[18:35]
Jared Probst
Ultimately, you know I have a very specific target for growth which is 30% year over year for the next three years. That's what we're targeting. We're currently on track for it. So I'm so, I'm excited by that. I just really want to continue to I, I'm, I don't have an exit strategy. I have 15 years before my youngest child is in college, right. So, so my goal for rapid access is to continue to grow the company, continue to grow the capabilities and continue to provide top notch service and quality to our customers. You know we, we have industry low return rates RMAs, we have industry high early delivery rates.
[19:11]
Co-Host
Right.
[19:11]
Jared Probst
These are all the things that I'm paying attention to and I'm going to continue to pay attention to. So I just want to keep building a better organization for as long as I possibly can.
[19:19]
Host
Listening to you, I can't help but think the quote, you know, if you fail to plan, then you plan to fail. I can tell that you have really created, you know, you have KPIs. It sounds like you have some sort of like operating system that you know, that you work into the business and you really, you know, you have it down to a science. Is there some, is there something that you follow? I know there's a lot of these, you know, different systems, different business systems. Or is there something that you're following because you really, it sounds like you really dialed it down to a science. You're, you're more organized operationally around the business where some people are just flying at the sea their pants. They don't even do KPIs. They're not looking at, you know, 30% year over year. They're not even looking at the future. They're just living it day to day.
[20:08]
Jared Probst
Yeah. And I mean, I understand that when you're just getting started too, you don't know what the future holds.
[20:12]
Co-Host
Right.
[20:13]
Jared Probst
Like now, now as a former sales leader, I was always focused on metrics. So the data was obvious to me. Then when we started getting into fabrication as a business, I start, I continued focused on the metrics, but it's a different context.
[20:28]
Co-Host
Right.
[20:29]
Jared Probst
So now we, now with six years in business, we have a large enough data sample size to where I can, I can actually make predictions. I can see where things are going. I can see if there's downward trend, trends on quality, I can see if there's upward trends on quality, all this stuff. So, so our tech stack does effectively track all of this. We have an ERP system, it's custom made.
[20:46]
Co-Host
Right.
[20:47]
Jared Probst
So, so, and it's very useful. We use HubSpot for CRM and for marketing. And I recommend HubSpot for any, for any organization that's going to have sales reps or very proactive marketing. I think it's very important. So, so the two of these things combined together and I mean, I mean I'm able to quote like real numbers in real time to my staff, whether they're project management, fabrication or sales.
[21:09]
Host
Man, you got down to a science, Jared.
[21:12]
Jared Probst
So thank you.
[21:13]
Ad Voice
I'm excellent.
[21:14]
Host
You, I gotta say, operationally you might be one of the best people that we've interviewed when it comes to that. And we've interviewed, you know, people that have sold a billion dollar company. They didn't even have like the operations down to the science that you do, which I think is highly, you know, it's critical like for long term. Like you're saying if you want to have a company and sell it in three, four years, maybe you don't need to. But if you want to have a company that lasts for decades, you have to run it this way. And I super appreciate everything that you shared today. If people get in touch with you, they want to find out more, how can they do?
[21:49]
Jared Probst
So, yeah, reach out to me on LinkedIn. Jared Probst is my name. So that's, that's probably the easiest way. I don't want to leave my email address or cell phone number for obvious reasons. But, but I'm happy to connect, I'm happy to network, I'm happy to talk to other founders and make recommendations around, around sales for their specific business. You know, so, so this, I've had very, I've been very lucky with my mentors and my coaches in life, so I am willing to pay it forward and give, give advice for free.
[22:15]
Host
Wow. There you go. I'm gonna hit you up to be my mentor, Jared. There we go. You absolutely agree. So people are gonna, people are gonna message you about that. But no, this has been really great. Had a fun conversation. Anytime I get to laugh and smile with another guest, I already know it's going to be a fun time. So thank you so much for joining us today on Founder Story.
[22:36]
Jared Probst
Appreciate your time. Thank you. Take care.
[22:43]
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[23:14]
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