Alright, decision makers with physical offices. This episode is for you.

Cubicles suck. Meeting rooms suck. Just about everything with the footprint of an office sucks. But offices are necessary for many businesses.

What do you do when you need privacy, a conference room, to make a phone call, or a million other scenarios where one moment a certain type of office space is fine and minutes later you need a different room for a different purpose? Worse, what do you do in a post-COVID world when your health, safety and concerns are a top priority?

Today’s guest is a former VP of Regus and serial entrepreneur helping companies get back to work in a safe, cost effective, and creative way.

Please welcome Sande Golgart, President at Zonez.

 

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Podcast Episode Transcripts:

Disclaimer: Transcripts were generated automatically and may contain inaccuracies and errors.


Sande Golgart Hey, thanks for jumping on. I appreciate it. Yeah, my pleasure. Thanks for having me. Yeah. Well, the, uh, listeners can’t see, uh, Sande has a beard and so, as I told him, that’s always a plus in my book. So welcome to learning from other Sande. As I told you, I like to ask two questions. Question number one is what’s your background and what are we going to work?

You need today? Yeah, my background, I grew up in Denver, Colorado went to school at university of Colorado, played basketball there for four years. When my body told me, uh, there was no future in basketball, beyond college. I turned my attention, uh, to business and just became passionate about trying to help people and doing that in a way that, uh, enabled you to constantly improve.

And that’s what I’ve been doing the last almost 30 years now. And what you’re going to learn from me today, I think is. Having gone through a number of experiences through ups downs. Um, this one I think is totally unique with the pandemic and I think everyone is in a unique situation. We’re all in the same situation, but it’s affecting everybody uniquely.

And I think what can take away from, uh, our discussion is. The things that we did, which have led us to a pivot in our business where we’re able to help more people do it in a way that allows them to achieve the things they need to in their business, do that, um, in a very condensed timeframe. Um, and we did so by listening, you know, not trying to.

I think we knew any of the answers, but rather go seek the answers in a very curious way. And what we’ve come up with has been a really unique solution that, uh, people across the world are extremely excited, happy about and able to then use to create a plan. And I think. Not having a plan of action.

That’s the most dangerous place for any business or any human being. Having a plan is 90% well acting on the plan. That’s probably the most important, but having it enables you to act on it. So hopefully people will be able to take away something from that. Um, and know, I look forward to the conversation.

Yeah, I got a lot of things I want to dive in on, on those notes. He just ran down, but not entail. We addressed the very important question. Number two, which is Sande, what do you suck at? Wow. That could be a really long list. I could go through a fault to my golf game. I could go through a, you know, a lot of other things, but I think the one that impacts me the most is I have the hardest time in remembering and then having the confidence to address people by their name.

And it is it’s the most, uh, Like stifling, a bad quality that I have. I mean, I’ll be introduced to somebody at a party and they’ll say, hi, my name is Michael, and I’ll go, Mike, Michael Michael log run through all the tricks you’re supposed to run through. And then when it’s time for me to return the, I knew your name, I’ll get this massive.

Lack of confidence that like, maybe you said Matthew, maybe it wasn’t even then maybe it’s McKell like maybe why don’t you just pay attention and I’m paying attention. And I just have this one really bad mental block. So that’s what I suck at. And my wife could attest for you. Is she. One of the few names I can remember.

So at least so, you know, it’s funny. So I have, I have the same problem, um, and I’m aware of it too. And so I’ll like you said, I’ll, I’ll go through the tricks and ironically, the Michael and Raquel’s and all the name variations you mentioned. Our names of my neighbors that I struggle to try and read. I am.

Yeah. And it’s not for lack of effort. Like a lot of people think like, well, that’s just because you don’t care or you don’t like, like I care and I tried to be good at it. I literally just stopped. Yeah. And it’s even worse being in business and having that, having that flaw. Yeah. I feel, yeah. All right. So the world of podcast, because.

As much as I struggle with that, I can always clients to the bottom left of the screen and see the host name. So I can pretend like I’m really good at it. I wish my whole world was a podcast. You know what my, my cheat code is. I haven’t disclosed this until now. And so now everyone’s gonna know my cheat is, um, I bring up a little text window and I type it up to the side.

A good example is yours because you don’t have your first name printed out on, on yours right now. So then if I went to say your name, I would slaughter it because is it’s a combination of your first and last name. So I put it off to the side. Anytime I have a virtual conversation. Gotcha. All right, Sande.

Well, I got a couple, I want to go back on, as you talked about what your background is, um, you know, you had mentioned, your friend had said, Hey, there’s no career beyond college with basketball. Was it college or high school? College college. So did you realize that until he had said that across your mind, or was that like a Holy crap?

I need to figure something out moment. Well, fortunately the friend we’re referring to was myself, so it was enough self-awareness to realize I’m not doing this for much longer. Um, and I need to figure out, you know, life’s next chapter. So I, I was well aware of it. Um, and you know, playing in the NBA is about the.

Lowest probability of almost any professional sport other than competing in the Olympics and an individual event where only a handful of people from any country actually get to do it. So I knew early on and, um, you know, I made the most of my opportunity in college, but uh, quickly changed my focus, uh, onto business and became.

Immersed in it. I think one of the times I remember most vividly was reading a book from Jim Collins and it was the built for last book, which was, I think his first. And I was like, man, if you could do business and do it that way, that resonated with me and then built for change and all those other. Uh, books and it just kind of led me on a path of, you have to constantly improve.

You have to be authentic you, if you’re going to say or do something, deliver it, you know, find a way to add value. And if the world could do that and everyone could buy into it, we’d be, I think a much better place for sure. You know, it’s interesting that you say that if you’re going to say or do something, then deliver it.

Um, I’ve. I’ve talked about this, um, with other guests and I have I’ve ha I I’ve yet to figure out a way to present the question. I’m going to give you here in a minute, in a way without sounding egotistical. Um, and it’s, it’s not that at all, but I, I I’ve always been. In agreeance with what you’re saying, like, you’re going to say something, do it follow through.

And I always commit to, you know, if, if here’s the goal, how do I reverse engineer it, then go. And so it’s not been until recent years that I realized that that’s not the norm. And most people in society are hesitant and they have insecurities, which I understand and I’m sympathetic to, but I’ve had, but I haven’t been empathetic to it because I just I’m a different person.

And so that’s the part where I have a hard time. Talking about this topic or figure, you know, exploring it because it’s not that I may go testicle it’s it’s just, I’m wired different. And so I just go and so why do you think that? Well, the question is, do you have any opinion on why so many of us don’t just go, like, why do we have so many hesitations?

Why do we have so many insecurities? Like no. Why so much doubt? Yeah. I think that, um, I’ll put it, I’ll put it in different contexts, but I think it’s a couple of things. It’s not just one in the fortunate, the good news in it is people want to do. Right. I think people genuinely want to help. They want to jump in.

Um, but they’re not very great at managing time. They’re not great at managing priorities. And you find people really quick to want to volunteer are really quick to say, yeah, I’ll help you out really quick. This is the most common. Yeah, we should catch up sometime. Let’s do dinner. Never happened. So it’s not that they don’t want to have dinner because they, you know, people have a very hard time following through and following through means taking action.

That means prioritizing. And it means something that we’ll talk about is having a plan. And acting on it. And so one of the things that I’ve learned is you have to know ahead of time. What are the things important to me? What are the things I really want to accomplish and what, who do I want to be? And if you’re very clear on that, you have a much easier time creating a path forward.

If you’re not so clear, or you haven’t really thought about it, or you haven’t had enough experiences. To let you know that I hate not delivering on something and we’ve all not delivered on something, but then it’s, what are you going to do about it? And it’s finding out where do I want to go? What are my priorities and how do I, how do I ensure that I deliver?

So one great example, my high school that I went to. Is become decimated. Um, it was a thriving high school way back when it’s now really in a bad, bad place, uh, to the point, I think they’re considering shutting it down and I’ve had people reach out to me. And so because of the community around it, or what’s so bad about it, maybe around it, the lack of engagement from parents, the, the.

Um, a big attitude of apathy, like just people don’t don’t care. Um, thriving high schools have popped up around it and people have migrated towards that, leaving this particular community, um, really struggling. And, um, one of my friends and reached out to me and said, Hey, we want to help. We want to. Pump some money back into the school and Iceland, my initial thought was I’m all in man.

So let’s get this thing back, but instead of just saying that what really needs to happen for this to. To be successful. And we just outlined, if these criteria are met, I’ll jump in and I’ll be all in. But if they’re not met, we’re all kind of wasting our time. And it really helped to make sure that if we put the effort into it, it was going to be successful.

Not a lot of people wanting to do well, but you know, it was going to flounder in the end. You know, those kinds of examples, I think through experience, you realize. Uh, what needs to be in place for your effort and you also have to value your time. Would that kind of your last comment kind of is probably a good segue into what I was going to ask you next about valuing time and the importance of saying no, I imagine that some people have hesitance in saying no understandably or they, or they.

They, they feel bad and saying no. And so, uh, how, why are we wired or how do we over overcome the insecurity of feeling like you’re going to offend? So how do we tell somebody no politely without feeling guilty? Yeah. That’s I can only say how I do it and hopefully that’s not too, too offensive to people, but if there’s something that I really want to do, but I just can’t, I try to be as authentic and transparent as possible and say, I would love to, and I usually don’t, I will say the last thing I want to do is commit to something and not be able to deliver.

And right now, unfortunately I just don’t have the time, or it’s not something that I can look you in the eye and say, yes, I’ll do it. And then, you know, the last thing I want to do is bail on you later. Yeah. Yeah. I think people can appreciate that for sure. Yeah. Yeah. I found that as well. So you talked about how the pandemics affected everyone uniquely, um, you know, in, in my business where we work with just the variety of clients we’ve seen, um, The the, the total spectrum, obviously we’ve seen the people that are negatively impacted.

Um, fortunately the majority of the people we work with are positively impacted. And it’s really bizarre because like you said, this is different than, you know, in your years of experience, this is just, this is like a once in a lifetime kind of scenario. And, um, I don’t, I don’t really have a. A question, a specific question I’m asking, maybe just kind of share your perspective on, on the, the diversity of that impact too.

Yeah. Well, I think, um, some, some in this situation, um, people have varying degrees of control. You know, if you run a successful restaurant and people simply aren’t allowed to go to your restaurant, There’s not a lot that you can do about that except Batten down the hatches and try to figure out how do we survive until such point when we’re able to do what we can do.

Other businesses are considered essential. And they, the services they provided before that just happened to be services that are absolutely required. And then you have, uh, CFOs. And if you look at the research from back in April CFOs, across the board said, Non-essential spending will, will stop. It will cease.

And if you’re in a business that provides essential goods, you’re going to have a more difficult time and it’s not because your goods aren’t great. It’s not because you don’t provide a great service, but it will be more difficult to, so the landscape itself creates different challenges, different opportunities for different businesses, no fault to their own and no fault to what, how good they are at what they do.

So that’s the first thing. The second thing is. You know, and you’d read these quotes all the time. Life is more about how you deal with adversity than it is the adversity that’s dealt to you. And some of the most successful people I’ve been faced with some of the most difficult problems. So, you know, there’s a choice, obviously in everything.

And one of the things that we were hit with was, um, in a way we’re an essential business because construction is, uh, Is that, but being modular in our construction for zones, um, we were also something that people could easily kick down the road if they didn’t want to make decisions. And so we looked at that and said, let’s assume the worst case scenario that nobody’s going to want to add a phone booth, a room, a meeting room through this pandemic, because they’ve only got 30% of their workforce coming back and it’s not likely they need more rooms.

They’re going to have more than they need. And so we made a conscious decision on two friends, a our biggest priority and our, our North star, if you will, was myself and the CEO of our parent company said let’s ensure and make sure. Everything we do is to make sure are we keep every employee employed through this whole process.

Can I interrupt you for a second? Can you clarify for the listeners what this business is? Yeah, so the zones we manufacture free standing rooms inside of office spaces. So, uh, the best way to understand that is if you want it to build using traditional construction methods, typically you have to get an architect, um, get a general contractor, take three days, six months to wreck up your space, create dust and disruption, build something.

And then three to six months later, you have a room with our product. We create manufacture. Um, we deliver a fully built room that goes together on pieces. Um, and once it comes together and just a couple of hours, you have a clean eco-friendly, um, incredibly well-performing room that you can use, um, and it’s completely possible and great for the environment.

So that’s our core business. That’s what we knew was going to be disrupted because of the pandemic. And so when we made the concerted effort to keep everybody employed for my division, we had to rethink. What we were going to do. And we decided the best way to move forward was to immerse ourselves into the research of where companies are going to need to be met after the pandemic, what we’re going to be, the biggest problems they faced moving forward.

Yeah, we felt very confident that if we could understand what the biggest problems are going to be, and we applied our 35 years of modular construction experience, we could probably find a way to do something that would really, and truly, and authentically help, uh, customers. And that’s what led us to our new product launch, which is our clean zones line of solutions, which is.

A solution designed not only to block air and help create separation between people, but more importantly, to treat the air and filter the air before it can be shared amongst everybody on the floor. And that we’re finding is helping businesses all across the world. Yeah, that’s a super fascinating concept.

A couple of things come to mind. Um, I think it was very well said. I said, it’s no fault to the business owners because that’s, um, at least at least in the communications that I’ve seen and read and watched about the pandemic. I haven’t really seen a lot of empathy towards that. It’s um, you know, some businesses reps, some businesses, businesses are down and it’s kind of like, you’re lucky.

You’re not you’re in the right place, the right time. You’re not, and there wasn’t really like, Hey. It’s okay. Like you didn’t do anything wrong. It’s just, like you said, it was a bad deal. Um, but how are you going to react to it? So I think that’s kind of a important little, little comment to underscore that the listeners that are negatively impacted, like you didn’t do anything wrong.

Um, so that’s, that’s interesting of you to say that I haven’t really had that presented. Um, so the idea of silence is, is actually. Super cool. I’ve um, I haven’t been, I haven’t seen it. I haven’t heard of it. Um, but it’s cool that you guys pivoted, can you talk from, um, maybe an inspirational position of how that’s positively impacted your business to kind of give some hope to listeners on, on how there is positive opportunities.

If you kind of take a step back and pivot a little bit. Yeah. There’s so many, right? I mean, I think for myself personally, the biggest rush or, um, fulfillment I get out of business is, is knowing that we’re helping people and knowing that the work that you’re doing matters. And so to take. You know, I think we felt like we had two, um, very different paths to take a, we could just get super aggressive and try to shove product down people’s throat and become a bit, you know, ruthless in that regard or a, we could take a step back, be a lot more humble and try to understand what people wanted, what they were going to need.

And see if we couldn’t meet them on the other side with something great, where we could take what we know, where our expertise and experience can help people and create something, even if it’s totally different than what we would normally do. Could we take that expertise and adapt so that we were able to help people and knowing that we took the time to really understand where businesses were heading, how they would be effected and where they would struggle and created something.

Um, That we could deliver in a very quick timeline and not take unnecessary risks, to be able to walk into a company that thrives in doing something else. They’re incredibly good at something else, but they really need a plan of action to deal with the problems that are facing them and co presenting an obstacle to them right now.

That’s incredibly rewarding to be able to go in and say, you know, help us understand what you’re trying to accomplish, what you’re trying to achieve. What’s your timeline. And we’ll put together something that is very sound very well thought out, um, that allows you to take steps, but also allows you to be conservative in your approach to be, uh, risk adverse in your approach and to, um, allow you to do what you want.

Uh, and move forward because that feeling of being frozen is, is the worst. Whether you’re a business or an individual, it’s the, I don’t know what to do syndrome. Um, or I know I want to do something. I just don’t know what, and then it’s easy to kick the, can down the road and say, well, we’ll deal with that later.

Many companies don’t have that option. They need to deal with it right now. And you can think of, uh, call centers, for example, running a call center with people sitting in their living room on their phone is not a great model. Call centers thrive when they’re synergy and people are next to each other.

And you have someone who can listen in on calls. And there are companies right now, more than ever that need that. And those people have to be back to work. So do you just bring them back and expose everybody to a gigantic risk and put their families and friends and relatives in harm’s way? Um, you know, most people would say they would never choose that route.

So how do you do both? How do you master the, the equation of an instead of four and we’re finding it, um, that we can help people, you know, perfect. And you know, how do I get back to work and how do I keep my people safe? Yeah. You talking about the, I don’t know is scary. That is one thing I can be empathetic to.

I’ve been, look, I’ve been super lucky with our agency. We were up and not down. And, um, we certainly feel the gray cloud that’s out there, but we don’t directly experience, but I took a step back and I said, what if we were in the middle of that? And it’s freaking scary. Like, I don’t know. And you know, being a business owner for so long, I’ve always like, like we said earlier, I’m the goer.

And I don’t know where I would go, like, and it’s a scary freaking thought. Even, even me being detached from it, putting myself mentally in that thought process. Yeah. That’s a scary moment. Um, Have you seen, uh, you talking about the call centers at home? Have you seen them? There is a funny video going around LinkedIn and online the other day of a mom.

And she’s like, Hey, this is so-and-so from customer service. And then she’s mouthing off to the side. You can, you know, she’s, you can tell she’s talking to her kid and she’s like, no. And then you see her take off her shoe and she’s like,

I haven’t seen it, but I feel like I’ve lived that. Yeah. I was doing a radio interview yesterday and I was so excited to be a part of it. And we got 10 minutes in all the conversations going great. We’re you know, we’re killing it. Everything’s go well. And then my dog decides now’s the best time I could bark at the mailman and not just bark, but relentlessly go after him.

Like he’s a threat to our home. Yeah. And that was just like, yeah, you want me to make you feel better? Sony. So I had, I had that moment. And, um, so as, as the, as you can see, but for the listeners, um, my Mike’s right in front of my face and I have a, there’s a mute button built. Into the mic. And so I can hit the mute button on the side and my dog was doing what you were saying.

And usually, you know, my dog is a smaller dog, but she’s fairly loud. Um, but usually it’s like one or two barks. And so I didn’t stress it, but she was doing the relentless thing. And so I hit the mute and I’m like, shut the F up and get it was on a podcast and the guest just goes dead. Quiet. And I’m like, that’s weird.

I hit you. And so I just rolled with it, you know? And, and I was like, yeah, yeah, yeah. And, uh, so he continues talking and then. We don’t say a word about it, but it’s just, it’s just really irking me, like why he paused if I hit me. And so when we finished the episode, I went and played back the first couple of seconds to make sure the sound was okay before I sent it to my editor.

And I noticed the audio quality was. Wasn’t where it usually is. And then it all clicked. My mic had dropped and defaulted to the computer internal mic. So the mute didn’t work and he heard me yell out, but I just, I just owned it. I emailed the guy and the subject line was ha ha ha. And I, I told them what happened and he wrote back and he says, mystery of the universe solved.

Yeah. Well, I mean, we’ve all, we all make mistakes, right. And there’s nothing else you can do, but own it. Yeah. You know, what type of clients do you work with? Um, I just, I just have a variety of assumptions in mind, but why don’t you clarify, like where you’re really finding the demand for zones. So where we find the demand and where the entire world is going are, um, companies who have adopted and moved towards an open floor plan for those who don’t know, uh, or might not know what that is.

The world used to design office space around 250 square feet per person, a lot of private offices and then accounting and finance got a hold of that and said, what if we could put our people in 65 square feet instead of 250? Well, that became what is now known as the open floor plan. So people put. Their employees, cubicles the cubicles get smaller, and then you could put three times as many people in his face and eliminate the high cost real estate is either your first or second largest line item on the expense side.

If I could reduce two thirds of my real estate, that’s a major impact to the profit line. So what you have are a lot of companies who then follow suit and they build open floor plans where it’s the sea of people, not a lot of private offices, a lot of disruption. Um, and so what we do, we step in and help those companies, because the best.

Way that you can execute. That plan is to make sure you provide your employees with the space and support that they need when they need it for the tasks that they have at hand at that moment, which might be a bench surrounded by people in a sea of benching for three hours of the day. Then you might need to give them access to an office because they have important calls to make or a sales presentation, and they might need to duck into a phone booth to make an important call and then come back out and meet with their team in a collaborative environment, and then jump online and meet virtually.

And the world’s going in a way where you will. It’s like the real estate as a service concept where you will have what you need when you need it for the task at hand. And so we help people deliver on that in a fluid way, in a world of real estate. That is anything but fluid. Yeah. It’s an interesting concept.

Um, makes me wonder why we haven’t. Cross that line in the sand earlier. Yeah. Well, one reason, uh, commercial real estate in particular is the most conservative. Maybe aside from insurance, the most conservative industry I’m aware of it is slow moving, very methodical, big risks, big mistakes for very small, uh, mistakes.

So that’s why leases are were generally 10 years. Um, they lock these things up. It’s very expensive. That world’s changing and disrupting where flexibility is, is the thing that’s disrupting that industry the most. And this pandemic will accelerate that because people are realizing, I wish I did. We didn’t have a seven year lease.

I wish I didn’t have a 10 year lease because now I have this anchor tied to my business that maybe people won’t use. And that’s the most expensive real estate you have is the space you’re not using. It’s a little off topic, but related I there’s a, a commercial development. It’s not too far from where I’m at.

And I was fascinated to learn. I don’t know, like 10 years ago that they do like 30 year leases on the property. And so you’ll get these mega companies that come in and they own the building, but they don’t own the dirt that the building is on. And so, um, a mega store will come here and, and do a 30 or a hundred year lease on something that they don’t.

Even like, if, if the lease is off, like you can’t move a freaking building, it was just, I know it’s a different space, but just, it blows my mind when I learned that. Yeah. Well, those are all the nuances that, uh, landlords and real estate people have to deal with. Um, and it’s not easy and you can see why it flexibility that component is.

Hey, are you there? Yeah. Yeah. If you’re good, I’ll have my editor. No problem. I’ll have my editor cut it up. Um, so, um, why don’t you, why don’t you pick back up when you were talking about, um, those are the nuances that, um, real estate and landlords have to think about. Yeah. Yeah. So those are the nuances that real estate and landlords have to constantly think about and worry about.

And you can imagine the disruption. To their world. When they think of flexibility, it’s like, you’re telling me that tenant could leave. Now. I really have to deliver on service. Now I really have to pay attention to their business. Um, because the most defaulted line for people who manage office space as well, check release know, that’ll tell you what you can or can’t do.

And so this world moving forward will be a lot more flexible and it’ll bring a lot more challenges. Two people who manage and lease real estate. Yeah. Um, I got one or two more things I want to ask you. Um, before we get towards wrapping up, uh, what type of overlap, if any, is your world of zones having an opportunity in shared workspace?

Like we work or venture acts or anything like that? Yeah. I mean, our opportunity is huge because you can imagine the, we works of the world and IWG, which is the largest in the world. They, their whole world is based on flexibility. So when they need to add some, they don’t have the time or the luxury of dealing with traditional construction.

So their worlds are all moving in a way that says, we need a menu of things that our clients might need. And we want to be able to push a button. Have the next day that show up and it’d be installed in a couple of hours. And then that is what makes their space fluid, but, but maintain high standards, uh, and give people exactly what they need when they need it.

So there’s massive overlap. That’s one of the industries that we performed strongest then. Um, and then when it comes to that same industry, if you think of. How difficult it might be for you to go for anyone to go back to their company’s shared office space. Imagine sharing that space with 200 other companies.

You don’t even know who those people are or where, what they’re doing. And now you guys are all going to share the air. So it’s massively important. Um, as people come back into those shared environments, that there is something that is controlling and filtering the air. So clean zones is a massive part of that.

In fact, IWG is one of the most forward thinking companies when it comes to that, and they’re challenging us to help them test, uh, those kinds of solutions in specific properties. So that they can ensure cause they care more about the end users and making sure that they’re safe in their shared environment.

So they’re, they’re being very proactive in that regard. Um, you know, you have to commend them for taking that approach. Yeah. The last thing I want to ask is use you before this, you spend a lot of time in that space, you know, you were VP of Regis, right? Correct. And so, um, what. I imagine there’s a lot of value, uh, from that direct experience that you can bring to understanding that space and, and, and, and translate your personal experience in that world, into the products that you now offer back into that world.

Yeah. So as you mentioned, so for 16 years, I was a regional and senior vice president at Regis managing the Western us. And one of the challenges I faced, if you boil down what I do to. The most basic terms. My, my corporate responsibility was to maximize revenue per square foot, so that constantly walk and look at, uh, different, uh, locations we have.

And I would spot inefficiencies with the local team. And we would say, gosh, if that could be changed, that would help the business. If that could be changed, that would help our customers all of these quick improvements. The problem in real estate being as conservative and old fashioned as it is. The moment you try to engage with the planning process, an architect, city code requirements, a general contractor demo team, uh, then a design team, uh, all of the subs that were required to come in.

You’re looking at three to six months to make some very minor changes that would help your business and a massive cost from a disruption mess. And pure financial stress on the business to make those changes. 90% of the time, we could not make the changes that were very simple changes, simply because the way that process works.

So in doing that, when I started to learn about modular construction, it started to have this light bulb that just got brighter and brighter and brighter and said, that’s the way the world’s going to be able to democratize the. Building process. Right. And be able to say what people were enabled to make changes.

You know, what, if you could make, you know, you learn, you’re having a baby, you live in a studio apartment in New York or Boston, but the next day you could have a nursery bill. You know, in with privacy and then an office bill, because now you know that your homeworking environment’s going to change. Those kinds of things are now becoming possible with the power of modular.

Yeah. When you look back, like you talking about the light bulb, getting brighter and brighter and brighter, is there anything you look back and you go, Oh man. Uh, I wish I could have had, I have this thing now, if Sande from X years ago had this, I’ll just imagine how much easier it would have been back then.

Um, well, I mean, there’s so many things with technology and efficiencies that I either didn’t know about or didn’t exist that once you do, you look back and you go, how did they ever survive without that? Um, you know, and. There were many things like that. I wish I had back then, but the thing that I feel that most impacted that is when you have a gut instinct and you just decide to ignore it, but you can still feel it burning.

Um, you know, early in my Regis career was like, this thing is going somewhere. Um, there was a time when people thought a shared working company couldn’t be any more than a hundred locations. That, that scale was. You know, way too big they’ll will never be more than a hundred. You know, that would mean two in every state and gosh, who would ever take that space.

Now you have companies like Regis, the 5,000 we work for. Cause you know, had been blowing up with adding and now there’s, I dunno, 15,000 providers at that time, I wish I had just taken the plunge and said, let’s jump in this and do it. We know how we know the business inside now let’s build our own. You know, platform.

And, uh, I look back on that and say, that would have been a very wise move because, you know, knowing how to execute in that arena is also, uh, hard to, to master. Yeah. Yeah. I actually use her. He just there’s one just 10 minutes away from where I’m at and I’ll go, most of my clients are out of state, but when there’s a local one, I’ll go meet them at Regis.

Yeah. Well, cool, Sande, I appreciate your time. Thanks for jumping on learning from others. I want to give you the last few moments to tell our listeners how they can find out more about you. Yeah. Well, thanks Damon. I appreciate the time it’s been great to participate for anyone who wants to know more information about zones.

You can go to zonez .com. Z O N E z.com. We also have a landing page about specific to the clean zone solution at clean zones. Again, Z O N E z.com. That’ll tell you all about our blocking and air purification solutions. Super cool. I like where you’re heading with it. Thanks Sande . Appreciate him. Thank you.

What did you think of this podcast?

Alright, decision makers with physical offices. This episode is for you.

Cubicles suck. Meeting rooms suck. Just about everything with the footprint of an office sucks. But offices are necessary for many businesses.

What do you do when you need privacy, a conference room, to make a phone call, or a million other scenarios where one moment a certain type of office space is fine and minutes later you need a different room for a different purpose? Worse, what do you do in a post-COVID world when your health, safety and concerns are a top priority?

Today’s guest is a former VP of Regus and serial entrepreneur helping companies get back to work in a safe, cost effective, and creative way.

Please welcome Sande Golgart, President at Zonez.

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