641: 3 Reasons Blueprint Technologies is the Fastest Growing Company in Washington (2 Years in a Row) w/ Ryan Neal

ABOUT THIS EPISODE

In this episode we talk to Ryan Neal, CEO at Blueprint Technologies.

LinkedIn: https://www.linkedin.com/in/ryantneal/

Wouldn't it be nice to have several fault leaders in your industry know and Love Your brand? Start a podcast, invite your industries thought leaders to be guests on your show and start reaping the benefits of having a network full of industry influencers. Learn more at sweet fish Mediacom. You're listening to the be to be growth show, podcast dedicated to helping be to be executives achieve explosive growth. What you're looking for techniques and strategies or tools and resources? You've come to the right place. I'm Jonathan Green and I'm James Carberry. Let's get it into the show. Welcome back to the baby growth show. We are here today with Ryan Neil. He is the president at blueprint technologies. Ryan, how you doing today? Great, how are you? I am wonderful. So, Ryan, I'm excited to chat with you today. You were the number one fastest growing consulting company in the US this past year. You...

...on the ink five hundreds. How I's how you guys popped up on my radar. But then for the past two years in a row now you've been the fastest growing company in Washington State. You guys are clearly doing something right and I'm excited to talk about three specific things that you think that you really attribute your growth to. But before we dive into those three things, I'd love for you to plan our listeners. What is blueprint technology is? What are you guys all about up there? Well, yeah, we used to. Thanks for having me out of by the way. It's awesome. It's the privilege. We used to be blueprint consulting services and now gone through a rebrand because we have been able to transform ourselves into a full technology company. But we we specialize in in digitization solutions and products. That our target at companies high value business outcomes. So what that means, kind of in plane speak, is is we take a look at any kind of any kind of company out there and assess there where they where they want to go to three...

...years from now and and partner with them to be able to digitize all different aspects of their business, from the customer experience all the way down to their cloud infrastructure. So, Ryan, I want to dive into as we're talking about. Fine, you mentioned three specific things and I asked you know how you guys grown so fast. The first thing you said was that you're staying two to three years ahead of the customer. Can you talk to us a little bit more about that? Yeah, definitely. We know. We call that kind of a visualization, visualization piece of our business and you know, it an asfests itself in different areas of the company. In our in our experimentation division, they they talk about failing, failing fast before so our customers don't have to and then in our client development, our sale as organization, they talk about being out in front of being innovative for our customers, who we can bring the innovation to them. And what it really means is to...

...us is it's all about being customer, the customer obsessed and being able to deliver and and know our customers is such a deep well of not just as the organization or within their industry vertical, but also as individuals and kind of their history, how they got to where they're at right now and being able to give them context around where technology is, where their technology is and where it needs to go. And the only way that we feel like that's the way that we feel that it's most effective, is projecting out two to three years, three to five years. But we're technology is moving and and going deeply the players that are driving that technology change, the Microsoft and Amas, the googles of the world, and being able to be able to work with that technology in a way that is relevant we can bring to our customers. Could you give us an example, Ryan, of maybe it's a recent conversation you, you have the prospect or a customer. Where do you see technology and into to three years? Well, we we see. You know,...

...we're we're headquartered out of the North West, so we have you know, it's good and bad. It's a it's a the good side with the center of the innovation that's going on in cloud technology in the the Seattle area, but it what it does on the on the bad side is it gives us a little bit of a blind spot. It gives us blinders to where the rest of the world's preceding technology, and so we constantly try to pull ourselves out of this little bubble door in but knowing what we know about where where technology is moving in this area, it's really clear that that everything is moving towards automation and be and eliminating the need for human beings to do useless, meaningless tasks that so many people are that do on a daily, day to day basis, you know, and just a great example that we were in the we kicked off a a in solution engagement last week with a with an oil and gas company, and they have an entire team of thirty data analysts...

...that that do manual transfer data and print up these packets of legal paper and analyze, analyze data. That's their entire jobs, and those like being able to automate that, letting them focus on something that actually drives value in the organization versus a meaningless, task oriented job that doesn't give them any kind of life satisfaction is really what we're all not where we see automation and technology moving at. The second thing that that you and I talked about offline was that you guys are constantly cannibalizing what you're doing. For the person listening that doesn't have context around that, I'm for that sounds super weird. So explain on what you mean when you're talking about constantly cannibalizing yourself. Yes, and we we take an approach of always you can, you can frame it and more in less less per Jorda, to speak. It's a you can think of it more of we always have to we always either have to justify our existence. We constantly have to justify our existence to our customers, and then the...

...other side is we always challenge our existence. Why if we're actually needed, and you know, it's important to us as entrepreur we have we're of a very entrepreneurial culture and we are we are business first, kind of text second, and and really people centric. And so we always make sure that we're driving value into our customers and we have a firm belief that if we're not driving any value into our customers, they should they shouldn't pay us, they shouldn't have us around. And so what that means is, you know, the cannibalizing, is we try to get rid of ourselves, our own existence, challenge whether or not we are relevant, and that's what's actually driven the majority of the change that's happened. Well, year over year, we've think over the last five years we've done the seven or reork and we just did a rebrand into a full technology company. There's not many consulting companies out there that end up making products and become a full, full technology company. So if it's, you know, the we're talking off line, the next product that we have coming out in the summer we actually call the automated consultant.

The whole goal is is to see if we can get enough penetration in the market to put consulting companies actually out of business. Well, so literally, like the the word cannibalizing yourself there is becomes very real when you're building a product to literally decimate what you're bid wasn't it wasn't the most friendly thing for me to talk about it at the Consulting magazine panel. We were there, but I said, like, you know, if you guys are doing the Trident, if you guys are still participating in the traditional consulting model that was relevant twenty years ago, you guys will be out of business and five because it's just it's a product of a small window where technology was a little bit prevalent but it was still pretty immature. And you know the the cloud is eventually be going to become a utility and there's no need for so many of these companies that exist that that cost companies tons of money to do task that should be automated. Wow, I love that. That mindset, though,...

...of constantly challenging like why do we exist? Are we adding legitimate value, driving value in our customers. And if we're not, let's and even even if we are currently, but we don't see ourselves doing that two to three years out. What are we doing today to be able to drive that value? And clearly, I you know, with the with the rebrand, repositioning yourselves as a technology company instead of a consulting company, I can I can see that it's there's action being than from that line of thinking. Yeah, it's ercent. Yeah, that last part is super important. It's the it's the what are you going to do about it? And, without judgment, so many people, from an identity and ego standpoint, they hang on to their path, successes and and that's what causes status quo in the world. And and so, yeah, that's kind of a Philosoft the beliefs that we have. That runs cord to everything that we do. I just couldn't imagine if Ampazon was still just selling books. And that exactly I was thinking. I think is so vital if you want to survive in a landscape that seems...

...like it's changing every single minute. We we send that meme around once. It probably once a quarter, that that has the Jeff bezos of one thousand nine hundred and ninety seven of I sell books, and then the new version of him, he's, you know, before he's a guy letter, yeah, bail, power, pattern, baldness, and now he's like, I sell whatever I want, and he's him the aviator, shades and sowing to end of his mind and court sided a basketball game. Yeah, exactly. All right. So this last piece, we're going to talk about Ryan is in really the third, the third key to you guys experiencing the growth that you've experienced is that you operationalize rapidly. Talk to us about this. If, above all else, you know, we think that we have a kind of firm business belief that that operations is key and what it's what we think separates us from most other companies that we think, you know, sales people are diamond dozen, their valuable, diaval in people, but they're they're definitely...

...a you can you can always find goods and sales people. You can always find good people with really good ideas, you can always find good product people. It's really tough to find people who are really good operators, and that this operators in a static state, you know, managing operations in a in a world that grows at five percent year over year is a relatively static environment. You kind of you kind of you kind of managing the existing chess pieces. But to may be able to manage a company that grows twenty, five hundred percent over five years, you know you have to. You have to be able to standardize and operationalizes RAPP really rapidly to make sure there's no churn. You know, I think the stat from Warren bus sets as a seventy percent of companies that go out of business they go out of business while they're growing and and and so being able to actually manage appropriate cash flow, being able to project out and swings in instance you're going to have to make to acquire new customers, being able to build out facilities and be able to finance...

...that, structure your contracts with it, being able to actually just run, set up and standardize your business processes and your metrics just fiercely like it is super crucial and I think it's just you know, we actually, we actually do high growth consulting for for companies, and that's the biggest piece of advice that they give them is, you know, especially CEOS or either enamored with their customer or their enamored with their product, and usually say he should be an an enamored with your accountants. Okay, so I want to I want to dive a little bit deeper into this idea of operationalizing rapidly. If you were to pinpoint, like a if someone route were to really want to take this advice to heart, what is the biggest obstacle that's that's inevitably going to be standing in their way, and how did you guys get around that as you were really trying to embrace this third key, the biggest obstacle when it comes in many different forms, but it's what we try to do really well, as we try to project out all of the we try to assume the...

...good and assume that our customers are going to love what we do as we start to change and feel, like you know, when we constantly task, we itering, constantly Testa when or not we're on the right track. But then we project out all of our all of our cat acts and offacts, and I know this is part of the least exciting, the most boring part of via of wanting your podcast, but it is really about, like you know, being really good at forecasting and then also not being too granular in your plan. We do a lot of stuff on white boards and you know, the white boards are great because you can constantly erase it as things change. And you know, I see you. We were we were advising a a company out of New York that have to Seo that he know what is what his growth expectations were for the following year because they just got done their strategic planning. He said fix per setup and they said, well, do you think that's on target, or do you think, you know what we think, if you could do a hundred percent growth this next year, is it? Oh No, no, there's no way. That's just too fast.

We wouldn't be able to handle it. And I try to impress upon him to say that's just kind of a limitation of you're thinking and a lack of planning and and forecasting. That is usually hey, it usually hampers people by their own limitation. And so you know, what we do is we just have a hardcore set of strategic planning. We were, we're just militant about our strategic planning, constantly assessing what is changed in the business, what has changed in our customers and then we involve people in a pretty, pretty deep level in the organization. And what we do is, you know, as part of a strategic planning processes, with this constant set of initiatives which are basically our operationalizing initiatives, which include everything from just the kind of nut and bolts of learning, learning management, MoD knowledge, manage that quality assure all those kind of things. Who involve all of our all of our company in building and implementing those Ryan. This is this has been this incredibly helpful for me. I know our listeners are going to get a ton of value...

...out of this as well. If somebody's listening to this, they want to stay connected with you, they want to learn more about blueprint. What's the best way for them to go about doing that? They go to our website, which is a bpcs a cob. It's a blueprint products consulting servicescom, but just a four letter acronym. Or they can definitely link up with me on on Linkedin, Ryan Neal. You can find me under blueprint technologies and or reach out direct I think, by, I'm pretty sure, my emails on the road. The website is riot at bpcscom. Ryan. Thank you again so much for your time today. I really appreciate it and looking forward to give us one that you got it. Thanks for having me on. There are lots of ways to build a community and we've chosen to build the bed growth community through this podcast. But because of the way podcasts work, it's really hard to engage with our listeners, and without engagement it's tough to build a great community. So here's what we've decided to do. We're organizing...

...small dinners across the country with our listeners and guests. No sales pitches, no agenda, just great conversations with like minded people. Will Talk Business, will talk family, will talk goals and dreams, will build friendships. So if you'd like to be a part of a BOB growth dinner in a sitting near you, go to be to be growth dinnerscom. That's be to be growth dinnerscom. Thank you so much for listening. Until next time,.

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