Disrupting the Managed Service Provider Business Model With Sourcepass’ Roli Points

Scott Kinka:

Welcome to this episode of The Bridge. My guest today is Roli Points and we just giggled our way through the Preso Show, so this ought to be fun. She is the co-founder and VP of Strategic Alliances with Sourcepass. Roli, how are you today?

Roli Points:

I am doing fantastic, and thank you for having me today.

Scott Kinka:

Of course. Where are we speaking from? Where are you?

Roli Points:

I’m in Virginia. It’s the best state.

Scott Kinka:

Okay, fantastic. And that is not where the company is headquartered. Are you hybrid?

Roli Points:

We’re hybrid and we support customers who are hybrid or not, but the companies headquartered in Long Island, New York.

Scott Kinka:

Gotcha. We’re gonna come back to working remotely. As people know, that’s a pretty big topic on this show that we get into. But before we get there, when I was doing my research on Sourcepass, you’ve been there for two years and eight months. And it doesn’t take a genius to figure out when we’re recording this, that you chose to effectively start a business during the Pandemic. And we’re gonna explore that in a minute. But let’s just first tell us a little bit about Roli Points, aside from the fact that, obviously, given what I just said, you’re probably a masochist of some kind to have done that, but God bless you, Tell us about you. How did you arrive here at this point?

Roli Points:

Okay, sure. So Scott, I grew up in India. And some of your listeners might relate to this, but when I was growing up in India, there were two professions of any value. You could be a doctor or an engineer. Both my parents are engineers, and I grew up around mainframes playing Frisbee with those discounts. So that led to my career in technology. And very early on I was working as a systems analyst and worked in the wireless industry. And my wonderful kind boss, CEO, decided that I’m much better suited for the business environment, and I couldn’t be more thankful to him, although I think my parents thought they had to support me again and send me a stipend. And so today my superpower, I would say, is really understanding business needs, distilling them down, and helping customers solve their problems. So then I’ve been in companies like Neustar, GoDaddy, and Vonage is where I met the CEO of Sourcepass Chuck Canton. Okay. And since then, we had always been thinking about doing something together in the IT space, and it just so happened that in 2020, we were just, time and place is everything. Right. Opportunity, and we decided to come together to form Sourcepass.

Scott Kinka:

Okay. Fantastic. How about you personally? Are you living in Virginia by yourself, with your family?

Roli Points:

Yes. So my husband, two kids and a dog. Life is wonderful and busy, but I would say I was busy and tired when I was single. Then I got busy and tired when I was married. Then I got busy and tired when I had kids. So life has been absolutely amazing.

Scott Kinka:

I appreciate that. Busy and tired. I’m gonna use that next time I talk to my wife. I’m busy and tired right now. I love that. Fantastic. Tell us a little bit about Sourcepass. So you started right in the height of the pandemic of 2020. Tell us kind of how the genesis began and then describe the company for our listeners, if you would.

Roli Points:

Sure. We wanted to work for ourselves and really disrupt the MSP space. We did a lot of research in this segment. 75% of fortune thousand companies have MSPs that are serving them. There are about 40,000 MSPs in the United States. And we learned that the MSP business, generally speaking, was very regionalized and married to a stack. And we wanted to provide a broad portfolio of technology services to the lower, mid, mid market. So companies that are 50 to maybe 3000, 4,000, 7,000 seat users, there’s a lot of choice available in the enterprise space. So on the mid side, there are lots of companies, the fastest growing sector, but there are a lot of companies that can actually see it as an investment. So really, we started the company for three reasons. One was to provide a broad portfolio of services. We didn’t wanna be married to a stack, we didn’t wanna be regional. We wanted to serve our customers nationwide. We wanted to invest back in people, process and technologies. I’ve had the pleasure of working with some of the best people in my journey, in my career journey. And we wanted to get those people and get that expertise in our company. So, for example, get the best practice leads, right? Use RPA AI, invest back into our operational rigor. And then of course, provided digital experience. So a third one was that a lot of these companies rely on account managers, ad hoc reporting, and manual intervention. So our goal was to create that digital experience platform for this segment, which is really not available today because IT services predominantly are multiple different SKUs, and you are working with thousands of vendors. It’s a very noisy marketplace. So we are privately owned, and we are very excited about this journey. So we have since acquired eight companies. It’s crazy. So I’d say about two years. So we’ve grown from three employees. We have three of us. Chuck, Chuck started the business, and Bruce and I joined him. And from three employees, we’ve gone to 515 employees and 2000 customers. And it has been absolutely fantastic.

Scott Kinka:

Wow. That’s quite a story. I mean, you mentioned the market space that you fill. I think you said something like 50, call it to 3000. And we were talking in the pre-show. I mentioned that I often describe that market as large enough to have an IT department, but small enough to know they have a problem.

Roli Points:

Absolutely.

Scott Kinka:

Has that problem changed? I mean, was the timing of the pandemic part and parcel to the formation of the company? Or did that just give you the opportunity to do it? Or do you think that the problems changed?

Roli Points:

It just gave us the opportunity and we started to think about it. I think that was a really thoughtful time for a lot of people about what they wanted to do in their life and their career. And it was time and place. We’ve been talking about this idea for a very long time. There was somewhat capital in the marketplace. Timing was right, and we wanted to focus on security. So if you remember, the ransomware attacks increased during the pandemic, really cyber insurance and providers started to pay out on these attacks a lot more. We wanted to provide a full service experience. We all had served customers in our lives who wanted that best in suite versus best in breed, right? They don’t wanna deal with 20 vendors or 20 partners on any given day. And we started to think about how we would do it differently. What is in it for our customers, how do we serve our customers end to end? Because it really transcends all facets of your business, right? Internal plumbing, whether you are looking, you can build blocks strategically in terms of SSE or whatever you want it to do, but your IT operations have to be super solid for you to scale.

An Innovative Solution for Streamlining Multi-Platform MSP Services

Scott Kinka:

So can you define, I mean, you mentioned 40,000 or some number like that MSPs in the domestic United States, and I would think if you asked 40,000 of them how to define themselves, you’d probably get 10,000 definitions. Can you define MSP for me, the way that you think about it? And in that, just sort of give us the breadth of services. You don’t need to give us a whole laundry list, but I mean, categorically, how do you describe your service lines?

Roli Points:

Sure. So I define it as an IT services company. So providing managed services, everything from productivity tools, having a knock soc, managing your environments, your Microsoft environment, disaster recovery, taking on level one to level four, depending on whether we become your sole IT provider, or we are in a co-managed environment, right? Even in a co-managed environment, companies who have IT teams, there are mundane facets of it that people don’t really wanna do. There is a lot of stuff that goes behind the scenes, managing your security, patching, you name it, user onboarding, offboarding, which creates that angst. And so I didn’t mention this, but Scott, one of our missions, in our mission statement, is to provide an IT experience our customers love. And because we’re a little bit nimble, we’re able to audit that along the way as we acquire more companies and hire more people. So I’d say from a stack perspective, going back to that, productivity security is very important, right? So from anywhere from XDR, sim, soc standard, zero trust, also going into infrastructure, a lot of the MSPs really outsource infrastructure or whatnot. And we feel like we wanna provide that end-to-end value for our customers because everything touches all these data points, right? And even compliance, we provide compliance services, advisory services, and digital transformation. So if you are implementing,if you’re trying to create a proprietary application that really takes data inputs from multiple different spaces, we can also do that. We have a delivery platform internally.

Scott Kinka:

Got it. Got it. So let me,  I’m gonna make that a little bit smaller and just basically say end user infrastructure and application implementation, monitoring and management. Fair. Perfect. Okay. So, you are both, in some cases, competitive to solution providers who do one thing and also supportive of them in that you Maybe managing, implementing, or being the administrator of their solution.

Roli Points:

Absolutely. Because even if you buy a particular service, you need somebody to implement it. Sometimes you can buy a license, and you need somebody to provide holistic services around it. And we are in the times of AI and automation. So it doesn’t sort of solve the problem of security if you’re just taking data input from one platform, but really not pairing it with other platforms, right? So as your security provider, we can not only be onboard our customers and take all the inventory of everything that’s in their environment, but we also become their advisors as they start to make more decisions based on their IT strategy and business needs.

Scott Kinka:

Totally get it. And it’s interesting. I mean, we talk a lot at Bridgepointe, that as advisors there’s always a gap between the customer’s ability to buy something and where the service provider wants to start. And software’s a really good example. Salesforce is not getting paid to make you a good user of Salesforce,  They’re getting paid to run software and make sure that it’s available to you when you need it. But oftentimes, we as consumers kind of lump the usability, our usability of your product in with the success of the product, is it a fair way for me to describe maybe some of the holes that you guys fill in terms of the customer’s ability to consume multiple platforms? What I’m saying is that, is that a good way to describe it? Like, you’re filling in that space between sort of where the customer ends and where the service provider begins in a lot of places.

Roli Points:

Absolutely. Because to make things work, adoption and execution go hand in hand, right? So absolutely. We don’t care if the customer is married to one platform or another. We wanna make sure that they have business continuity in the end. We wanna make sure that they’re driving their business outcome, and it is just a conduit to do that.

Scott Kinka:

So, one of the complexities obviously in running any IT management business, but in particular in MSP, where maybe you’re not, in every case, the provider of the underlying platform, there’s a lot of windows to look at, right? I mean, the monitoring of these platforms, there’s a lot of places to go to do that. We talked quite a bit in our pre-work about how you guys are trying to solve that sort of the manager of managers or the window of windows into the multiple things that you’re managing for customers. And I’m obviously oversimplifying. Tell me a little bit more about how you guys are trying to attack that as an MSP. It really seems like anytime I’m talking to an MSP of any kind, that always ends up being the conversation. What’s the heads up display you’re looking at?

Roli Points:

Absolutely. I’m glad you asked that question, because generally you go to your account manager, all businesses have tens of hundreds of portals they visit or applications that they have to launch. And so we, as soon as we started Sourcepass, we started developing our digital experience platform. It’s called Quest. And Quest is going to start off as a unifying platform, but eventually it’ll become an open ecosystem for our clients. So initially, even as your customer of an MSP, you have the ticketing platform, you have the invoicing platform, you have your licenses, you have asset reporting, you have LMs, because trust me, a lot of businesses hire people who don’t know how to use Outlook per se, right? So this platform will be their digital experience platform that will have all their invoicing, asset reporting, self-service, LMs, all in one place. So they’ll have an IT inventory to be able to actually use it as an investment versus a necessary evil in their business. And what if you have to spit out some analytics and reports on Sunday morning, you can’t reach your account manager. This would be absolutely invaluable to them. Also, with this platform, it’s just not a GUI based platform. We’re putting a lot of automation behind it. So for example, we have automated user onboarding. Scott, maybe you don’t know this, but to onboard a user, you have to go to multiple different applications, you have to get the licenses, you have to set the right access, you have to get the right type of laptop, right off right type of roles and privileges. All of that, which would take four or five hours for our technicians to do, can be done in minutes. Because one of the biggest pain points for business owners is that first day experience for your employees, right? So, how many times I have nightmare stories of me being on board from not being able to log in to my laptop, having to ship back. And all of that is huge in terms of customer experience and offboarding. What if you have a rogue employee that has to be knocked out of the system in minutes? We can do that in minutes. So that’s one of them.

Disrupting the MSP Landscape Through Holistic Security and Innovative Tools

Scott Kinka:

So a lot of things that you said that it does there, but at its basis, is it effectively kind of like a single sign-on identity management platform for the users as well? Or can the customer bring their own there? Tell me about that kind of idea.

Roli Points:

Both. I’m so glad you asked. So eventually, it’ll be an open marketplace. So for example, you’re managing all the Sourcepass inventory through Quest, but eventually you’ll be able to bring in your other vendors into it. You’ll have one common ecosystem for all your vendor management. Now, you may use a security service from us, but you may have security components of your environment somewhere else. And we believe that you have to look at security holistically. So this platform will ingest all that data into Quest, serve it up, and provide, use AI in the backend to do threat intelligence and things like that, to be able to provide actionable insights.

Scott Kinka:

Is this being developed internally?

Roli Points:

Internally, yes.

Scott Kinka:

And tell me, is it available yet to your customers?

Roli Points:

It’s being rolled out in July. Very excited. It’s in beta. We’ve been interviewing a lot of our customers and the whole pragmatic product journey.

Scott Kinka:

Wow. Oh, so you’re right up against it.

Roli Points:

Yes. And it’s a big differentiator in the marketplace because MSP is sort of a scrappy business, right. And we have the brightest people working on it, and it’s very disruptive in the marketplace. I’m so excited.

Scott Kinka:

Is there intent to sell the platform as a platform, or is that only when it’s embedded with your services as an MSP?

Roli Points:

We’ve talked about it. That is all I’ll say right now.

Scott Kinka:

Got it. So not yet. You’re gonna keep your secret sauce as your secret sauce, but there’s potentially an opportunity to work with other MSP partners maybe in the future as you, as you consider what that is.

Roli Points:

It’s our secret with our thousands of customers. Yes.

Scott Kinka:

Yeah. I got it. I understand. It’s a business. I find your story super interesting, right? Because of all the ways to think about it, it’s hard, it’s one of the pros, one of, if not the hardest way to be a service provider, right? Is down at sort of the multi-platform MSP level. I don’t mean to imply that it’s the ugly work, but it’s the heavy lifting, right? It’s at the end of the day, it’s, and it’s oftentimes challenging to find partners who are willing to do it sort of at the level that Sourcepass is willing to do on a per head, on a per server, on a per location basis, on platforms that maybe you didn’t help the customer acquire which is really a super interesting way of approaching the market. Those acquisitions, were they made prior? were they made for skillset? Were they made for a regionality? A little bit of all of like, what’s the current coverage of the company from both the geographic perspective and I would say sort of a time zone and hours coverage perspective.

Roli Points:

So our first acquisition, it took us a year and a half to make. And we were really diligently looking for our first acquisition to be operationally completely solid. Our strategy was to find a smaller MSP that was of course profitable, but also operationally very well set up so we could bolt on all the other acquisitions on top of that. And these other acquisitions actually have lent to our story of a broad portfolio. Every time we make an acquisition, we acquire a technology, we acquire a customer base that uses that technology. So primarily, we started to create a footprint in the Northeast. We’ve made one acquisition in the mid-Atlantic, and our latest acquisition is in Denver, which is the company that we recently closed. So market share our, our CEO says we wanna be in all NFL markets. So that’s the strategy. But we also made an acquisition in the dynamic space. So as I mentioned, a broad portfolio creates that value for our customers. So IT services, but also value added services where it makes sense. So we acquired a company in New York City that provides dynamic services.

Scott Kinka:

Got it. Got it. And you are already, as you mentioned, managing productivity suites, particularly around the Microsoft portfolio? Are you ACSP for your customers on the Microsoft Suite?

Roli Points:

We are.

Scott Kinka:

Got it. Okay. Super interesting. Because that’s one where we do a lot with Microsoft as well, and they’re an essential brand in any business at this point, but nobody wants to call them at the end of the day. And in fact, they don’t want you to call them, is the reality of the situation. So you can operate as a CSP for businesses that you are providing the MSP services for, you can take over the licensing, the invoicing, and then the director, all of that, all of that customer support on Microsoft productivity,

Roli Points:

All of that. Yes. Okay. We have customers on Google Cloud too, but primarily, of course, Microsoft is pretty dominant in that market. Sure.

Building an M&A Powerhouse: Retaining Employees and Delivering Intimacy at Scale

Scott Kinka:

Let’s talk about you guys as a company a little bit. I mean, this was an organization that was constructed out of eight acquisitions founded in the height of the pandemic. How is it that you guys work today? Are you all remote? Are you hybrid? What’s the long-term plan? Share a little bit.

Roli Points:

So we are hybrid right now. We believe in hiring the best people to make our company better. We are also incorporated overseas, so most of our service is done by W2 employees. And most of our customers are served by W2 employees around the sun. We believe in a hybrid workplace. But I will say, because I’ve noticed that a lot of these companies, these people have long-term relationships with their employees.In these MSPs that we acquired, these companies, these people have stayed together, seen marriages, birth of their kids together. Yeah. And they love to meet each other. So we have offices where we do cultural events, potlucks and things like that. And they love to come into the office. And we’re also looking to expand into a big office in Long Island, because now we have three disparate offices right now, but we’re hybrid first, and we serve customers who are hybrid or not. So for us, we use technology to its best.

Scott Kinka:

Got it. Got it. Understood. Do you have any words of wisdom for companies? Let’s just forget the fact that you’re in technology for a minute. You are users of technology and you’ve acquired eight businesses since the pandemic. So you could treat this one of two ways, and maybe I’ll ask you both questions, but it depends on how you want to answer. Words of wisdom and or that converse to that, maybe mistakes that you’re willing to share that you’ve made that maybe you might have handled a little bit differently as it relates to the topic of hybrid work and people and culture and all the things that everybody’s struggling with right now.

Roli Points:

I’d say communication is key. We were all so busy making these acquisitions work and these companies coming together. I think we learned periodic communication, that people wanna know and be in the know and have proactive events that they can come and get together was one of the things we talked about from the employee satisfaction and improvement. We rolled out performance improvement, like, not performance improvement, but sort of plans to reward employees, a lot of those town halls and things like that for them to mingle with each other. So that came after a couple acquisitions, right? Those were one of those areas where we started out. We did okay, but now we’re doing much better from what not to do. I think to be completely candid, when we’re making these acquisitions and the employees come to know that they’re being acquired we’ve learned to do very proactive communication because not knowing creates that angst and no news is sometimes not good news. It’s bad news. And so that is that area where they know that their company was acquired and they feel like they are in a somewhat uncertain time zone. And so we do very consciously, we make an effort to be there in that office, communicate, meet with the employees, our HR, our marketing, our communications, all that is really focused on making sure that team feels really welcomed.

Scott Kinka:

Got it. Got it. In our advisory space there’s quite a bit of consolidation that’s gone on over the last year as well. We say all the time in our company, it’s easy to buy businesses, it’s tough to integrate them. And in a lot of ways, sometimes the way to handle the integration is to not integrate. Change the name on the door, give everybody a similar email address, but let them run. We often do have the debate, and I think everyone’s a little bit different, but we do have the debate about being prescriptive about where there are opportunities for organizational synergy. And I don’t mean synergy in terms of losing people. I don’t mean that. I mean more like, you have a company over here and it has a group that does one thing and you just bought another company over here, and they have a group that does the same thing. I mean, it’s a lot to do in a two and a half year window, let’s be honest. And I’m sure the last two have gone a whole hell of a lot better than the first two. But as you’re doing them, I mean, you provide in some cases, like you bought the Dynamics company, they do something different. But if you wanna be in all the major NFL cities. So let’s say you go down to Texas and you buy an MSP that you like in Dallas, and they do a very similar thing to what you do in Denver and on Long Island. Do you sort of go in very early to try to create peer groups and develop that connective tissue immediately between people that do the same thing? Or do you like to sort of let them mull a little bit and sort of get used to being part of the broader company and let those opportunities present themselves over time? Or is that, is it too hard a question to answer? Because everyone’s so unique.

Roli Points:

There is a uniqueness to each of these entities that we have sort of rolled into the Sourcepass umbrella. And we have a dedicated M&A team, a due diligence team and they have a very good understanding of how Sourcepass works. So there is a lot of that work that goes into it, there’s a lot of due diligence, post diligence work, and advice and guidance that is obtained from that in terms of how those synergies, not cost savings, but how people have to be rolled in where they fit best. But generally speaking, Scott, MSP businesses run by one or two smart engineers on lean businesses. They’re already at capacity, so they’re not businesses that have fluff for. So it’s been great because generally speaking, we have the owners and we have, I’d say 90 to 95% of employees and customers still with us.

Scott Kinka:

And that’s so important in an MSP. I mean, the reality of it is, yeah, I mean, you have products, but you are a people company at the core. The customer who enjoys your services, I think you said love and IT in the same sentence earlier, which oftentimes are never in the same sentence. The peoplewho people love are the individuals that they call and they know that they know their business and they’re gonna get you, that’s amazing. You’ve managed to retain 95% of the people in the businesses you’ve acquired. That’s a heavy lift in an MSP business. I think that’s a feather in the cap of what sounds like not only experienced business people, but experienced buyers which I think is really important. It’s impressive to hear you say you have an M&A team. I always kind of chuckle because I feel like in a lot of ways, sometimes M&A just happens to a company as opposed to it being a prescriptive choice, a thing you do, approaching it with a process, ending it with a kinda roadmap for how you’re gonna do the integration. Walking in with a strategy, sharing with the employees what the strategy is. You mean X to us in the Y market, we’re gonna do Z things with you. You’re important to us for these reasons. I mean, it takes experience to be able to do that. And for you, for you all to have maintained 95% of the employees as you’ve rolled up eight companies in two years, is really impressive. So congratulations to you on building an awesome business.

Roli Points:

Thank you. And we have this model called Intimacy at scale, because even our customers love to do business with us because they know us, the team that we acquired, the team that has been serving them. So we have sort of a group of people managing a group of customers. We call it intimacy at scale. And Scott, today, our customers have been with us for 10 plus years, and I joke about this, but it’s not really a joke. They consult our advisors along the way. And I say that if they’re buying a refrigerator, they might even ask our advisor, which one do you have at home? And so that is hard to do. It’s resource intensive, but as I mentioned, we are privately owned, we’re not losing control and we’re not writing a check every month. So it’s where the basic tenant was to invest back into the business to provide that benefit to the customer.

Scott Kinka:

Well, and look, you went into a business with the design of being an MSP. It’s not like MSP businesses are super resource intensive when you do something else and you try to be an MSP. But you’re going in with the expectations of your margin being based around the humans that are delivering intimacy at scale. I love that intimacy at scale. I saw when you said that I looked over at our producer who was jotting that down. I know he’s gonna pull that one out for a quotable. Let’s have some fun and we’ll wrap it up- ’cause we’re tapping up against the top of the hour. Couple kinds of fun questions. Are you okay with that?

Roli Points:

Absolutely.

Tech’s Future: The Rise of Holistic Security and Predictive Analysis

Scott Kinka:

Alright. So this one is sort of the bridge question, pun intended on the name, but between the tech and the fun, and you can answer it whatever way you want. Make a shameless prediction about the next 18 to 24 months for us, whether it’s in tech or entertainment, politics, sports, you name it. Up to you.

Roli Points:

I’ll make one tech and make one self-serving. On the tech side, I think about security. I’ve done a lot of research in security, so security became a concern when insurance companies started paying out on events and cyber liability insurance is through the roof. It’s a big concern. Security is a big concern for all our customers. If you ever interview customers, business owners, security, stop of mind. And today, even though 70% of this segment think security’s important, but 30% only really invests in it, it’s kind of a nice to have. They don’t really wanna put the money there. And I think security will be like buying Microsoft licenses. You just don’t have an option. And as we move forward security will not just be your MSP, it’ll be your holistic security. And Quest eventually will be able to do that, but many other platforms will be able to digest data from multiple different resources to provide that predictive analysis, proactive monitoring, and look at devices, company places, everything to be able to provide a holistic 360 view on your security.

Scott Kinka:

Got it. I mean, listen, I agree particularly in what you were saying about cyber insurance. I mean, it used to be that you just said, Hey, this is complicated. I can’t solve every situation, so I’ll just paper it up with insurance. Right? I mean, and the reality of it is, is that you’re not gonna be able to acquire insurance. Like I said, the premium is through the roof without demonstrating that you’re doing, you’re not expected to be perfect because zero day is zero day. But you are expected in compliance and with your cyber insurance carrier that you’re doing appropriate things. And, the industry expects things that you have them documented that you can demonstrate that you do them, and that you can show and provide logs and all the things that are necessary and do them now when the inevitable happens.

Roli Points:

Right. And do them. Now there was a time where you could just say, I’m looking at it. Right? Yeah. And insurance questionnaires like crowdsourcing every time the insurance company pays on an event, it’s in the questionnaire.

Scott Kinka:

I like that. Every time an insurance company pays on an event, it becomes a question that gets added to the questionnaire. I love that. I was gonna ask you this one early on and I neglected to do it, but is there any sort of business reading you’re doing right now that you’d share with everybody? Anything that’s on the end table?

Roli Points:

I’m reading this book called Stolen Focus by Johann Hari and I see myself doing multitasking, which is not multitasking in his words, he says, we switch tasks. And it’s very interesting. He says all your parts of body actually create, your eyes and nose, but your brain does too. And we just don’t get enough sleep during the day for our brain to categorize our day’s events and to be able to just process everything. So it’s a very interesting book about attention span and the impact of technology on humans and how we’re not able to even read long books anymore.

Scott Kinka:

Yeah, it’s really wild. One of the niftiest little tools that I have ever come up with from a productivity perspective is just churning on the auto time block functionality. I forget what the actual functionality is called in Office 365. I just tell it like, find me five hours a week, mark him as focused. Because if I didn’t do that, I would literally just be reacting to email. I feel like phone call to phone, email to email. It’s really, all right. I’m gonna check that book out. Last one, here’s the most fun one. Well you don’t have to answer it. We’ve gotten some fun answers. Let’s assume that the next pandemic, dystopian event, robots take over the world, whatever it is, and you have one remaining functioning app working on your mobile device, what would it be?

Roli Points:

Okay, so if we’re in a pandemic like 2020, I’d like it to be a phone. But if you are in an apocalypse, is there an app that teaches you how to live by the Apocalypse ? It’d be my book reader. It’d be my audible or until the Battery does.

Scott Kinka:

It’s funny. And I don’t provide any, I ask this question to every one of our guests and I don’t provide any guidance on it. So the answers have been fun, one person’s like, I need my ESPN app. And then we got into like, well, if no one’s playing sports, how important is that? We had a really interesting one that just said, listen, if nothing else is going on and it was truly dystopian, just let my flashlight still work.

Roli Points:

That’s awesome.

Scott Kinka:

Which I thought was a good answer also. I can’t remember who that was, but I like it. The book reader came up. You’re like, if I’ve got a lot of time by myself, I gotta have something to do to stimulate my mind. Right. So as a book reader, I love it. Well, this has been awesome, Roli. If anyone who’s listening wants to find out a little bit more about Sourcepass, what would you recommend that they do?

Roli Points:

Please visit sourcepass.com. Our LinkedIn page, Sourcepass. And then you can reach me anytime at rpoints@sourcepass.com. So rpoints@sourcepass.com or reach out to Scott.

Scott Kinka:

Yeah. Fantastic. Yeah, and we would love to, obviously we have a burgeoning partnership between Sourcepass and Bridgepoint. And our strategists all over the country are happy to engage you with the Sourcepass team. So to our listeners, hope that happens. And for all of you, thank you for taking the time to listen to this episode. Really thank you for your time. This has been a lot of fun. I really appreciate it.

Roli Points:

Thank you very much, Scott. It’s so much fun to be here. Really appreciate the opportunity.