Nemerofsky: Where I think we’re strongest today is in three verticals; the first being healthcare and both Acree Daily and Xentry have done a terrific job in the healthcare market. Inside healthcare now, what Acree Daily will add to Xentry’s place in the market is we will have the ability to sell additional solutions to our clients to solve more of their problems – whether it’s nurse call, fire alarms or video systems – we’re now in a position to bring those to our clients. On the Acree Daily side, we have the ability now to bring in an access control technology they’ve never had, so I think between (Xentry and Acree Daily) in healthcare we’ll really start to solve more problems for our clients that we couldn’t before and really differentiate ourselves from the other competitors in the healthcare market. The other verticals would be higher education, which is another compliance-driven market due to the Clery Act. We’ve done a lot there with clients such as Ohio State University where we have complex systems installed. The third market would be the transportation vertical where we’ve been able to put systems in and solve tough problems at places like Miami International Airport and Fort Lauderdale-Hollywood International Airport.
Those are the first three we’ll focus on and we do have views into financial services as one vertical in the near-term roadmap. Obviously, the high-rise and property management business is on our radar as well as retail further down the road.
SIW: What are some of your plans for growing the business in the markets you currently serve and how do you plan to branch out from there?
Nemerofsky: In the markets we currently serve, there are some internal plans and external plans. Internally, we plan on bringing on a VP of sales to help drive a lot of that business, but we’re really in a great situation and to grow our footprint inside where we are, it’s a little bit about selling our solutions to our existing customer base number one. Helping clients that need better service providers or maybe struggle with their existing providers if they’re international or even regional, with our focus around the aforementioned areas… we see ourselves branching out with those Fortune 500 clients, large healthcare associations in the area and large colleges and universities. I see us growing outside our initial footprint in two ways: the first way is by green-fielding and I think our clients will take us there… growing with our existing clients as we help them solve problems across the country. Secondly, our aggressive acquisition plan is recording several acquisitions as we speak right now and we’re hoping to close our next one.
SIW: How does your experience in leading some of the nation’s largest systems integration firms help you in growing and leading Xentry now?
Nemerofsky: I think, in a lot of ways, as you have been through battles before and other businesses before, you’re a little bit more mature and experienced the next time you go through. With different client experiences or internal experiences, whether you’re working with unions, employees or an acquisition or trying to find clients, you’re experiences in doing it in the past helps you learn so you can do it better in the future. And what I know that will add up to for us is getting to our goals much more quickly. I think we’ve got a pretty rock solid plan on where we want to go, how to get there quickly and create an atmosphere at Xentry where there’s a lot of excitement and a lot of passion for the business because we are creating this growth which creates a stable work environment for people and it creates opportunity.