Julie Garrison, President, Tapuz Inc. Staffing Services
Julie proudly hails from Tucson, Arizona where she graduated from the University of Arizona. Julie helped to launch and operate a Manhattan / Midtown West, 500-person capacity, event space called 404. Julie played a crucial role in turning 404 into a premier venue in New York City, hosting over 200 high-end corporate and social events annually. She simultaneously oversaw the launching of Mint Catering, a full-service, off-premise, event catering company. Mint Catering produced countless successful events throughout the New York City tri-state area.
Throughout her years running 404 and Mint Catering, she hired, trained, managed and scheduled her own event staff, as well as managed the outsourcing of staff. She found she enjoyed the element of working with event staff who were the key component to producing successful events. Therefore, Julie moved her focus to Tapuz and the event staffing industry. She brings her event, hospitality, and food / beverage service knowledge, along with her staffing expertise, to oversee Tapuz. In her spare time she may be found doing something active outdoors or, more likely, listening to true crime podcasts!
AUTOMATED EPISODE TRANSCRIPT
[00:00:01] You're listening to Scaling Up Services where we speak with entrepreneurs authors business experts and thought leaders to give you the knowledge and insights you need to scale your service based business faster and easier. And now here is your host Business Coach Bruce Eckfeldt.
[00:00:22] Are you a CEO looking to scale your company faster and easier. Checkout Thrive Roundtable thrive combines a moderated peer group mastermind expert one on one coaching access to proven growth tools and a 24/7 support community created by Inc award winning CEO and certified scaling up business coach Bruce Eckfeldt. Thrive will help you grow your business more quickly and with less drama. For more details about the program, visit eckfeldt.com/thrive . That’s E C K F E L D T. com / thrive.
[00:00:40] Welcome, everyone. This isSscaling up Services. I'm Bruce Eckfeldt. I'm your host. And our guest today is Julie Garrison. She is president at Tapuz, which is a staffing agency. We're going to learn a little bit more about the business that Julie's put together in helping companies find staff for events for various needs that they have. Can talking about the business, how it's evolved, how she's working it today, her ability to work in multiple locations so we can talk a little bit about what she's been able to achieve in terms of having grown the business and manage the business and get involved in some other businesses. I think that's a goal for a lot of people listening to this program is how do they become a little less geographically tied to everything going on in the business and how do they get involved in other ventures as they see opportunity to make life both interesting and hopefully profitable and expand their entrepreneurial worlds with that. Julie, welcome to the program.
[00:01:25] Thank you for having me.
[00:01:27] So, yes. So always a pleasure. And that actually. Full disclosure, Julie and I have known each other for a while and we've worked together in various capacities over the years. So I know a little bit about the business, a little bit out of her background. And I'm excited to talk about this. But why don't we start with just kind of how you just got into this? You've been running to push for four or five years now. I can't remember exactly when you started, but what were you doing before and how did this come up? Most curious how people start businesses and why they start businesses. But how did it work for you?
[00:01:52] Sure. So I sort of convoluted story, but essentially I grew up in Arizona, graduated with a theater degree. Deville moved to New York thing to pursue acting. And that led me to sort of the hospitality path of serving, bartending, all of that sort of. I got tired of not having health insurance and all those things. I was like, I need a real job and was able to sort of partner in on a restaurant venture with a group I had been working with. And that restaurant venture we quickly realized was not a good restaurant, but had potential to be a really good event space, which I really didn't know anything about at the time. But as we know, real estate in New York City is hard to come by big real estate. So we ended up just sort of having the business initially come to us and we had to create this messy influx of new business into, you know, viable, growing business. So then essentially started an events space in midtown Manhattan. We then launched a catering company that did work throughout the Tri-State area as well as the event space. And I did that for approximately 10 years or so. And so then I became sort of an expert in the event field.
[00:03:17] But, you know, the Hardwick School of Hard Knocks, as I like to say.
[00:03:22] Yeah. And so then I got a lot of staffing issues during that time when we did it. And all internally, it's its own whole ballgame to hire as many people as you need, trained them and retain them, etc. And then we outsourced it a handful of times to other outside companies because we didn't want to deal with it. And that was never really successful.
[00:03:47] So eventually when I sort of those businesses were sort of coming to RYFLE closed with leases and such as that sort of thing. And I was also I had been heavy into production of events for 10 years at this point. So I was tired. Yeah, a lot of really early mornings, really late nights all the time. I mean, constant, you know. So this point I was like, you know, and I like the staffing element of it. I like to find the talent coach the talent, keep them employed. And I personally enjoyed and selfishly don't have to be the one producing that on site. So I sort of Segway into that. And that became hospitality based staffing agency persay in the Tri-State area.
[00:04:35] Yeah. Got it. Well, and I'd like the kind of new business born of needs that you're seeing, you know, and problems that are being unserved or unmet, you know, by the industry. And then, you know, deciding that that's gonna be the next step is really okay. Let's build a business around this problem, a pretty sort of classic story in terms of how people got to the business.
[00:04:52] And also a lot of people end up gonna get to get a business sideways. You know, they they basically they create a business. And before they know it, they've got it going a going concern that they can they can actually leverage.
[00:05:02] So I guess in terms of my short answer is always by accident.
[00:05:07] Because any any kind of bigger picture learning is either about, you know yourself or about the process of becoming an entrepreneur through that.
[00:05:14] And, you know, having been both on the kind of the employee side or the being part of a team versus leading a company, the things that you've learned are things that you've seen as different between those different roles.
[00:05:23] Yeah, for sure. It's interesting you ask that because a lot of people, when they talk to me about this, they think that I'm going to be like, go into business.
[00:05:33] So like, yeah, rah, rah, rah. I'm never like that because it's hard. It's not easy.
[00:05:41] The buck stops with you. You're the one that's ultimately responsible for everything. You don't get to clock out. You know, those are the sort of negatives. Not that I need to classify it as positive or negative, but it's challenging. It was easy for me to make that leap when I did because I was young and I had nothing going on and nothing to lose. So that was an easy choice at that point in my life. At other stages in my life, I might not have made that same decision. So I've seen other people jump into the entrepreneurial path at other points in their life, and it scares me a little bit. However, now that I've been doing it for so long, there's probably it would probably be very difficult for me to step into her traditional role of employment because I have freedom of schedule and choice of what I'm doing when I'm doing it.
[00:06:35] And that's really to me, the reason that I continue to do it, that it's sort of, you know, something that a lot of people never get to do for their entire working life, which is most of their life. So I don't know if that answered your question.
[00:06:51] I think it does. And I think the kind of the sober assessment of what it's like to start a business and be a be a founder and ultimately be a CEO is is a good one. Because I think about I always say you have to be a little delusional to start a business. Right. Because look at the statistics, the data, the success rate is is so poor on average that, you know, it's not actually a rational decision. Right. You almost need to be irrational, a little delusional to want to get into it. But and I think, you know, kind of acknowledging that you're doing it at different times over life, both in terms of kind of your age and your ability to kind of tolerate certain certain physical schedule or. Exactly. Yeah. And what you have at risk? I think that that is a really fascinating one, is that, you know, when you're when you're younger and you don't, you know, you're not you can take bigger risks in many respects. It is harder when you get older. Right. You've got more commitments. You've got, you know, more people reliant upon, you know, more people that be affected if things don't go well.
[00:07:44] So I think it's important when talking time to earn money later. You have a whole nine yards.
[00:07:49] Now, the one thing that's curious or that I find interesting in your case is one of the things I hear people complain a lot about is service based businesses is having to manage people, you know, because, you know, the idea that your business would be much easier without employees and without clients. Because then I wouldn't have to deal with people who are just like in the people business.
[00:08:07] There's a lot of people olympic-sized pool of people.
[00:08:12] What do you think allows you or has served you well in terms of being able to manage that kind of business that is so people intensive and so dynamic around the people intensive sort of aspect of the business? What do you think gives you the tools or allows you to be successful in terms of either how you think or your skills or your approach or mindset? Tell me a little. Give me a little insight on that.
[00:08:34] That's a good question. I would say off the top of my head that I think you have to have the ability to put yourself in other people's shoes. But really, I mean, not like hypothetically, like like it's sort of maybe see their point. I think you have to really be able to say, you know what this is? This is probably how this person is thinking or feeling and this is why and be able to really be empathetic to other people, because there's so many situations that come up with staff and clients and the combination of them. And so it's not just you can't just decide this is the way it is. And that's how it works. It's not that simple. So you have to then take everybody's real, their point of view and try to merge those and come to some type of, you know, medium. So I would say, like off the top of my head, that's probably part of it. So I'm also, you know, training my management staff a lot. It's a really fine line. You have to have so many policies in place and you have to have communicated those policies and you have to fall back on them.
[00:09:51] And that's the only way you can deal with, you know, how you operate, how you pay, how you discipline, how you hire, how you fire, you know, all those things that you have to have those. But you're also dealing with human beings. And so there's a whole lot of. Reasonable flexibility that has to be involved for all of those from dealing with clients to staff. Because you're dealing with people and so it's not black and white. It's not a product. You know, it's it's all sort of in a gray area.
[00:10:22] Yeah, no, it does. I mean, I think that that whole idea of putting yourself in other people's shoes or really, really working to understand what is going on for this person, not that I need to, you know, accept their position or condone certain behavior or agree with them necessarily. But you need to start with a really true, honest understanding of. Where are they coming from? What what position are they in that is causing them to either want this or do this or say this? And I think until you really do that work and you really get clear on that, it's gonna be hard to come up with an effective solution. Again, it's not that you need to agree with everything you know.
[00:10:57] Agreement is not say you don't, but you have to. Yeah. Even if it changes just how you're communicating from from being able to sort of understand what they're doing and then adjusting your communication. Still delivering the same message. But in a different way.
[00:11:12] Yeah. And I like the policy stuff too, is that you get clear on what are your expectations, what are the rules of the road for you and your organization and communicating that early and clearly and getting agreement at that front so you don't have to do that, you know? All right. Well, now we have to switch. Now we have a situation and now we have to kind of create a policy retroactively. And, you know, that's always a nightmare. I guess. What? What have you learned about that process in terms of, you know, what policies to put in place? What where do you really kind of focus? Where do you let things be a little looser?
[00:11:42] What's been the strategy in developing good kind of rules of the road in terms of creating an effective organization that like I would say for us, it's then it's also was, you know, a little bit of a learning process to get to that point, because like you said, a lot of it is something happens and there's your policy, you know, not all of it. You know the basics, but you're like, oh, I never thought this would happen, especially when dealing with people. It happened. OK. What's our immediate policy moving forward? So there is definitely that sort of thing in the beginning. I think we have a ton of policies with both our clients and our staff. I think a key part is communicating them as effectively as possible to a normal degree. So for us, I think with the staff in particular, like we have a online onboarding system, we have a multi-fold interview process, and then once they come on, we have an online onboarding system and they're exposed to all of our paperwork and all of these policies right there. And they're electronically signing them right there. We're then sharing those documents with them inevitably throughout their employment, like through a shared system. So they always have access to them, but then they come in for an actual training, a paid trip, any.
[00:13:02] And we basically are reading Slash and it's sort of an interactive to some degree training session, the same things. And we start off by saying we are you've already been exposed to this. You've already signed this. But now we're gonna talk about it again. And then we go through this whole process and talk about it. And then we still have to remind and highlight things continually. So that's not that's not enough. What I just said, you still have to then go, OK. There's this pattern we see this is happening, whatever it is. People are late. People are doing it. It's like. So then we're like, all right, let's do company memo. Is that going to work if it doesn't work? It means we don't have an effective plan in place. So then we are one of our core values is being open to continual improvement. So if something's not working, we are going to change our policies to try to fix it. So that might mean, you know what, we're going to have to have a different policy in terms of, you know, reprimand for being tardy. I'm just making this particular one. And then we have to update all the documents re communicate that with all the staff, and then we're enforcing that and then the re sort of touching base.
[00:14:17] We try to mix that up, too. So it's not just like a memo. We might do a newsletter. We might send a push notification through our scheduling platform. Sometimes it's light in tone and like, hey, here's a friendly reminder. Happy Valentine's Day or, you know, whatever, you know. And sometimes it's not sometimes it's like this is becoming a problem. This is severe, blah, blah, blah. And then lastly, when those policies are broken, we then have reminders specifically at that point, which could be a friendly reminder depending on the situation. Or it could be up to termination. So then we're saying, hey, you know, X, Y, Z, this happened. And you had this. You signed it. We talked about it. You've been reminded about it. This is what happened. So I think maybe that's the key for us is to. Make sure it's delivered in multiple ways and continuously to some degree. If you send too much information, nobody's going to read anything you're sending.
[00:15:18] So careful about it. Yeah. I think it's true.
[00:15:24] I mean, I was one of my favorite phrases. The challenge with communication is the illusion that it's occurred.
[00:15:29] Right. So just. Just because just because you said the league. Just because, you know, you've had someone signs up saying, you know, it means you can kind of hold them accountable for the information, but it doesn't necessarily mean that they actually know the information. So I think that strategy of having, you know, multiple opportunities or multiple communication modes and technology is and, you know, having the you read the paper, you watch the video, you would come in and you talk about it. You know, you listen to audio, just knowing that people learn things different ways or communicate differently and give you given the multiple modalities of communication and then hitting it multiple times. Right. Just because you said it once doesn't mean that they're gonna get it right. Sometimes you need to. I think that data or someone has I think it takes six times. You need to say something six times before people really understand. Yeah. And then choosing right. And knowing that, you know, if I give them two hundred and forty eight pieces of information all at once, the chances are they're not going to. Then I can remember any of it. Whereas if I can highlight a couple of things at a time and really get them to focus, I'm probably going to get more, more effectiveness. One thing you mentioned there too, which I thought was was interesting and I talk a lot about this with clients, as is the problem I see is a lot of a lot of people go. A lot of managers, a lot of executives go from zero to 60 very quickly, meaning that they they finally something happens and they trigger and they get into doing a pep or, you know, personal improvement plan or put people on warnings all of a sudden.
[00:16:48] And people get kind of shocked. They're like, well, I didn't know this is an issue. I didn't say anything before it. And the fact is, they they don't know a lot of executives, a lot of managers just kind of wait and wait and wait. And it builds up and they kind of they snap and they they go into a very kind of extreme mode, you know, instead of really just kind of, hey, you know what? I wanted to give you a little bit of feedback. I notice this thing happened. I want to make sure this isn't a problem. And they just keep it casual in the beginning and then kind of slowly escalated over time. You mentioned that a little bit, that there's this kind of like, where are we in the cycle? And is this just a friendly reminder or is this, you know, look, you're either terminated or, you know, if this happens again, you're gonna be terminated. How have you kind of learned or what is the systems you've kind of put in place to be able to do that kind of early course correction? So you have less of those kind of big dramatic kind of conversations that you need to have when something's kind of escalated to that point.
[00:17:37] Another great point, I think for us it's tracking what's going on. So it's you know, we know how many times somebody has done some type of infraction. So we're tracking that through a software program. So we are all my management team is awesome and they have good judgment and they've been with me a long time.
[00:18:02] And so we know when something's happening, the first thing we're doing is we're looking at that system and we're saying, OK, this is so and so. This is what's going on. If it's the first time and it's not a serious issue or it's the second time and they've been employed with us for a year and it's not a big deal, we're not going to probably say to them beyond acknowledging that it happened, to be honest. So we're going to keep it friendly and noted, you know, whatever we hope something is. So feeling better, you know, whatever is going on. See you soon, though. We're not going to be making anyone feel bad at that point. We're also looking at things like how often have they been working with us? What kind of reviews are they getting? So we're working our judgment in terms of is this there's something to follow. So then same thing we now know when there's been multiple offenses, you know, it's starting to become a pattern or maybe this is the fifth time this has happened in five months and that looks like the start of a pattern. So then we're gonna give a warning.
[00:19:05] And at that point, it should be probably neutral again, depending on the offense. But, you know, we'll be like, hey, this is it again because we have it recorded. We're gonna say these things have been on this date. Just you know what? You know, this is our policy, blah, blah, blah. You know, try to please change this behavior, etc. You know, not that exact verbiage and keep it light. And then it's pretty simple at that point they've been warned. With that, we might have treated as a final warning depending on the infraction. So we're still getting people chances to improve. And then at that point, termination is just sort of an automated type of, you know, because if they do it again, they've seen everything. We've given them a chance. We've given them a warning. So at that point, it's really hey, sorry. You know, we don't say sorry. We say, hey, this is the last communication we had per our policies done. Best of luck. So I guess for us, it's tracking it so that we can look and gauge what an appropriate response. For this person and this circumstance, when I like that idea.
[00:20:11] No surprises, I like it when you get to the point of having to terminate somebody.
[00:20:15] They should know before you do that they're being terminated because they knew the rules and they happened. And, you know, it should be obvious and prepared and expected at that point. I think that's a that's a good kind of rule or a good strategy or good.
[00:20:27] And then to clarify, you know, of course, like there's some things that are more severe than others that you don't have that luxury of having that slow build up. And then you then you have to, you know, throw in into this is the policy. This is a severe offense. Yeah. Yeah.
[00:20:42] Yeah. I think all of that becomes so much easier because you know what? The fact is this stuff's going to happen. Right. Like even the best organizations. These are things that come up and you need to deal with it. But if you've got, you know, good policies in place that have been effectively communicated and maintained and enforced over time, this becomes almost, you know, just a system that executes itself. You don't you avoid a lot of the drama. Well, while the conversations can be dramatic, that the process does not have to be dramatic. So interesting. So to talk to us a little bit about from a strategy point of view, how you've kind of evolved and, you know, most curious how people have kind of figured out who their best customers are. In your case, some of the best types of events, why they're the best type of events, like what you end up looking for and why it serves, why it's a good type of situation and what not to do.
[00:21:29] Over the years, there's so many good things.
[00:21:33] So I would say that we have a pretty broad range of different types of clients working in the hospitality realm and events. And it's not all so of A.M.A.. Some of it is, you know, like a Pop-Up shopper, you know, registration staff for a concert venue. So it's like a broad spectrum. What I have found is a good match for our clients with us.
[00:21:59] If they have to have a similar philosophy and attitude that myself, the company and the management team has in terms of realizing that we are dealing with people, they have to have the the same expectations that we can deliver. So we're very clear about what we can deliver and how we can deliver it.
[00:22:25] And there's a lot of people that totally get it. They understand it, and that's what they need. And so we're delivering them the product that they need. And then there are some people that really actually need a different product. So I've I've sort of dug in the hard way, learn how to initially went, you know, talking with a client or when my team's talking with a new client can clearly communicating like what what it is that we do and how we do it. And if somebody is saying certain certain things, you know, we might direct them in a different direction because it's not it's not their expectation.
[00:23:03] So like if somebody wants a really very curated staffing experience and they're like, you know, we want X, Y, Z, they're telling you from A to Z.
[00:23:15] What they want their people to say, do B where the whole nine yards, then they are they want someone on site, a management person site, every single shift. You know, that's just one example. That's not really what we do. We couldn't do it. But that's a whole special project and it's not send already vetted temp staff that wears our dress code and follows our policy.
[00:23:38] So what they really want is they want a dedicated H.R. manager to hire their own staff, train their staff and manage their staff onsite every day. So they really want an internal structure and an internal system for their staff. They just don't want to hire that person to do it.
[00:23:56] So I'll literally tell people that nicely and I'll say, so what you're doing, I'm like, we could do that. We could have a dedicated H.R. person that's going to just work for you and do that. But otherwise, if you just are going to order our staff, I'm doing air quotes. You know, you're gonna get great staff. You know, this is what the staff's going to be. But you're gonna have a lot of them there. You know, there's a very large roster to fulfill all our needs. You can send feedback. You can say who you want to see again and who not. We can't guarantee all of their availability for you. You know, our managers are not going to be onsite for larger events and still be there checking staff in. If you want a event, captain, to manage the event, you can order that through us. But it's not going to be me or my, you know, hiring manager. So clearly sort of just explaining what it is we do.
[00:24:49] And if something's outside of that, we could customize it. But what I found is usually people don't want that. They want what I'm saying. And then I, you know, be like, well, here's the headhunter that I know. Why don't you hire yourself, you know, an H.R. manager. So. Kind of guiding them to what they need. If that answers your question, no, it it does.
[00:25:11] I think it's a good strategy. I think something that sometimes takes people a while to learn, which is know you can't do everything or you can try. It's kind of like you can do anything you want, just not everything you want. And getting good at getting clear on what your best customer or best project best client is and really focusing on that. And then, you know, everyone else that comes to you, either figure out how to convert them into the best customer. Right. In terms of, you know, educating them and explaining to them why your way of doing things is really going to be a better, better solution for them because of what they ultimately want or the complexity is around trying to do it themselves or doing in an alternate way. And we're both. Yeah. Cost and risk, you know, drama. And then having having some good referral partners. I mean, I do this a lot as a coach when someone comes to me and it's it's just not a great fit for me.
[00:26:00] But I may know someone who actually is a great fit. And I'll I'll do referrals because at the end of the day, you know, you want to be a a solution provider, even if it's not you giving them a solution to their problems is going to increase the likelihood that they recommend you to all the people that when they have a future need that is more in line with what you need, that they're gonna call you back. And for the people they are referring to. I mean, that's it ends up creating a nice referral network, right. So that you get the right clients, that the right people and vice versa.
[00:26:25] So you're gonna get referrals coming the other way when they have you know, when they see opportunities that are a better fit for you. So, you know, good strategies.
[00:26:31] So one last question I wanted to do on this one is I know that, you know, most your business now is in the Tri-State area around New York City, but you're able to spend some time outside of New York City on a regular basis. And I know a lot of people who run service companies who are shackled surely to their to their operations.
[00:26:48] And the whole idea of even taking a weekend away could be kind of a dream to folks.
[00:26:53] I guess what have you done in terms of the business, how you've operated it, managed it, put the right people in place so that you can take can take extended periods of time away from New York City and not have the business, you know, falter or deteriorate. What is that process like for you? What have you learned?
[00:27:07] I've learned so much from it. I think what it's actually the first thing when you're asking me that's the first thing I was thinking of was that I actually feel that the business runs better since I have spent more time away. Funny how that works. And it's because I'm still very much in the know because I talk to my management team daily multiple times, email, phone calls, video calls, you name it. So I'm I'm part of it. But they're the ones that are doing the work. And they're a great team. And they wouldn't have their goals if they weren't doing a stellar job. And I trust them to do it. So they do it. They like the responsibility. They like the trust.
[00:27:58] But again, there's processes in place. A lot of communication. So they're constantly touching base with me in an organized fashion, but they're the ones that are doing the work. If additional work is needed, then it means I need to hire another management team member and or rearrange their current roles and positions, because I really think the lead of a company persay, however you want to define that, shouldn't be down in the daily grind.
[00:28:34] That shouldn't be their role. Their role should be to, you know, have a forward vision for the company and manage the management team members. Ideally, some people disagree with that. Some people are like, you know, old school and they want to be on the ground. And there's there's definitely something to be said for that. But for me, I have found that it runs better when I'm not actually there in the office. I think that they're annoyed with me, to be honest.
[00:29:04] You know, like they like Fehmi for a little bit. And then they're like, okay, can I just do my job like wire? You know, we we had our meeting. I have my my project.
[00:29:13] Like, I don't need you looking over my shoulder, like, repeatedly telling me the same thing.
[00:29:19] So I find that it's been cool to see that. And I think a large part of how I was able to do it is I just did it. And then I realized what I just said to you, something it was like, OK, this is doable. Yeah.
[00:29:35] And I think it's a good one. One thing I always say is if you're around too much, the problems find you, right? Yeah. And I think by getting out of the office and not actually being available 24/7 means that other people need to deal with the problems. And, you know, quite often they can deal with it just as well, if not better than you. It's that there's a there's a proximity factor to this. Julia, this has been great. If people want to find out more about you, about the surfing business, what's the best way to get more information
[00:30:06] www.tapuzstaffing.com, a lot of a lot of inthose up there. Great.
[00:30:10] I'll make sure that. Yeah. You're welcome. Oh, hold the link in the show notes. People can click through and get that. But yeah, I appreciate the time. It's fun to have some time to catch up and get into the business over detail and congratulations on your success and continued growth. I'm look forward to seeing how that can you know.
[00:30:26] You have helped me too. I have to throw that in there. Good advice and ideas and thoughts definitely push me and this company forward.
[00:30:35] Well, you're very welcome. That's my job. I'm glad things are working out well and I look forward to hearing how things go in the future. Thanks. Thank you.
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[00:030:49] You've been listening to Scaling up Services with Business Coach, Bruce Eckfeldt. To find a full list of podcast episodes, download the tools and worksheets and access other great content, visit the website at scalingupservices.com and don’t forget to sign up for the free newsletter at scalingupservices.com/newsletter.