The Casino Industry is continually having new advancements in technology due to creative innovators who find gray areas to improve. This can genuinely be said about Juan Romero, Volante Software’s CEO and Co-Founder, who observed a need for higher efficiency and availability within slot operations and formed a single solution. URComped CEO, Craig Shacklett, interviews Juan Romero to learn more about Volante software, how it has proved its worth and value to its users, and more! Listen to podcast version.
Topics discussed include:
- Romero’s history and evolvement in the casino industry
- The set-off and transition to launching Volante Software
- The meaning of the name “Volante” Software
- Differentiating characteristics
- Example modules that bring ROI
- Sales Process for Software
- Covid-19 effects on technology in the gaming space
Full transcript below
(0:00-0:22) Craig Schaklett: Hi everybody, Craig Schaklett here with URComped and TRIO CRM. We have got a very special guest today. Juan Romero CEO and Co-Founder at Volante Software. Juan, thank you for being here.
(0:22-0:30) Juan Romero: I appreciate your time. It’s been a great experience interacting with you over the course of the last couple weeks. And I’m really excited to talk to you today.
(0:30-1:07) CS: Well, thank you. Yeah, we connected… I can’t remember how we… I think I connect with you on LinkedIn. You may comment on something like click, “Man, this software looks kind of cool.” We’re both doing interesting things like disrupting maybe an old… I shouldn’t say old industry. I mean casino is always evolving but we’re bringing a new take to it. So I think we took to each other pretty quickly. Had some great conversations. So I’m glad you found time to hop on the podcast video. Whatever we do this… We distribute on multiple channels. So I always have a hard time putting it in a box. But thank you for being on here, Juan.
(1:07-1:12) JR: Yeah anytime, man. I’ve enjoyed our conversations. And I look forward to what we’re going to talk about today.
(1:12-1:19) CS: At a high level, before we get into everything. What does Volante Software do?
(1:19-1:45) JR: We create operational software for the slot departments and casinos. So we’re basically looking at the day-to-day processes. Anything that can help the slot machines stay available to your patrons as much as possible. That’s what we’re specialized in doing. And working with organizations to kind of… Vet out those processes. And give them technology to be able to do them at a much higher level of efficiency and availability.
(1:45-1:52) CS: We’re gonna get back into Volante and what you guys do and your specialties later, but I guess backing up. How did you get into gaming?
(1:52-3:15) JR: It was actually my first job. So I graduated from college in 2002. And I actually got picked up by a local property here in New Mexico to work in the IT department. So I started off as an IT Technician. Basically doing, Help Desk, Setting-Up Computers, doing all that. All that fun stuff before the internet was so prevalent. So running around with a notepad and trying to fix these systems a lot is really what I did. From there, went into a system administration. So doing more stuff on the server-side, the installation side. And within a couple of years, I was fortunate enough to become an IT director. And at that point was responsible for the capital and operational aspects of the IT department. Along with all the deployments in the support and maintenance. During that time period, I was fortunate enough to pick up a second title. And did some project, Major Project Management for the property. So whatever department had something really big going on that required interface from multiple facets of the organization. They would pull me out of the IT role and I was able to facilitate those processes. So gaming just kind of… It was the first thing I ever did. And it was just really exciting. And it was… So much opportunity. And so many different avenues that you could go. And it was a great place to start my career.
(3:15-3:44) CS: I started my career out of college in gaming too. And it’s like, I can’t imagine an industry more fun. Just because it touches on like, “You got great restaurants. You got great shows. You got this cool environment.” Like, gaming touches so much. It’s awesome. So I get how you got that bug. So these big projects… What’s an example of departmental-wide or multi-departmental-wide project that you got tasked with early on?
(3:44-5:03) JR: Yeah, believe it or not. The one that doesn’t sound like as high-level from the outside. But trust me. It was the biggest pain. It was actually re-carpeting the slot floor. So the amount of moving parts, and vendors, and compliance aspects, operational aspects. That we had going into the coordination of staying open. And basically, the general manager set like a percentage side of what games could be down on a daily basis. So what we did was we re-carpeted the floor. Redid all the walls and some design elements as it was going on. And basically, having all of these moving parts. All moving in one cohesive… Or as cohesive as you could get it. The movement towards the path of completely doing it was… It took us about… I think we set aside two and a half months. And I think we did it in five weeks. And it was just a testament to the amount of work that really… The slot personnel put in. And the facilities personnel to just really… We had it dialed into where it was… Step A, this Step B, Step C, Step D. The vendors coming in. The gaming commission worked hand-in-hand with us. And we’re really able to kind of cruise to that thing. And it was… I even had vendors and people on the gaming side that we’re going. There’s no way you guys gonna do this in that amount of time. And we did it. Little more than half of the time that we have allotted.
(5:03-5:10) CS: Now, as you’re doing that. I just realizing what a bear of a project did you ever think like, “Man, where the old carpets that bad? Why couldn’t we have just left those in?”
(5:10-7:43) JR: They were that bad and they needed to come out. But yeah. There were times that I was thinking. I didn’t really think that putting in a new carpet was going to be this much of a hindrance. But when you’re talking about a 24/7 operation with all the various organizations that had input. It was pretty monumental. So then connect the dots. How did you get from there… Rising up through IT. And then, taking on big projects to starting your own company. Yeah, I think the Catalyst was. I worked at that property for about seven and a half years and it was great. Like I said, it was a smaller property. So it wasn’t like heavy in the resources. And what was great about that was for someone who is starting out in their career. I really had access to a lot of things that most people don’t. In larger organizations, people tend to kind of specialize. Or get sucked into a role. At the property that I worked at. If I volunteer, I could be a part of anything. Whether it was marketing committees, budget committees, stuff on the operational side, the finance side, the slot side. It was like, “We don’t have a million people. We need stuff done. And so that really kind of set the foundation for me. So after spending seven and a half years doing that. I actually moved on and I ended up at a software house. So a shop here in Albuquerque. We made the software for the Department of Energy. So the large laboratories here in New Mexico, Sandhya, Los Alamos, Oak Ridge National Laboratory, In the East, In a West Coast Huge huge huge deployments. And when I was in gaming, most things were support-oriented. It was a maintenance. It was like, “How do we train people? How to keep these servers running? How do we keep these products running?” But when I went to the organization that we actually made software. It was really a look under the hood. It was the ability to go, “Wow, the whole time I was in gaming it was like, don’t touch it. You’ll break it.” And now I see the way it works on the back end. And we shouldn’t be scared of it. So really it was like this huge. Like this thing clicked for me. And it was like, “Nah, so much wasted time. We could have been doing so many of innovative things.” What we were doing was kind of taking other people’s ideas and products. And putting them in use best-case scenario when we could have done that. Broken things forward and push the whole industry forward. So yeah. We could innovate. The environment in gaming was primed for that. And so, that was kind of the Catalyst. It was looking under the hood and kind of seeing what could be.
(7:43-8:01) CS: Like you mentioned, you’re dealing with mainly other people’s products in a support role. You go to another, outside of gaming, where you’re creating software. You see all this potential. So then what was the spark where you’re like… I gotta get back into gaming and create software?. Like what was that?
(8:01-10:43) JR: Yeah. The real jump was working really closely And like I said, “I had access to all these other departments.” So working with the slot department and seeing that really… I mean, there’s two really big chunks of that budget, right? We all know this. Its marketing and slots. And rightly so You have the product that drives the patrons to there. Or excuse me, you have the product for the patrons. And then you have the marketing which drives people to the property. And so those are always the two biggest buckets of the budget. And looking at it. I couldn’t believe that on the slot operation side. Something that was so integral to us making a profit. They were running around with paper everywhere. Everything they did was paper-based. And I was like, not only do they have the budget to put these things into play. But if we really applied some technology to this, And a little bit of hand in hand between the operations on a tool. We could really change the game. And I felt that then. And I feel that now. We’ll talk a little bit about the product later. But that’s where the first iteration of SlotTrak came from. That was seeing all these bits. There’s a better way to do this. Now that I’ve seen this at a much higher scale at the laboratories. It’s easy. Let’s go do it. So this is something… You already had the idea kind of for it when you’re at the casino. You go to the software company outside the gaming industry. You’re like… Then you saw how software… Creating software wasn’t that impossible. And then you just acted on the ideas that you had from before. Did you launch one product first or how did you get that? I’m sorry, I loved hearing like the genesis stories. I love hearing entrepreneurial stories. How did it go like creating that first product and then getting it into the casino? First casino. So the thing is like… This is typical of… The conversations we’ve had thus far is like… To me, it starts with a mindset, So I have this idea for what we wanted to do. Then it was a matter of bringing the right people into the fold. So I was fortunate enough to work with the Co-Founder of Volante Software, Dustin Hodges. And essentially SlotTrak. Which is our current offering. And the only thing that we focus on. Actually started at a happy hour on a napkin. And I have the napkins somewhere. I wish I had them framed so I could show them to you. But essentially, taking that idea and merging his technical know-how with… What I felt was the business need in the value proposition. And it really came out in four cocktail napkins. And so we had a couple gin and tonics. And we talked about it. And the next day he started building out a framework. And I started looking for money And now the rest is… I call it ten thousand hours later. Because that’s what it certainly feels like.
(10:43-11:01) CS: Well, I’m in good company then. Because Cale and I, my business partner. I pitched him the idea at the bar because I didn’t know how to code. And then he’s like, “Alright, good idea.” But all great technology companies in the gaming space start in bars apparently.
(11:01-11:08) JR: That may be an excuse, but that’s where I go to do my best thinking. I don’t know. We’ll see what happens.
(11:08-11:17) CS: So before we get in more to what you guys do. Volante Software, tell us about the name. I love this story.
(11:17-13:09) JR: Yeah. One of my favorite books of all time is Good to Great. It’s a book by Jim Collins. And really what it is. It’s a study of companies that are like… ln, the same industry about the same size in the same time period. What the book is… It’s the study of what were the attributes that made one set of companies really rise above the others. While they either stagnated or went away. And so, two of the main concepts that he talks about in there are the Doom Loop and the Flywheel. So the Doom Loop is this like continuous like kind of chaotic change. Thinking that the next huge thing that you do is gonna lead to some like significant breakthrough. So I call it, “Shiny Eye Syndrome” You’re just running all over at everything that shines. And I think we all kind of have the propensity to fall into that some time. So you have the Doom Loop. Well on the other side of that, you have the Flywheel. And so you think of a Flywheel this is very heavy mechanical type device. And essentially you start pushing it. And when you push it doesn’t move all too much. So you got to continuously push, and push, and push. And eventually, it’s gonna build up enough momentum. It’s gonna move so much faster with the same amount of effort. And so that leads to a strategic breakthrough. That’s far more organic. To people from the outside they go, “Yeah. It happened overnight. Volante and SlotTrak came out of nowhere. No, it’s been this, concentrated effort to one end. And that really is the methodology. For everything we do is… We want to make sure that we’re focusing on SlotTrak. We’re focusing on our mission. And we’re slowly pushing our cog until it will eventually reach its potential. Volante is the Spanish word for Flywheel. And that’s why we named and our company Volante Software.
(13:09-13:10) CS: Love it. I love that book too.
(13:11-13:12) JR: Yeah.
(13:12-13:14) CS: It’s been a while. I need to go back and read it. Inspired…
(13:14-13:18) JR: Yeah. You gotta read all three of them, man. Yes, three of them that kind of all go together.
(13:18-13:49) CS: I’ve got a friend of mine that knows him, Jim Collins from… The Guy’s A Big Rock Climber. He’s like a world-class rock climbing guy. So anyway, that’s neither here nor there. So besides your philosophy. This Flywheel philosophy of just constant iteration getting better. What’s different about what Volante offers to other companies in a crowded slot or software space in the slot realm?
(13:49-15:06) JR: Yeah. So I think you know most of the solutions that are currently out there. And we all know there’s a series of big names that produce software for organizations. And they kind of have monopolies. Especially over the last seven years or so. A lot of them have merged or been bought out. Really to me, they focus more on a couple of different aspects which is the player experience side. Whether it’s marketing software through video head ends. Interactions, point-of-sale. Those kinds of things is like, “What is the product? And what does our technology do that facilitates that?” And then you have the big slot accounting side of things that we need to do. To keep track of our revenue. And make sure we’re compliant all those other kind of things. So there’s this large gray area that we really attack which is again, “What are the day-to-day paper-based operational things that center around slot machines?” Whether it’s work orders, whether it’s slot files, mail logs, progressive management contracts. And how can we take all of those various aspects and put them into a single solution using fast scalable and intuitive technology to put the right information in the right people’s hands. And really that’s where our focus is. And that’s what we’re trying to do for the gaming industry. And to a large extent, we’ve been pretty decently successful at that so far.
(15:06-15:22) CS: You touched actually real quickly on kind of bullet points on problems you tackle. So you have a lot of different modules. Don’t necessary have time to go into all of them. Maybe you could tell us, one or two that have a real obvious ROI for casinos.
(15:22-17:05) JR: Sure. Yeah. So I mean again. And everything starts with mindset. So everything we do has to be fast, scalable, and easy to use. So you’ve seen our product and our demos. If it doesn’t meet those three criteria, it’s probably not a good fit for what we’re trying to do. We currently have seven modules in production. And two that are in development right now. And really again, they just all touch those various operational aspects. So like inventory, we want to look at the total cost of a machine ownership. That will help with not only not having stale inventory. But keeping your games up. So game availability is a big aspect there. And then even bigger than that. In my mind is, giving operators the data for negotiations with vendors. On both the purchasing and the maintenance side is to go. This is really what a slot machine is costing us. We know what the capital outlay is. But what’s this costing us on a day-to-day basis. Now, you take something like the inventory. And combine it with our electronic mail log or with work orders. And now we’re getting a huge picture of not only what is the capital outlay for that game. But what is the cost of part… contribution to keep that game up and running. How when you get into the mail logs and you get into the work orders… What’s the labor component? So we can really give you a huge three-sixty. So when someone comes in and says, “Hey Craig, I’m going to give you this smoking deal on these boxes.” You can go, “Well, that’s great. But look, they’ve cost me x amount in labor and hard costs in the last 12 months.” And yeah, they’re generating this much in revenue. But it’s costing this much just to keep them up and running. That really is our aim. To try and provide that full high-level picture by combining all these modules.
(17:05-17:15) CS: So going back to… I was asking about your genesis story the origin of Volante. What was the first problem you tackled? And then, what was it like selling it into the first Casino?
(17:15-19:05) JR: Yeah. So the first thing that we put into production was the electronics slot file. So basically taking all those electronics slot records. And making them not only electronic and tracking the machine life cycle. From the day that it comes into property through every move conversion, warehouse, any changes that happen. until it’s eventually parted out. And so, traditionally they have these huge rooms. Full of files or they have some sort of homegrown solution to try. And keep track of it electronically. And it was just disparate mediums and spread across this huge. It wasn’t accessible. And so, working with the property here in New Mexico. I kind of went to them with this concept. And it seemed like the lowest hanging fruit. I knew that everybody needed to maintain those files and how could we do it way more efficiently. Our longest tenured customer with that particular module is about five and a half years. And they’ve never had a audit-related finding related to configuration management since they put our system in. And their audits went from taking hours, to days, to weeks, to prepare to. Now they do nothing. Everything is in our system. And they basically give one logging in. And so it was that kind of moment where you have this conceptual idea. You work with someone to put it into play. We got it into use. And then, when we saw what the effects were after the fact… After gone into production. It was just like, “Wow.” And immediately as soon as the customer started seeing that they were like, “All right, we need this. We need that. We need this. What else can we add to this?” It’s been this continuous push, but that was the first experience. And we’ve been very fortunate. I mean, we worked with some crazy innovative properties. That are continuously wanting to push the envelope.
(19:05-19:11) CS: That kind of leads into my next question. How do you and your team come up with the ideas for these different modules?
(19:11-20:47) JR: Yeah, it’s crazy. But where we’re at right now is really spending a lot of time with our customers. So I don’t care what that costs us having those feet on the ground. And interacting with every single level of kind of the chain within a given process is really what helps us. And it’s interesting. So the ideas come 2 fold right. I mean obviously, people will get gain perspective from what we’re currently doing. Then go this other process is very similar in this way. “Can we do this here the same way we did that?” And it’s like, “Yeah, of course, we can do that.” “Is it… Is it records? Is it some workflow? And is it reporting?” Then, “Yeah. We can figure out a way to do that.” So we get a ton of requests that way. But what’s really helped us is understanding the underlying processes. That are causing issues on a day-to-day basis. And being at the property with the people that are working is like, “They’ll say something? Or like, “Have you ever thought about this?” Using our expertise on the software development side. and going, “What if we did this?” And they go, “What did you say?” “Oh yeah. Well, what if we did this and this and this? And then before you know it, we have a full-blown module that’s being wire-framed. And eventually being developed, and beta tested, and rolled out. But the most important thing for us is being in tune with all the levels. Right not just one. So it’s from the technicians on the floor, to the analyst, to the business managers, to the slot VP, to the accounting personnel. And understanding what hands they play in each part of the process that I think really is a differentiator for us.
(20:47-20:59) CS: Your customers just love that. That you’re not just showing, “Here’s what we have. Buy it or not.” You’re actually listening. And they’re having… Their feedback is impacting your roadmap in the products you develop.
(20:59-21:57) JR: Well, the thing about that is… And that comes from gaming… Right? So what I always hated was there’s a lot of innovative products out there. But I got stuck with what Foxwoods wanted to do. It wasn’t my inventory process. It was built for someone with eight thousand games or whatever the case may be. Or someone that was in the California market. And so it did what I wanted it to. But didn’t really do what I wanted it to do. So it’s like, “How can we and I understand?” I mean, when you’re talking the volume that these big organizations are in. You’re never going to have a one-of-a-kind solution. But the more that we could incorporate all these various perspectives. And needs into one product the better it would ultimately be for everyone. While trying to maintain that simplicity which is what really we’re known for with our customer bases being able to install. And be up and running in 4 weeks and have everyone trained in an hour or two hours. So that really is what we’re aiming for.
(21:57-22:52) CS: So I’m going to ask you a question that is a little bit self-serving. Because we’re both in a similar space. And that you guys are a few years ahead of us. But you came in. You were attacking a problem in a different way, right? You talked about in the slot space. Big budgets. So it’s not like it’s a total blue ocean. There’s a lot of companies in there. But you guys were going after a different problem than what they were attacking. And I know in previous conversation we talked about like, How did you figure out how to explain what you do? Since you’re not, “A. What everybody else is doing.” Or “B. What these other people are doing?” You guys were something totally different. We’re running into that with TRIO where every time I’m kind of trying a new pitch to see if it’s like explaining it the right way. So will you walk through like, How did you kind of settle into a sales process that is clearly working based on how fast you guys are growing?
(22:52-26:21) JR: Sure. So I think for us, it’s not necessarily this like a static repeatable process. And it really again like everything else it starts with the mind frame. So for us and for where we’re at, where we were, and we’re even where we’re at now. It’s not about volume, right? So for us, it’s about the right kind of volume. So we’re looking for input and we’re looking for advocates. So we’re not necessarily trying to sell everybody that we’re talking to. We’re trying to expose them to what it is that we’re doing. There’s plenty of suggestions. There’s plenty of feedback. There’s plenty of we can’t do this right now, but maybe in the future. And that’s led to so many business opportunities. So really I approached the demo as a conversation. It’s less about the functionality of our system. And more about what’s happening in these various gaming jurisdictions. And what’s happening day-to-day in terms of these operations. And how potentially we can plug some of those holes for them. And so once we kind of established that as our as our groundwork, then it’s really about searching. So I said, not volume but the right kind of volume. So for us really because we’re doing something new and we’re trying to be disruptive. And it’s not something that is easily comparable to anyone else. And traditionally these things have been done either through labor, or paper, or various mechanisms. We had to find the innovators. We had to find the people that were not only trying to push their property to another level. And push their market to another level, but by extension, we’re pushing the whole industry forward. And so we did that through a series of mechanisms. Whether it was reaching out to acquaintances. Both current, past, and everywhere in between and going. look at what we’re doing. Do you know anyone who, might I think this is interesting or cool. And then even on LinkedIn. I mean getting on LinkedIn trying to connect with as many targeted people as we can. See what they’re engaging with. See what they’re sharing. See what they’re trying to be… To their particular market. And it’s very easy to find. I mean, it’s not very easy to find those people, but they’re there. You just got to look, right? And so the reason we want to be in business with those people. Those are the properties that are already out of the mindset that they want to continually push. Where the industry going. They’re going to get the most out of SlotTrak. They’re going to push us to be our best. And we’re going to not only get a great story out of that. They’re going to see huge gains out of it. Because I’m not convincing them to pull my product in. They’re hungry for the product. They just need a solution. And so we conducted the search now it’s about meaningful engagement. When we reach out to them. It’s about learning what they’re trying to achieve. Again, not talking about the features of my product. But talking about the end result. What exactly are they trying to come up with and how we fit into that. We show the product. We show the ROI. And then, we really settle in for the long haul. We don’t close sales in weeks or months. It’s gonna take four, six months, two years. We got a lot and I’ve told you this before is… We’ll engage with somebody and they’ll be so excited and ready to do stuff. And then, unforeseen circumstances or daily operations come into play. And all of a sudden six months later. I get a call. It goes, “We’re ready.” I go, “Now?” They’re like, “Yeah, right now. And so, Yeah. That’s just kind of the flow of things. That’s really what we’re trying to put into place. Spend time with your customers. I guess is the very short answer to that long-winded methodology.
(26:21-27:03) CS: Now, I think I like… One thing that stood out to me too is you’re like, “I’ve got an Innovative product that slow movers are not going to jump on.” Right? Yeah. There’s gonna be people in this industry that are just unless 80% of the casinos are using it. “I’m not going to do it” But I like how you said, You’re looking for the innovators in different markets.” And you have different ways of figuring out like, “Whose innovative? What are they posting? What are they liking?” Like who maybe has an appetite for Innovation. And then, you just approach them. And say, “We got some Innovative stuff, here’s what it is” And you open a conversation. So I think, that’s really smart approach. I like it.
(27:03-27:49) JR: Yeah, it’s worked well for us. And like I said, “Not only that’s been a lot of fun. I mean like, I like to break stuff as much as I’m trying to focus in one area. And I think I’m… That’s a bit of a struggle for me. Because I want to chase every idea down. And I want to build everything my data team goes crazy. Dustin’s always like, “What did you promise now?” Like, “Don’t worry about what I’m promising just go build some stuff. We’ll figure it out later.” But yeah. I mean it’s a lot of fun working with people that want to do things totally different. And you see them in their own environments. Just trying to break out. So being able to be a part of their story. And really, we’re not doing anything besides giving them a tool, right? Like seeing someone else that was knocking down a wall with a rock. And then you give them a jackhammer. And then you’re like, “Whoa, watch them go. It’s crazy.”
(27:49-27:58) CS: How has covid accelerated or slow down technology adoption in casino space?
(27:58-29:59) JR: I think it’s had like a double-edged impact. I mean you can look at it’s obviously we were slated for quite a bit of of installs. Before the world stops spinning. So it did affect us that way, but we were still able to not only grow the current customer base. And what we were offering to each one of our existing clients. But we were able to bring some new people into the bowl and some big ones too. So I don’t think it’s stopped anybody. I think that it’s really given us an opportunity to kind of look at what the core business was. And find efficiencies and leverage technology as much as we can. To become more efficient and protect the bottom line. Now that being said, I’ve been surprised at the amount of capital outlay that’s been dedicated towards Innovation. And I think it’s a great thing, right? I believe that gaming like you said earlier, “It’s not that we’re totally slow like molasses.” But we lag behind general technology and other spaces. And I think there’s a couple of reasons for that. The first one being is there’s some very big players that move at their own pace. And so there’s not a ton of competition to do things at an extremely high rate of speed. The second thing is we’re in an industry where compliance and safeguards are put in place for a reason. And so we have to like… We have this meter and approach to growth right and to Innovation. But what’s been interesting is… The biggest thing to me is like you look at things like cashless adoption that’s something that the industry and players have been pushing forward forever for various regulatory ethical and other things that’s kind of not… It’s been kind of like, “Move forward” But while holding you by the shirt. Well, covid change that, right? So in order to make people feel safe. We have to do things differently than we’d ever done them before. So to me it proved that gaming can innovate. And still adhere to compliance, and regulatory and ethical. Stranders that we need to hold ourselves to. But we could innovate. And innovate very quickly. And you look at the things that people are doing and it’s really amazing.
(29:59-30:06) CS: So Juan, is there any anything you’re excited about? Or anything that’s on the horizon that you want to share before we wrap up?
(30:06-30:50) JR: Yeah. I think that the biggest thing to me is getting out there. And meeting with people like you and your organization. I think there’s a lot of opportunities and a lot of people that have… From a provider side are going to survive this tumultuous period in gaming along with the operators. And I think that it’s going to bring opportunities to really shift our mindset. So I don’t know that there’s a product in general or a functionality that I’m excited about. But I’m excited about the environment in general and kind of what we can… Now that we quote on quote seen what we’re made of on every aspect. I’m really excited that hopefully when the world starts spinning correctly again. We’ll all be able to take off full speed. So I think that’s the biggest thing right now.
(30:50-31:03) CS: So Juan, if somebody wants to get a hold of you. And I imagine anybody that’s in the slot world in the casino industry. And probably if they’re not working with you already. They probably want to learn more. How can they learn more about Volante? And how can they get a hold of you?
(31:03-31:33) JR: And learn all about SlotTrak and what it is that we’re trying to put together. And yeah. We love talking to people. Like I said, “It’s about the engagement, right?” Because every single conversation we have. We benefit from it, whether it’s a sale or not. It’s only making the product better. It’s connecting what we’re trying to do with the people that are doing things on a day-to-day basis.
(31:33– 31:48) CS: Juan, thank you so much for your time. Like I told you before. I said at the beginning the conversation. I love talking to other entrepreneurs. And people doing cool things in the casino space. I know you’re busy. Thank you so much for spending time with us and sharing what you’re doing. You and your team at Volante.
(31:48-31:55) JR: Yeah. Thank you. We appreciate the opportunity. And we appreciate you. The ability to interface with you and your organization. So we look forward to next time.
(31:55-32:02) CS: Absolutely. We’ll do it again soon. Maybe when the world starts spinning normally again, we could revisit and see where we’re at.
(32:02-32:03) JR: Yeah. Take two, Craig.
(32:03-32:10) CS: Take two. Alright. Thank you, Juan.