#751 – Selling Online For 25 Years!

What does it really take to stay profitable after more than two decades in e-commerce? In this episode, Bradley Sutton welcomes back Rolando Rosas, a seven-figure seller with 25 years of online selling experience, to talk about the less glamorous but absolutely critical side of running a long-term Amazon business: operations, inventory, cash flow, shipping, and knowing your numbers.

Rolando shares how his e-commerce journey began in 2002, after the tech bubble burst, with his own website and Google AdWords, before expanding to Amazon, Walmart, eBay, and other channels. Today, Amazon makes up the majority of his revenue, but he explains why sellers should not rely on one growth lever alone. As markets shift, especially in B2B and IT-related categories, sellers need to pay close attention to profitability and not just top-line sales.

One of the biggest lessons from the episode is that great marketing cannot save weak operations. Rolando breaks down why inventory mismanagement can sink even large companies, how MFN (Multi-channel Fulfillment) can help certain sellers reduce cash flow pressure, and why treating shipping as a shared cost rather than a simple expense can add meaningful profit back into the business. He also explains how sellers should approach price increases by understanding margins, fees, categories, and customer behavior.

The episode also dives into practical AI workflows for e-commerce sellers. Rolando explains why sellers should not let AI handle messy data from start to finish, and instead should feed it clean, structured reports for more reliable analysis. From turning screenshots into spreadsheets to using AI to summarize business data, his message is clear: AI can save time, but only when paired with smart systems and human judgment. The big takeaway? Stay curious, think bigger, and keep looking for the hidden levers that can protect your profit.

In episode 751 of the Serious Sellers Podcast, Bradley and Rolando discuss:

• 00:00 – Introduction
• 02:05 – From Corporate Sales To Ecommerce
• 05:23 – Starting Selling Online Before Amazon
• 06:28 – Why Amazon Became The Next Move
• 08:18 – AI As The Next Business Shift
• 09:20 – Revenue Breakdown Across Channels
• 11:03 – Forecasting Sales In A Tough Market
• 12:11 – Why Operations Matter Most
• 15:37 – FBA Vs. MFN Strategy
• 19:23 – Rethinking Shipping Costs
• 23:22 – When To Raise Prices
• 27:03 – Building Better AI Workflows
• 28:43 – Beginner AI Time-Saving Tip
• 31:23 – Why Curious Sellers Win

Transcript

Bradley Sutton:

Today, we talked to a seven-figure seller who’s been selling online for 25 years, and he’s going to give you the lowdown on some of his tips for maintaining profitability and the use of AI. How cool is that? Pretty cool, I think.

Bradley Sutton:

Hello everybody, and welcome to another episode of the Serious Sellers Podcast by Helium 10. I’m your host, Bradley Sutton, and this is the show that’s a completely BS free, organic conversation about serious strategies for serious sellers of any level in the e-commerce world. We’re going right here in the e-commerce world, here in the United States, but to the opposite coast here, for somebody who’s been on different Helium 10 podcasts over the years, he’s been on the AM/PM podcast a good nine years ago.

Bradley Sutton:

And he’s been on the Spanish Serious Sellers Podcast. He’s been on the English Serious Sellers Podcast, but we have a lot of new listeners out there. And so for the ones who haven’t been on in a few years, we want to pretend as if this is their first time and get to know them. So Rolando, welcome back to the show. How’s it going?

Rolando:

Thank you very much, Bradley.

Bradley Sutton:

Where exactly are you located right now?

Rolando:

And so I’m just outside of Washington DC, the nation’s capital. The center of, depending on how you look at it, the best things in the world are a nightmare, right? There you go.

Bradley Sutton:

Is that where you were born and raised?

Rolando:

No, I was born in Panama. I was born in Panama. My parents came over in 1980.

Bradley Sutton:

Where did you go to high school and college?

Rolando:

So high school was in Florida. So my parents moved around when we came to the US I was living in Louisiana, Baton Rouge.

Bradley Sutton:

And then, university, where’d you go?

Rolando:

I went to a school in Minnesota. So the twin cities in St. Paul, a small private school called Macalester college.

Bradley Sutton:

And what was your path to e-commerce from there? Like what year and how did you get there to e-commerce?

Rolando:

A very strange road. So I knew nothing about e-commerce, zero. Right out of college, I worked for Marlboro. I, and it was between that or, and a couple of other large companies, Procter and Gamble and General Mills. So I just said to him, you know what? If I can’t, if this doesn’t work out for me, I can at least go to one of those other companies. Right. But it’ll be an interesting. I thought it would be interesting to, and I did it the old way, literally sent in a resume. Somebody actually read it and they interviewed me. They said, calm down. I interviewed, I got the job fast forward about five years later.

Rolando:

I’m in Houston. I hate my boss because I was the youngest employee in that division. And he thought I was after his job. And so he made my life miserable. But what he didn’t know is that I didn’t want his job. I wanted his boss’s job because I don’t shoot that little. I want to shoot as far as I can. And so he made it miserable. So I decided, you know, I got to get out of here. I’d lasted one year there in this, in this job out of Houston. So I said, all right, I went to a tech company and there I was like, Ooh, tech. Ooh, that’s cool. And this was early 2000s. And guess what happened? The bubble burst.

Rolando:

If you go back, you go back to bubble burst. It’s all kinds of tech techies out of jobs, not even non-tech, but just people in technology. So I had the tech bug and I was like, what do I do? What am I? I couldn’t get everybody that was in tech couldn’t get jobs because there was an abundance of us. I had a boxes of stuff laying at my house at the time, my apartment that I was living in. And I really wanted to burn everything that this company had to do because they laid me off. I was just pissed off. Then I thought, okay, I’m going to, I don’t, I’m a little bit environmental.

Rolando:

I don’t want to do that. So I called up a company. I said, Hey, you know, you remember, you know, we used to work together and said, yeah, yeah, bring me what you got. Let me see what you got. That was the beginning of where I’m at. That started what eventually became global tech and what I have now. She said to me in the meeting, you don’t have enough of what I want. I want X more. And I thought, Oh, there’s a business here. But then the next thing kicked in, which is all right. I can continue doing this exactly like I was doing in my previous job, going from account to account city to city as an account manager, I want to do that. There was this thing called the internet.

Rolando:

What do I do with that? But I know people can on their laptop, you mean on a laptop, they can actually look at that stuff. So I said, this is much better. I said, this is the future. The fact that you can do this and get the information at the time, if you’re in the B2B world, okay, which is where I was, you had to go deliver and bring the paper and the details and the proposal and the whole thing over to the customer, this makes it right in their laptop. Why wouldn’t I want to do that? So that, you know, a few static pages with, um, products, electronic products.

Bradley Sutton:

Well, what year about is this?

Rolando:

This was 2002.

Bradley Sutton:

Okay. How about online platforms? You start on eBay. What was the first one for you?

Rolando:

Our own website was the best platform because at that point, yeah, people were doing stuff on eBay, but I found very quickly that, wow, there’s this thing called Google AdWords. Do you mean I can tell people across the country and pick different geographies where our products and then point them to, at that point it was so easy. It’s so easy a caveman could do it, but as time went on, it became more complex. But at that point it was super easy and people were just calling. And my vision at that time was like, if I could just have two or three fax machines of orders coming in just nonstop, I’m going to, I’m going to be super rich.

Rolando:

That was my vision. You know, things have changed since then, but that’s how it started. And then eventually probably 10 years later, 10, that’s how long we were doing well on our website, Google and calling customers. And then we went to Amazon about 10 years after we started that. And then we were early because the customers, people are saying, you’re crazy. There’s no business customers on Amazon. You’re crazy. It’s just people looking for books and tchotchkes and what have you. Nobody wants to buy on Amazon.

Rolando:

Not any serious businesses want to buy on Amazon. I said, no, because it’s the same thing.What is convenient for your customer, regardless if they’re buying home goods or they’re buying a computer. If it’s easier for them to go over here, just cause your, your brain wants to do the easiest path. That’s just human nature. I said, this is it. they’re making it easy. This is what we gotta be. So we were reselling and the manufacturers did not like what we were doing. They’re like, we don’t love your images. We don’t like how you’re doing text on the images. Blah, blah, blah, blah, blah, blah. It made it very hard for us. We almost quit, but they couldn’t argue with the success. It was working.

Rolando:

Guess what happened a couple of years into that. They started emulating what we’re doing on, on Amazon. They started migrating. And I think around that time, the 2020s or right before 2020, a lot of brands started realizing they needed to be on Amazon, right? We gotta be on there, but still had not figured that formula out yet. And things started changing right after COVID, right? Everything changed. And we loved COVID was great for us business-wise because everybody needed something for their desk and a laptop, a headset, all that, oh, that’s all the stuff that we, we provide. But then the party music started ending. The lights started coming on, my man. Last call. And so some serious, serious, serious work that I have not done as an operator started to kick in a couple of years ago.

Rolando:

And then I would say AI has really started to change that again, where first to the internet, first to Amazon, AI, and that’s where we are now. And I think we’re in the same type of playbook, figuring it out. Where are the customers? How are they using it? How to leverage it. Understand the mistakes because we made a bunch of mistakes at the beginning and still make mistakes. But when you have all of that together and you put it in a playbook for you that works and for your organization, it’s a superpower, just like Amazon can be a superpower, just like the internet can be a superpower.

Bradley Sutton:

What, you know, in the beginning, like you said, you started off with your own website. What would be your breakdown now percentage wise of like revenue per channel and then like overall, like what do you think you’ll, you guys will have in gross sales this year?

Rolando:

Well, I think that from a breakdown, it’s about 75% Amazon and we want, and we’re talking USA only or that’s US, Canada, Mexico, primarily North America. So North America.

Bradley Sutton:

So 75% there.

Rolando:

And then spread out the other 25. So our, our own website became a smaller portion, you know, once we grew the Amazon side. So we have our own website, we have eBay, we have Walmart still messing around with TikTok. Haven’t really figured that out fully, but we put videos, right. We use it to run experiments, to run external traffic. I’m trying to find out, you know, what’s the best lever for us. Cause it’s not, you know, we’re not selling Kardashian cologne. We’re selling Kardashian cologne boy. Come on, tick tock. That’s perfect. That’s perfect music to my ears, but no. So it’s a more, it’s a business product, right? Most of what we sell a business product. There are business customers there, but that’s not where the action I would say is.

Bradley Sutton:

How much of what you do is reselling or, you know, do you have stuff? You’re, you’re doing, you know, your own brand private label or what, what’s the breakdown there?

Rolando:

Yeah. So we have our own line of accessories that we purchase, that we design and are manufactured overseas for us. And we bring those in and sell those on all the platforms there. It’s a little bit more equally distributed where we sell maybe a little bit more of that on eBay or Walmart versus where the more premium goods that we sell are more heavily concentrated on the Amazon side.

Bradley Sutton:

What are you going to, what do you think? What’s your projected sales for this year across all the platforms and selling types?

Rolando:

Oh, it depends on what happens here in the second half of the year. I think, and we’ll probably come in somewhere around 5 million this year. And that’s down from where we were before. That’s just where the industry is. If you haven’t paid attention, every big IT company has cut a lot of people. And that hurts us. When the employee count comes down at big firms, we see it. So AI in some way has been awful. The environment has just been like a roller coaster. So the predictability, the forecasting, the budgeting around IT products has been all over the place post COVID.

Bradley Sutton:

What do you think is one of the biggest factors outside of, you know, like external forces, like the industry though, but like on Amazon, like as far as competition fees, things like that, like what has affected you most, you know, not considering just the general economy and stuff like that.

Rolando:

I think that operations is the most critical thing, any business that sells products, especially if you’re saying products online, it is awesome if you have great marketing, but great marketing is not a substitute for strong operations because look at what happened just recently to aggregators. It is very difficult to take a collection of companies and say, we’re going to create efficiency, right? And we’re going to lower the cost of doing business. But if you don’t know how to do that, and you can’t pull that off, no matter how much money you have, and we’ve had a couple of larger competitors of ours go out of business in the last 12 months, competitors that are easily 10 times larger than us doing exactly what we do. And they get bigger discounts than we do. That was the crazy thing that I found out much later.

Rolando:

They get much bigger, deeper discounts that did not save them. And it’s not because they’re you would have known some of these players. The problem comes when, when you’re selling goods is managing the business, operating the business, all the fricking boring stuff, margins, cashflow, logistics, inventory, you need to have that. I believe you need to have a strong handle on that to be able to endure the roller coaster ride of business. Business is a collection of many pieces. The only way you stay in business for a long time, you know, we’re going on year number 24 now, you have to know that business is a bunch of pieces that you have to manage and marketing and advertising, which I love.

Rolando:

I could do that all day long. It’s just one part of the equation. You got to be good at it. You got to get better at it, but it’s one piece of the equation. If you can’t manage cashflow, you’re going out of business. No matter what discount you get. And this is why I bring it back to this competitor of ours. They were getting like 70% off. That’s insane in our business. Insane discounts, but they can write a million dollar check here. Send me inventory. There’s another million dollar check. Problem was when they filed for bankruptcy, turned out they had over $10 million of inventory sitting. And if you’re not turning that inventory over, you got to pay those bills. If you’re not turning it, that’s fine. You’ve got 80% off on all of that from the manufacturer, but if that stuff isn’t, it’s going to choke you.

Bradley Sutton:

So what’s your sweet spot for inventory? Like what do you try and keep your, you know, how often you’re ordering, et cetera, down to a month.

Rolando:

I used to, and that’s because inventory with the exception of stuff that we get from China, cause there’s a little bit longer lead time, maybe four weeks for some goods, a lot of the products we can get, we get them from the US so literally two days, boom, in two or three days it’s in our warehouse.

Bradley Sutton:

So are these FBA or are you both FBA and MFN?

Rolando:

Both. We do both. You got, I think if you’re not exploring MFN, you’re doing yourself a disservice because what I could tell you what we’ve seen since COVID and during COVID we saw a surge of FBA and we had to be an FBA, like everything had to be FBA because people wanted that. They wanted to see prime badge on there. Basically they still do, but the expectations have changed a bit. And what we started seeing slowly from about 2022 to now is that our MFN profile, our sales started slowly growing and growing and growing and growing. And what we found was businesses started coming onto the platform in a bigger way. Government agencies now are authorized to buy on marketplaces, not just Amazon, but any marketplaces. They didn’t have that authorization before.

Rolando:

And as more businesses, small and large are on the platform on Amazon, they’re not as bothered by the prime badge. They know that, Oh yeah, five days is fine. Yeah. I’ll come into the office on Monday. It’ll arrive fine. I don’t, it’s not as urgent. And that has allowed us to bring down inventory and make it so that if we need to have inventory, we only need to carry about a month and no more than that. Any more than that, you start, cause if you, let’s just say you have 45 days to pay, what happens if things slow down at Amazon? What happened if Amazon takes longer to process your stuff through FBA, right? All of that stuff starts adding up over time. And then what you end up doing is now I’m saying also from personal experience. All right, let’s go get that loan.

Rolando:

That’ll float us through for the next four months until all this stuff sorts out. And you do that again, two years later and then two years on, and you’re like, all of a sudden, you have what happened to have our competitor. Those loans start stacking up and you got to pay them. So the more inventory you have as, I think Tim Cook said this, I think it was him. He said that inventory is evil. I may be paraphrasing this, something to that extent. And it’s evil in the sense that you need to have it to make money. Too much, you will go bankrupt. And that’s what’s happened to, you know, Circuit City, Fry’s, Radio Shack, to certain extent, they all were victims of some change technologically, but at the heart of it, total mismanagement and inventory was at the root cause of it.

Bradley Sutton:

Inventory is definitely a way to, you know, obviously help cashflow. And then, you know, depending on how you’re shipping and fulfilling and has a impact on profitability. I know you’re, you know, talking to you before you’re big on, you know, using like Helium 10 Profits and just in general, looking at the numbers, what are some other levers that you guys are looking at that you think maybe some sellers might overlook? Like, obviously every single person is probably looking at things like ACOS or Hey, you know, what’s, you know, what’s my FBA fee and stuff like that. But like, tell me about maybe some of the stuff that’s a little bit more unique as far as, you know, how you manage things like fee increases where you can keep your profitability at certain levels and what kind of levers you’re pulling to make sure that you guys, you know, keep profitable. And then at what point do you say, Nope, I got, we’re going to have to discontinue this product because it’s, it’s not going to work.

Rolando:

There was something that for a long time, I thought, I viewed shipping as we’ve, especially on the MFN side. If you’re doing MFN, you know, you have, there’s unavoidable, right? You got to pay for the shipping and those have been going up every year, like clockwork, right? So last year, instead of looking at shipping a product, a widget and saying, okay, this costs me $10 to ship. I started thinking about how does it, how does Target, how does Walmart, how do these big online, they do online sales. How do these, how do they pull that off where they’re do free shipping? And then all of a sudden, maybe they say, Oh yeah, this is 499.

Rolando:

If you want the expedited and I’m in my brain, I’m wrecking myself. Just like how there’s no way if you call FedEx or UPS, even if you get the Amazon rates, which I know, and we have a table on them, there’s no way this product ships for $2. That doesn’t happen. They charge them way more than that. And I’ve talked to my FedEx rep and UPS rep that doesn’t work that way. So then something hit me that we tested and it’s working well. And I think anybody that’s doing MFN could do this. What you do is look at shipping costs differently. You have to look at it as a shared cost so that you still offer free shipping, but then the next tier up is something more reasonable, like 599, $6, just like what all the other websites are doing, as well as offering expedited shipping.

Rolando:

And that may be $10, $15 or 50, whatever you have to look at the economics around it for your situation. And we did number crunched and did all of that. And we use some AI to help us number crunch. What we found was when you look at it as a cost sharing versus just a COGS on every single unit, people tended to not just get the next step up in shipping. They went straight to expedited. And on the expedited side, because they’re fully paying at that point, they are fully paying for the cost of that with a little, with some extra that we add, it’s subsidizing many other things. So now overall, when you now conclude all your shipping, you’re all in shipping costs for all your products, you’re like, Whoa, we just made more money this month because we collected more in shipping than we did the previous months. And so we tested this at a one location and that held true. We went to, and we tried it at another warehouse that same held true.

Rolando:

And that’s how, and I don’t, I’ve never talked to anybody at Walmart or Target, so I don’t know their exact strategy, but I would bet at least some very good Bellagio chips in Vegas, like I have in my hands that that is something like that in the minds of the people that are managing, you know, Walmart or Target that did some kind of cost sharing. And they bet that a certain amount of those people are going to upgrade their shipping and it’s going to be the tide that lift the boat and pay for more of those shipping costs cause it’s going to be there. What the shipping cost is going to be the way you like it or not. So let’s try to defer or offset some of that, right. Rather than looking at it, like every single unit out the door, it’s got to pay $10 and that alone can add a couple more points to your profitability, which depending on that market that you’re in or category could be huge, two, three extra points can make a big difference between having, being unprofitable and having profits in the bank.

Bradley Sutton:

At what point do you decide to raise prices? Well, like, Hey, there’s this fee or there’s this tariff or, or, and I can’t manipulate other things. I’m just going to have to raise the price. And how do you decide how much?

Rolando:

You have to know your margins first of all. And it’s easier than ever using AI but I’m going to warn you if you’re using AI for margins, the AI, as we know it today, I’m a bit disappointed. I use it again. I use it every day, but I’ve been disappointed, but I’m going to tell you, then answer your question. Use AI to help you with the numbers. So, you know, your margin on your different lines, some product lines, we have 30% margin, believe it or not, some 20, so you could go to the nth degree and try to find the down to the cent down to the penny hooray for you. If you could do that, you know, if you have a big catalog, that’s going to be hard to do. So we averaged out what some of these fees are for us. And then we have a broken down by category.

Rolando:

So we have like, probably like 10 categories that we’re in that have different fees. And then understanding, okay, this category is normally 20% margin. This new fee that’s in the extra dollar from FBA, it’s going to bring us down from 28, I’m just using numbers, you know, 20 to 19, is that acceptable? If that is, you’re good for a while because every big company passes costs. Don’t be that company that doesn’t think that customers won’t buy because your prices went up quite the opposite. And this is the difference between just marketing and then operating. When you’re operating, you’re going to have the data. You’re going to have the data on what you can do. You’re going to have the data on your ideal customer, and you have to know that customer better than they know themselves, just like the FBI or NSA or CIA, they know you, but Google, they know you better than you know yourself.

Rolando:

You have to become that. And that to some extent has to do with marketing, but you have to understand the numbers behind the numbers and the story behind the numbers. And AI is awesome at that. Give me a data story around these numbers. Tell me what this means. It’s good at that. The part that’s going to be hard if you’re just going to do this with AI is the next piece, which is what should I do now? And it’s going to theorize this, that, or the other. But when you understand the behavior, you understand the patterns, you understand what that customer is, you know, maybe you find out, Hey, you know what the data is telling us, silver tumblers are out. The data is telling us people want black with, you know, a death face on it. You know, I know you’re into the Gothic thing, death looking face. That’s the thing.

Rolando:

Everybody else is selling white and silver tumblers because they’re flashy. I guess, you know what we will, we don’t need to go viral for that. We just need to find enough customers that will pay $50 on a product. That’s $2 a pop to buy. We’re going to make enough. Let everybody else worry about how they’re going to sell a million units on something that sells for 10 bucks. Let them, you know, we’re going to be around for a while selling this $50. And if we got to, we’ll come down a little bit. We’ll offer some discounts here and there, but I’d rather go where I have more room to play because the, the, the tighter your margins are, the more, or I should say, the fewer mistakes you can make. There’s just little room for error. And if you don’t increase your cost, you don’t increase your prices. You don’t stay on top of those margins. You’re going to have little room for error. And one error will, could sink you depending on where you’re at.

Bradley Sutton:

What’s your AI workflow that you’ve been honing over the last two years?

Rolando:

This is kind of the playbook I would give to other businesses, small or the large ones are already doing this anyways, but you take your data and centralize it in the source of truth. If you can do that. Once you have that, what you want to do, instead of saying, yeah, Claude read everything and give me all the numbers. Don’t do that. Don’t do that. Create either a script or an automation where let’s just take ads for a moment. Ads, ads gets pulled in. And this report is dropped into a folder where then the AI reads that report. Because the more you have the AI do from beginning to end, the more likely it’s going to drift, the more likely you’re going to forget a number.

Rolando:

It’s going to move a decimal point. So now the last couple of weeks where you’re like, okay, read the report that was put here, output by, and we use Google cloud, Google cloud put a re put the report for you about the ads that were running here, go read that and tell me what you, what it says way more accurate. The errors rates started dropping down dramatically. So now it’s just more reliable.

Bradley Sutton:

What’s quick hitting prompts or easy wins. Maybe, maybe you can’t explain it fast, but you can just explain what it is that that people can and should be using AI is like, like beginners, you know, people just getting into Claude doesn’t have to be necessarily about directly about Amazon. It could be about, you know, managing calendar, but what are some, some things about the newbies that they can get into with AI?

Rolando:

Here’s a good one. This happened on my media team on Monday. My gal that posts videos for us, she’s been saying for a while, Hey, Rolando, you know, it’s taking me a long time to go through your numbers on LinkedIn. She does, she pulls the analytics out and we have conversations every Monday, my, our media team on what we’re going to sort through. And, but I say, tell me what the numbers say. She said, it’s taking me all day, six to eight hours to go through and put it into Google sheets. I said, all right, so we’ll, we’re going to take just this session and we’re going to break this down with AI for you. So I showed her and anybody could do this. So this could be LinkedIn.

Rolando:

This could be Facebook. This could be Google ads, take screenshots of what you see on the screen. This is straight for the beginners. Take what you see on the screen, put those into your chat of preference or your LLM of preference. Then what you want to do is tell it plan, create a plan that allows me to take this information and put it into a spreadsheet because most people are going to do that anyways, right? So got my five or six screenshots. I’ve attached those to my LLM of choice. So you plan, it’ll plan and you want to give it a goal. So I want you to take those numbers and I want you to put those metrics into a spreadsheet for me and you tell it, you know, what spreadsheet or whatever you want, where you want it output. And it will do that. No need for manual typing and entering. And she was doing all this manually.

Rolando:

And she said to me, this is, and I think we, this took maybe 15 minutes from beginning to end when we started, you know, giving her instruction on what to do. And then once we finished, we asked the, in this case, we’re using ChatGPT. It created a skill to repeat this. So essentially it created automation. That’s what skills are really just automations. All she needs to do from now forward until we go to the next phase, which is a little more advanced. All she needs to do is add the screenshots. It’s going to then take all that data, put it on this desired spreadsheet that we go over every, every Monday, six hours saved from her time.

Bradley Sutton:

How about a 30 second tip or a 60 second tip can be about AI, can be about Amazon, can be about best pizza in D.C. I mean, anything, 30 to 60 second tip you want to leave the audience with.

Rolando:

Think big. Somebody said to me about a year, over a year ago, as a small business, we often don’t think big enough. And that is so true. And this guy was talking about AI when he was telling me this. And, but just like in the example about shipping and how I could, I found more money essentially to make us more profitable. The big companies are doing this. How do they do it? Right. And they’ve been doing it for a while. And if they’ve been doing it for a while, they probably make good money on it. Right. You just have to figure out. And so, and in the Spanish language, they, I’ve asked this, I get asked this a lot. And I say to them in Espanol, I say, the curious ones, los curiosos van a ganar, the curious ones are going to win. Stay curious. That will inevitably start unwrapping and unraveling some of the mysteries that you have around your business slowly, but surely. And you’ll be like, Oh, look at that. It was staring me in the face the whole time. Or it was over here or that thing or whatever. Stay curious.

Bradley Sutton:

I like it. I like it. All right. Well, how can people find you out there on the interwebs? They want to reach out.

Rolando:

On the interwebs. I have a podcast that I do. It’s called What the Teck spelled T E C K, where I talk to people and maybe the AI people soon. I’m on LinkedIn, at Rolando Rosas. And I put stuff out my own musings and things that I find out and other thoughts and ideas that I have. I talked to people like you and others, you know, also I’m going to learn. So I’m putting stuff out, you know, 20 plus years doing this and now it’s like, all right, I need to give back and try to help out the younger generation. That’s kind of the mode I’m in, uh, to help others and help them get to 20, get, help them get to 20 years of being in business. Cause it’s not easy.

Bradley Sutton:

Love it. Love it. All right, Rolando. Thank you so much for coming on here.

Rolando:

Thank you so much, Bradley. Appreciate you bringing me on today.

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