How BERO Launched on NetSuite

00:07All right. Well, welcome everyone and thank you for joining us today. We're really excited to have you here and to spend some time talking about what it takes to build a strong, scalable foundation as food and beverage brands grow. As companies scale, the operational decisions that you make early around systems and processes and priorities can either set you up for long-term success or create a lot of challenges down the road. So today's conversation is really about sharing those real perspectives from people that have been in your seat.

00:33So with that, I'm excited to introduce the speakers for today's conversation. First up, we have our our ve not very own, but our favorite Neha Soi, the senior vice president of operations at Bureau. Neha brings a deep experience across um beverage and CPG brands and has have been hands-on and building the operational foundation behind a lot of fast growing brands out in the industry. So today is really about learning from her experience and what she's focused on early what she's phased and and kind of what she's learned along the way.

01:06And from the Luxent team here we have Scott Nelson, our vice president of delivery here at Luxent. Scott has spent many years working um hands-on with food and beverage brands of all sizes from fast growing emerging brands to large multinational companies helping them design and implement NetSuite in a way that supports how they operate. And he's led dozens of food and beverage implementations in including complex manufacturing 3PL and international implementations. And finally myself, Brooke Gyepes.

01:36I'm the marketing director here at Luxent and a senior account manager and I work closely with a lot of food and beverage brands as they scale and grow on NetSuite. So I'll be your host today and guiding our conversation. And with that I want to give you a short introduction of who we are at Luxent. So Luxent was founded in 2009 and we're celebrating our 17th year. We are a NetSuite solution partner with the average consultant experience of 10 plus years and we really focus on helping companies select, purchase, implement, do thirdparty integrations, develop and then support ongoing um um companies NetSuite experience.

02:15So we are a certified SuiteCloud developer partner. So we can build apps and different pieces on the NetSuite app exchange and we focus on manufacturing, distribution, service and software companies specifically food and beverage. So, we also have a small Salesforce practice where we have, um, a couple of different applications and service offerings. And with all of that experience, um, you know, it really shows up in the brands that we have worked with. And I wanted to show you just a little bit of a snapshot on on what some of those partnerships look like.

02:47So, um, here's just a little snapshot of some of the food and beverage and consumer brands that we've worked with recently. Now, I'm not going to go into all of these brands one by one, but I wanted to kind of give you guys a sense of the type of companies and stages that we've we've worked with and helped to support as they grow. So, enough about us at Luxent. Let's shift gears to why you guys are all really here and that's to learn from Neha um how to build, you know, and scale a brand. So, let's just jump right into the interview here.

03:17All right, I'm going to stop sharing my screen so that we can we can really get into it. All right, Neha. Before we get into things, I did uh did want to crack a cold one here. Just get my my bureau can open. >> Cheers. >> Lovely. Cheers. >> Okay. So, Neha, you've worked inside a lot of large, you know, large organizations like Costco, Starbucks, Taco Bell, and then smaller organizations like Lemon Perfect and Bureau and helped them scale, you know, fast as fastmoving kind of consumer brands. Can you give me some insight into your background and how those experiences have shaped the way that you think about building scalable operations?

03:59Absolutely. I think I have a little bit of a unique background because I started in these larger corporate companies and really built foundational skills. I think it's so great because you can learn robust processes with lots of details, lots of steps, big large ERP systems. So, I think that's really unique. What I loved moving to startup was you get a chance to kind of say here's what worked and what didn't work and I could figure out what I wanted to implement and what I didn't. And I think one of the things I found to be the most challenging and those of you that have been at large corporate companies probably feel the same is that the processes were so robust and so detailed and probably so historical that you weren't able to make change or it was very hard to make change especially with technology that's so rooted from many many years.

04:40And so I think what was so unique about startup was that you could come in and say okay I want to do this platform and I really could use any of the technology out there and there's so many options and I think what I learned at Bureau which was my second startup was that there's a balance to that and I think that's where NetSuite really came in and we'll talk a little bit more about it today but really like that is foundational it's credible there's um ability to scale which is key but also there's flexibility in it there's also ways to add on some of this new innovation and new systems and I Think that was really key.

05:10But I think for me uniquely I got to see both sides and really come to a conclusion of a system that allows you for flexibility. >> That's awesome and great experience. Now you mentioned, you know, working at Lemon Perfect and while you were there, you were implementing an ERP kind of while the business was growing. What made that like especially challenging? >> Yeah, so you know, it's interesting. You come out of these big companies and they have these huge ERP systems and processes and so you think you have to have all of that.

05:38I got to LP and we were actually doing things out of Excel and spreadsheets and you know my corporate mind was like there's no way we could run a business on Excel. Um that's not true. You can. However, um I felt it was important to get a system in place and so we got a system that was pretty intuitive, easy to set up. It wasn't connected to our financials, but it allowed for like POS to get in place. It allowed for one source of truth for inventory. So it was kind of a basic system. It was great until it wasn't to be honest.

06:06um you know, we started to scale really, really fast. You know, we're in about year three of the business. It's growing rapidly. We're looking at, you know, 50 million in sales and all of a sudden this system is starting to glitch or we've put too much information in there and we're not getting the information out fast enough. And it felt like not only did we need to get a system that was reliable, but we needed to get one fast. And the challenge with that is we're also in year three of the business, scaling for year four, about to double our business.

06:34And as an operations team, those are that are in operations understand that's a really critical stage of the business. We didn't really have time to reset, relook at the systems, recreate all our processes and put mind share towards setting up a net suite that takes time and thought as strategically as I think I would have wanted to. And so I think for me that was the hardest part is like in the middle of just this rapid growth of so much stuff happening and you know we also had co and all sorts of things thrown at us we al we had to figure out a system solution and so I think everyone kind of faces that is like you're in the middle of things growing so quickly and then you're like >> oh wait I need to figure out some systematic processes and ways to mature the business and it's really hard when you're in it.

07:18>> Yeah. Yeah. Definitely. And now, you know, oftentimes we we see that like smaller or emerging brands, you know, before they think about software, they're like, "Oh, this might be too big for me," or whatever it is. Um, but kind of like before companies think about software, what are some of those first like operational triggers that they'll usually start to feel, but you know, as their business starts to pick up? >> Yeah. You know, it's interesting. I started at Bureau and it was a blank slate and we're like, "All right, how do we bring this to life and what are the things you're going to think about?"

07:47I think for me the first thing was like the model. How are we going to do this? Are we going to like bring our own manufacturing? Are we going to use co-ackers? What's the capacity look like? How are we going to order raw materials? Are we going to have our co-ackers do it? Are we going to do it? So, some of those that are really, really instrumental in how you figure out supplier relationships and what that looks like. Um warehousing, who's going to do it, where are we going to do it, what's the location, um those are all really critical.

08:13And for me, one of the things I learned the most um as I've kind of navigated from corporate to startup is finding the right supplier for you and where we're at. I think so often people push some of the largest, you know, I'm going to use warehousing for example, largest warehouses and say, you know, they have the the greatest scale and they can help you, but really what I found is I like the mom and pop warehouses. They're willing to work with us. They're excited about our brands. They're flexible.

08:36They can move and change and and do unique things as we learn and need. And I think for me that's been such an unlock is find the suppliers that want to work with you and know your business. And so as you kind of think about those operational triggers, for me it's okay, what do we need operationally and who are the suppliers that can really support us in this and this growth and have the ability to work with us from the start to the end. And so for me those are some of the biggest things as I kind of thought through what are those key triggers >> and is process driven as well.

09:08So they they're able to adapt to your processes but also help you establish those processes because they're willing to work with you. >> I think you hit it nail on is that they're willing to establish the processes with you. And I think for me that's so important because I don't really know day one of bureau I didn't really know what it was going to look like. All I knew is we were going to produce somewhere and I had to figure out what that was. But I didn't know what it was going to be in a year or two and I wanted a warehouse that could support us.

09:36I wanted a system that could support us. I wanted um an impletor that could support kind of what that change could look like. And so I think it's it's a it's really yeah about establishing the process and then being able to to innovate and change as we changed. >> I think that's such a hot tip too is just like you know finding teams and brands and companies that will work with you guys on you know to be flexible as you guys are growing and and not always go with like the behemoth of of you know the manufacturer or whatever it might be.

10:07So that's that's great. Um, now you're talking about making some of these key decisions on choosing to do like outsource manufacturing or manufacturing yourselves or whatever that might be. How did you kind of make those key decisions? Like what was the thought process behind some of those things? >> Yeah, it's it's a big decision. I think you really know your industry and what you're in. I think at bureau it was beer and so we were trying to figure out you know do we start our own brewery and what does that look like or do we leverage kind of all the expertise that are out there and the capacity that's out there and I think for us we found leveraging the experience was the right solution for bureau and so I think really understanding what the landscape looks like is super important so we went the co-man route we have really fantastic co-mans that support us in our manufacturing that'll bring great ideas to the table that bring great expertise you we were learning TTP regulations and all sorts of things that we didn't know.

11:00And so I think it's really critical to have the right partners there to be able to support that and then knowing that we were able to then translate that into our systems and what that all looks like. So I think understanding that initial piece really helps with the rest. Awesome. Yeah. And Scott, I actually have a question for you here. Um, you know, having had food and beverage experience in the past, have you worked with many companies that have had a mixed kind of manufacturing mode or are are trying to kind of make those decisions there and see how that fits in with NetSuite?

11:30>> Yeah, it's interesting. I I think we we see a lot of startups that go right into co-manufacturing because it's, you know, it to to Neha's point, you know, you don't know your processes. You don't want to take all of that on at once. You're unsure of uh revenue streams and things like that. And that, you know, that's where you want to put your effort to is where where am I finding distribution? Where am I going to find my customers? I don't want to put all this time and money and energy into how do I build my product right away.

11:58Um, and so they start with co-manufacturers and then what we see is, you know, after a couple of years, how do I bring my costs down? You know, I've I've I've dealt with this co-manufacturer and I've taken their word for what the costs are, but how do I start bringing those costs down to bring my margins up? And so now you start seeing kind of a mixture where maybe they're they're bringing on uh bottling and labels, but they the actual ingredients are still going through their co-manufacturing and supplied by the co-manufacturing.

12:27Or maybe it's uh the reverse. Maybe there's some really expensive uh ingredients that they want to go out and and source themselves to supply to their co-manufacturer instead of just taking the one vendor that the co-manufacturer works for. Um, so >> and I'll say that's exactly what Bureau did. We we have picked and selected what things make sense that we have relationships with suppliers and so we purchase certain ingredients and and so we have a very much so mixed model and I think it's critical to have um your impleers understand that and understand that that changes as well as a system that supports that um because I think that's very very common as you start to get further into the business.

13:08It's a great point >> and that's really where NetSuite shines if you ask me. You know, NetSuite can handle any of those scenarios and then you know eventually maybe you want to bring in and do in-house manufacturing completely as you you mature as a company but having a good scalable software like NetSuite allows you to start at one point and end at another point and the system can grow and move with your processes rather to to what you said earlier Neha you have a system that's very strict and stuck and it involves almost reimplementation in order to change the way that your business models Um, NetSuite's not like that and I think that that's where that software is going to grow with the company rather than growing around the, you know, the company growing around your software.

13:51>> The other thing too to note, we haven't really touched on it is that the financial connection that NetSuite has. I think it was a big miss in our in my past life in that we had this, you know, inventory system that that worked and we were able to manage our processes, but it didn't connect to the finance side. So there was so much manual work done on the finance side and often we were trying to figure out where the gaps were etc. it just wasn't scalable. And I think that's where so often you come in as an operator and you're like, "Oh, here's the things I need to run the supply chain."

14:22But the finance piece is such a critical part to understand the P&L and make sure that you have all of that connected. And so to be able to think about that early is really, really important. It can set you up for success for those types of changes like you talked about. If your model changes, if you choose to bring everything in house, you need to have traceability of all of those things. And I think that's what we're seeing in the marketplace now is startups are going to nutsweet right away versus waiting until they have to because they're able to scale.

14:52They're able to see their financials mixed in with their inventory. They're able to, you know, work with a co-man and have that be a single process versus five different uh steps in order to do all of those transactions. Um that's that's making a big move in that direction in the in the environment that we're seeing. And that's why at Luxent we're trying to build out this program. >> An absolute game changer. I'm such a believer in it. So I'm really excited that there is a program. I know we're going to talk a little bit more about it, but I think it is so critical for it to be approachable for brands because it really can be such a success factor for them if you can start from day one.

15:28Um and Bureau was like a test and an awesome test that it was able to work. >> Yeah, good partnership helps. >> Definitely. Definitely. And kind of in that same vein, you know, what what has been out in the marketplace and what has been, you know, kind of more traditional is that companies will start to kind of delay investing in like a bigger software or anything like that like NetSuite in those operational kind of bigger tech stacks um just because of the big hurdle where it comes to cost or complexity or whatever whatever people might might see out there.

16:00But um Neha, kind of from your experience, what advantages did you guys really realize early on because you did start on you know a system like that suite? >> Yeah, I think there was a couple. I think the biggest one is that we created our processes around our system. And I think so often if you implement it later, you have to break your original processes and recreate whole new work streams, which is extremely challenging when you're in the middle of actually running the business. And so we were able to say okay we've never cut a PO before we've never um instilled a manufacturing process before how should we do this so that it is integral within NetSuite and for us nobody knows anything different that is how we do it our um ecom team is integrated into how we use NetSuite if we have merch coming through they know what information is needed for a PO and NetSuite I mean like everything is foundational across the organization into NetSuite and what a game changer that is to not have to teach that 3 years in when nobody has time to learn that, right?

17:02And so every template has NetSuite kind of in the infrastructure of how we're doing things. And so I think that by far is the largest advantage. The second thing is really just the ability to have data at our fingertips. I think that is like a huge huge win that we have one source of truth, finance has one source of truth, I have one source of truth, our CEO can go at any time and do that. And then I'll further tag on and this is something new but it's been really exciting with all of the AI innovation that's out there is we've been actually able to leverage that within NetSuite and we have access to what we're calling bureau AI but I think any company could have access to their AI to get information out of NetSuite in these really great ways.

17:41I mean we get charts out of NetSuite within two seconds um using AI and being able to use that as their source of truth. So what an advantage that sets us apart to be able to use that information to make decisions so quickly by having it from day one. So I think like really often people pause and I think some of it too is the cost. You know it's going to be so expensive. It's such a known system. It's not if you can work with the right partners and if you can do it right. And I think that was what my test was is to have those conversations to say I think there's a way.

18:09How can we make this work? And you know we'll talk more about that but I think >> um knowing that it's possible and also we had time I think that's the biggest thing too is like we were starting the business so we had time to put thoughtful decision making into what should netsuite look like we had time to put our items in netsuite I mean something as basic as that was really really hard 3 years into the business when you're doing so much other stuff and then you have to sit down for x number of hours to like put all your items in right so we were able to really craft the system and take the time to craft it while we're building it.

18:40And so I think all of those it's a no-brainer to start from day one. >> Yeah, I think that's so key, too. Go ahead, Scott. >> Yeah, and I think that's such a key piece of this that um I really want to emphasize as we grow into this what we're going to be talking about um is that the cost of doing it early is so much less than the cost of doing it late when you've established. To your point, you don't have time. You're busy. you're, you know, you're you have five different uh spreadsheet systems that people are using and putting information in and it's making it more complex.

19:16So, as a as an implementer, time is money and and the more complex, the more we have to have time to help clients pull all of that together. So, that makes the projects more expensive. doing it early when you're growing and you're building out. While yes, it seems more expensive, you're actually saving yourself money in the long run. I >> mean, I don't know if I'm allowed to share this, but our implementation cost was like 5x than it was when I did it from day one versus when I did it year three.

19:47And for that very reason, the complexity, the time, everything that we had in year three was just so much more than year one. Being able to bolt things on, I was able to do a lot, my team was able to do a lot from day one. And so we were able to take things into our own hands. Um, yeah, it's an absolute gamecher in how you think about it. And if you can put a little bit upfront and people don't normally think of systems when you're thinking about all the key upfront costs, but if you can, you've set yourself up for success for the long haul 100%.

20:15And I think one other thing to note, which I didn't know this was going to happen, um, and it was a really big win, was the amount of credibility NetSuite gave me as a leader. actually my board, our investors, our pe my peers all could see what NetSuite brought to the table and it instantly made our company more mature and I think that's a really key win that doesn't really get talked about that often. Um, but it was really really big and I think our board was pretty surprised by it too. They were like oh NetSuite and then the more you hear people talk about it they're hearing these large companies that are established have NetSuite and here we are with NetSuite out of the gate from day one.

20:52we must know what we're doing, right? Whether we do or not, that was what the the um belief was. And so I think that's a really big win too when you think about credibility and what it can do to your operations, how it legitimizes what you guys are doing from a supply chain standpoint, >> right? It kind of sets the tone like we're here to stay. We're setting this up for success and we're here. So >> absolutely. >> And you know, and part of that success was, you know, you being very intentional about keeping that phase one like very simple.

21:19So kind of like what did you focus on first and what were some of the key elements that maybe you chose to keep out of a phase one that that may kind of shock people? >> Yeah, I was very I don't even want to use the word manic about this but I was very very intentional about this because I didn't want to overwhelm the team. I didn't want to overwhelm myself and I wanted to really take this as simply as possible. And so we really did the most basic module that you could possibly do. We did financials which we had to have.

21:48We had inventory management, procurement, warehouse management. That simple. I didn't do any integrations, no EDI, nothing. I didn't have ecom integrated. I was like, you know what? I can do a manual process for ecom to start because you think about all those orders and that getting in the system. It was very overwhelming entities. I knew we were going to go global at one point. I was like, let's do that as a phase two. I really kept it simple as phase one. All I really wanted to do as a team was to be able to have a source of truth.

22:14I wanted all of our suppliers in there. I wanted to be able to put our items in there. I wanted our cost in there. I wanted our manufacturers in there. And that's what we did. And it was great and it worked. And then the business changed really quickly, but we had time. Phase one was done and we had to go to phase two. And so we slowly added some EDI integrations in. Then we added AI and had some of that stuff come in. Then we realized we had to go global and we had to figure out the entity stuff.

22:37And so we were able to really bolt on those things and with the help of Luxent, we were able to do it in a very strategic manner on what made sense for our business and when, right? And so I think really starting small and just putting your scope to be the basics. You only need the basics for year one, right? So like don't look at NetSuite as this huge huge thing. Look at it as I need it as one small source of truth for these things and then it'll eventually expand as you learn more about your business.

23:05>> That makes sense. You know, and you know, kind of in that same vein, you know, as you guys have expanded, there's been more volume and complexity and like you mentioned kind of international growth. So, how did kind of having that right operational system in place change? How you were able to kind of head down that venture? You know, how were you were able to expand globally very quickly? You know, how did how did that work? >> Yeah, I mean, we're still learning. It's been really crazy with a global launch.

23:29Um, but we had to have a secondary entity. So, we knew that, but we didn't really know what all of that meant. NetSuite allows for that. So, with the help of your team and Luxent, we were able to really set up our UK entity to be able to do business in the UK. Uh there's so many things that go with that, but to have the financials connect to the supply chain to our c-acker that's out there. I mean like we basically set up everything we set up in the US on the UK side on an additional entity. But like if I would have taken that on day one, that would have been so overwhelming.

23:57And so being able to do it as we learned and as the phases came along was really important. And I think the other piece too, um we bolted systems on as we get we got them. So like we have a TMS system that I love. It's a new innovative TMS system. Really great guys that started it and we we were able to bolt that on through the API with NetSuite in phase 2 and that was so great. It was like a very easy way to integrate into our NetSuite system. And I think that's what's so great about some of these other systems is everyone knows NetSuite.

24:25So everyone has some sort of integration into NetSuite and you can kind of be selective on what you choose to integrate and when. And often it's not as complicated as you think. And I think that was what was kind of an unlock for us too is that okay we can start integrating some of these things and they actually work and it's not this huge project plan that's going to take six months and you know x number of hours for implementation. It was actually like oh that takes one hour and the API connects and we're going to test it and here we go and my team's now saved x hours a day on inputting transportation orders in.

24:59I mean like there's some significant wins with being able to have this. >> Yeah. Yeah. And I think that's kind of a key piece too that like Net NetSuite has to offer is that there is, you know, since it is a bigger name, there is so much connection to it through with other companies and and different pieces like that that you're not having to go and and build an integration every single time kind of thing. So, okay. Well, um, kind of my next question here is a little bit more on the operational focus and just like kind of what are some of the top maybe top three things that that you would tell a growing brand to kind of get to that next level?

25:38What are, you know, what are those top key things? >> I think you've kind of heard it a little bit as I've talked through some of the other stuff, but I think the first thing is your team. I mean, I think that's kind of obvious, but you got to have the right people. People matter. And so I think focusing on the team, people with that have experience, people that have unique ideas. I think that's critical cuz as you're scaling, you don't want somebody that has done the same thing over and over again.

26:02You actually need those creative ideas. You need people to break the system and think about something else. And so for me, it's team first. Um I'm very lucky. I have an awesome team that's willing to work through things and um always great with new ideas. The second is partners. And it's partners across the board. It's your manufacturing partner, it's your suppliers, it's your system partners. I mean, that is so so critical. You know, people sometimes make fun of me. They're like, "You're so woo, you know, woo woo all about the relationship, but it is so so important as you build and as you scale, right?

26:30Like, I need you guys to be on board. I need you to believe. I need you to be excited. I need you to feel like you're a part of it because you are. If I'm having a conversation with you day one, you're in it taking as much risk as I am." And so, for me, it's the partners. And it is across every single element of the business. It is not just your manufacturer. It is every single piece down to the system and who you use. And then lastly, it is the system and the tools that we have. And so I think we were really intentional about the tools that we put in place, how we put them in place, and when we put them in place.

27:01And if you have those three things, I think you're setting yourself up for massive, massive success, and the ability to scale without breaking a system. And so, you know, I learned a lot from the first startup. We moved fast. We had a lot of challenges come at us doing it again. Those are the things that I focused on the most. >> Yeah. And now, you know, you've been you've been clear about partnerships here and and kind of like why choosing the right partner for different avenues is so important, but you know, why was it so critical to choose specifically the right, you know, NetSuite partner?

27:34What are some of the key things that that was you were looking for? >> Yeah, so it's interesting. Obviously, I did it in two different phases. You know, I did it in the middle of our of our growth at my last company and then I did it from day one here. And both of those times I felt very strongly that I needed someone that understood where I was at the time. Um, and I think for me that's so critical is is people that can take the time to really understand where you're at where you're at in the business.

28:00And so people that are willing to take the time once again maybe people that aren't this huge behemoth but smaller that have more flexibility that are more agile, right? um industry knowledge, knowing different industries, knowing food and beverage inside and out, having recommendations like for me that's important like I can say hey yeah here's what I'm thinking but what should I do what have your other brands done like that that's really really important to me understanding our budget for for bureau that was critical you know I came to Luxent and said I have a crazy idea can we make this happen I don't even know if anyone's ever done it I don't know if anyone's ever asked to but like I really think we can do this and if we start from day one we're in it for the long haul You're not leaving next week once you're in it.

28:40You're not leaving services once you're in it. You constantly need support. And I think that's what was so critical. So for me, it was really finding that partnership and helping navigate kind of the complexity around it. You know, transparently, we interviewed multiple people. Obviously did an RFP process and I think navigating the complexity of what NetSuite can be because it is a large company and a large system. um having someone that can come break it down from the costing to the implementation to being able to break up the modules and when we can implement and what we actually need what's nice to have that was really critical for me.

29:14So um those were kind of the big pieces and trying to figure out >> who the right partner was and who was in it not only for the short term but the long term. >> Definitely. And you know that's what we wanted to do. We just we wanted to partner with you and we that's what Luxent you know we kind of specialize in. We're we're a boutique NetSuite firm and our specialty is is partnering with brands and really investing in them and investing with in them from the beginning and and you know becoming part of their team and I think that's that's important to note.

29:47So, well, here's a just a couple more fun questions now. So, if you had a chance to do something over in the last two years of building Bureau, what would it be? >> It's a hard one. You know, it's funny. I feel like I did everything wrong. the first go around and we figured it out and the second time I think we could be really intentional. So I think I've been using the word intentional a lot. But I think you know our CEO John sat down and he was like how do you want to build it? And you know I always say what an opportunity but what a responsibility to build it right the second time around.

30:20Um and I think we got it right. I think being able to sit down with Luxent and say I want to do this. How can we make this happen? I really think this is going to be foundational and and change the industry. I didn't even feel like it was going to be a change for Bureau. I really feel like it's industry changing if you can start with a system like this from day one and then we proved it out. That is what we did and it is working and I think it's so amazing because we were able to bolt down and scale and stuff like that.

30:43So, you know, I wouldn't change a lot. We we have great partners. We kind of did it all very intentionally. We have some small things that we'd probably change. Like we created a whole skew map day one thinking, "Okay, we're going to launch with these SKs and here's what they're going to look like." And it could not be more far off and every day we open it, we get so irritated cuz we're like we wish we didn't like already have skew numbers that we have to delete and refigure out. So I think like small things like that, but when it comes to the big things, I really feel like we nailed it and I'm excited because I want others to be able to feel that same way.

31:14I don't think I could have ever said that um five years ago. I think it really took risk and experience and partners that are willing to try it with you and see if it'll work. >> Yeah, that's incredible. >> That's interesting because I think that that's the history that you talked about earlier, right? Coming from big big industry to to startup, you learn you learn what works, you learn what didn't work for a startup, you know, everybody would love to to run a startup like a like a multinational.

31:45Um, but it doesn't necessarily mean that all of those pegs fit exactly right for a startup. And so, you know, doing it a second time, doing it with your second startup, I think you're probably right. You know, by the third, fourth, fifth startup, you it would be old. You don't want to do that. But I'm just saying like that's how you learn, right? And it's so great to hear what you're saying. And your team, I think you're right. Your team probably is the main driving force behind that. And it's it's refreshing to hear people mention team first.

32:18>> Yeah, they have to be willing to try it, right? I mean, I was crazy to think about doing that sweet day one. I don't know if any of my peers thought, you know, they were like, well, if you can afford it and maybe, you know, but I think um what a cool way to set the stage and to build the processes from our team and give our team so much credibility to then, you know, internally um everyone knows kind of what the system looks like and what we're doing. I think it's it's just been really really great and I don't have a single regret about it which is um surprising but you do wish that you go through a lot of battle wins.

32:51I'm sure there'll be more lessons that come back to me in a year and I'll probably have more lessons but um in terms of building out the foundation I just like I'm really proud of of what we did and I think it's been really cool and I think small things we're going to improve on and and all of that but systematically we really we really got it right. >> Yeah. And it's been an exciting partnership. I feel like we've been like riding the coattails of your journey and just excited to be, you know, just a small part of that team there.

33:15So, it's been really fun to watch. Um, and our final question here, can you give us any scoop on where we will see Bureau next? >> We got an exciting year ahead and we'll be in new retailers across the country. So, um, keep an eye out. We'll be in some big ones coming up, maybe even on TV. So, watch TV and probably in partnership with some pretty cool movies that are coming out this summer. So, we got some exciting stuff ahead of us. Um, we're really excited for what Bureau has been and what the opportunity is.

33:47We have some really fun innovation coming out this summer. So, lots of new and exciting things for Bureau. Um, and you know, please pay attention to us. We're excited about everything that we're doing. And, um, yeah, >> it's been a wild ride. All right. Well, thank you so much, Neha and Scott. I'm just going to kind of wrap us up here. So, uh, before we wrap, I just kind of wanted to walk walk everyone through kind of what the next steps would look like in in starting your NetSuite journey. So, as we've kind of gone through this call, we've been referencing, you know, getting a better understanding of kind of Luxent's, I guess, for lack of a better term, kind of quick start package on on, you know, what did Bureau do to get onto NetSuite?

34:30And so, we want to share kind of what those steps look like. We will be having a demonstration with Scott here on April 2nd and that will just kind of give you a live look into what NetSuite actually looks like in practice and then also what um kind of what that implementation process looks like, what's included, what's involved, what's the price more most importantly. Um so we'll be sharing some of that information and then step two in in starting that NetSuite journey is to schedule a discovery call with us here at Luxent.

34:59So, we're happy to sit down with you and and kind of talk more about your business, understand what you guys are doing and and how Netswe can fit in that. And in that same vein, you know, Neha um has graciously offered to be kind of a sounding board for anybody if you guys are interested in learning a little bit more about what she has done. Um we'd love to to kind of set some time up and and work with her there. And if you're you're you know you're not quite ready to start on your NetSuite journey, but you'd like to continue to learn more at the end of this call, we do have a a very small survey that pops up.

35:29So if you'd like to subscribe to our newsletter, you can select that there um or select to get some more information. So um with that, a huge thank you to our speakers, especially Neha for sharing kind of your operational experience and background and just like truly just like your passion for the product and the operation and the process. And thank you to Scott for helping us kind of ground the conversation and you know how does it how does it reference back to NetSuite? How does it reference back to some of the other brands that you have worked with um and giving us a fresh perspective there.

35:58So if you have any questions or would like to learn more about NetSuite again feel free to reach out and we can schedule some time to to talk with Luxent and Neha to learn more. And thank you again to everyone for joining us today. We appreciate your time and we hope to be talking with you soon. Have a great day. >> Thank you. >> Bye everybody.