President and CEO of World Emblem Randy Carr got his start in the apparel industry together with his brother Jamie. The brothers worked as apprentices to their father, the industry veteran and World Emblem founder, Jerold Carr.
At World Emblem, Randy Carr began by working as his father’s right-hand man. He worked in various positions at the company, where he was able to “build a solid foundation” that helped the family handle every challenge they faced. After his father’s death in 2000, Randy took over the company.
After weathering some challenges as the CEO of World Emblem, Randy Carr managed to grow the company to its current status as the global leader in emblem production. He continues to build his company, taking it to new heights, and inspiring everybody who works with him along the way.
Randy Carr and World Emblem continue to support brands and help their clients receive satisfactory products and results. They are also keen to help their employees achieve personal and professional growth and success, branding the world “one emblem at a time.”
Throughout his tenure as executive, Randy Carr has turned World Emblem into “one of the world’s leading suppliers in high quality decorations.” The company offers “a variety of custom embroidered, sublimated and digitally printed patches, high-visibility striping, transfers, and more.”
Even after 25 years, World Emblem is still poised to make the leap into a new stratosphere of success, thanks to the leadership of Randy Carr.
We don’t believe in putting all your eggs in one basket. While the industrial laundry business has been a steady, thriving niche, we were not comfortable with it representing 60% of the company’s business. Randy Carr, CEO of World Emblem
Jerome Knyszewski: What do you think makes your company stand out? Can you share a story?
Randy Carr: One thing that makes us stand out is what we do. We do a 100 million emblems a year, and 50 million of those 100 million are made same day they are ordered. Of the 100 million emblems, all of them were made within four days. Everything is custom. No minimums. And 99% of the business is done over the internet.
We have a 500,000-square-foot facility in Aguascalientes, Mexico. We are set up to support almost any job or project anyone can imagine as far as branding with emblems, badges, stickers, labels and heat transfers. We offer a unique ability to manufacture in Mexico while doing the final construction and decorating in the United States. And we’re positioning ourselves to be even stronger in third-party logistics and fulfillment.
By “final construction,” I mean application of decorations to garments, coolers, headwear, cups, etc. Anything anyone can possibly think of.
Our face masks are a perfect example. With certain customers, they’ll give us five or six million masks. We’ll make emblems in Mexico, ship them to our place in Houston, apply them and ship to our customers. We’re the only end-to-end provider.
When COVID hit at the end of February, my team had some tough decisions to make to keep the company afloat.
As part of the decision-making process, I assembled my team to assess the budget and see how low sales could go and still survive. Our business was down 30%, but we looked at what would happened if business dropped anywhere from 40% to 70%. At 50%, things got really dicey.
We were never planning on waiting on PPP (Paycheck Protection Program) from the government, we needed to go as deep into the business as we could not knowing there would be a subsidy. We didn’t want to count on it. I wanted to keep our gross profit relatively consistent and cut so deep into overhead that it hurt. Then, if we had to use the subsidy, we’d have that as a buffer.
A big challenge was finding the right balance between being ready when the crisis turned, while making sure the company had enough cash. And that involved staying in touch with the bank to discuss delayed payment of financing fees and leases.
For example, while one day might be spent evaluating cash flow and budget, the next was deciding what to do about marketing. I told the human resources director to start recruiting for a new marketing manager now. She questioned me on that and I said, “We need to be recruiting now because in a month, we will be ready to hire someone.”
Another of my strategies was to shift manufacturing capabilities into products most needed at this time. Despite facing the possibility of losing as much as 50% of my traditional sales, I made the investment in equipment to start making face masks and personal protective gear.
We started making face masks, hazmat suits and other protective apparel on Monday, March 30 in our plant in Mexico. It’s was a huge investment, when nobody had any money, and we were doing it at a time when nobody had any clue what the global economy looked like, but we were trying to pivot where we thought we could have the most economic and social impact.
The face masks went up on the website a week later, Monday, April 6, and we broke our highest sales goal by tenfold. We had to temporarily shut down the website. Since the start of COVID-19, we pivoted hard, and because we added the hazmat suits, medical gowns, plastic face shields and gloves, we were inundated with work from the start.
Although the recently added products took off, shifting gears did not come without its headaches. World Emblem had been poised to diversify with approximately $10 million invested in 2019 in new equipment and technology. Then, I got a disturbing phone call from my Mexico managing director at midnight on the second day of the hazmat suit production.
My MD told me, “Covid lockdowns are being enforced, and we will have to close for a month.” This is not what you want to hear when 65% of your sales come from Mexico. So, our entire game plan was flipped on its head in literally two hours.
After phone calls and deliberations, the company finally got permission to remain open for another 30 days.
We had a record month in March due to the company putting a ton of money into new products that were starting to take off. We know once this pandemic ends, business will turn around for us. But it’s going to take a little longer than originally projected.
A number of factors allowed World Emblem to be in the sustainable position that it is.
We don’t believe in putting all your eggs in one basket. While the industrial laundry business has been a steady, thriving niche, we were not comfortable with it representing 60% of the company’s business.
We want to be very aggressive on our diversification strategy.
So for the past five years, my team has purposely done research and development to come up with new products and markets to tackle. Our vision is to build one new business annually that does $10 million a year in sales in 10 years. These “incubator” companies have come about in the form of stickers, pens, name badges and now face coverings.
Another opportunity fell into the company’s lap as a result of being a member of the YPO.
A member was looking for a cut-and-sew manufacturer who could make robot covers. After researching the necessary equipment and labor, we decided to make the capital investment to add what was needed. While this capability was added about six months before COVID, it put World Emblem in a position to make the hazmat suits and face masks that were just added.
One of the best decisions we made a couple of years ago was to define, as a company, what we were best at. Now we go through this process every quarter. We sit down together for two days and ask ourselves this question.
And the answer was not making emblems. We discerned it was the ability to do quick turns on small orders. Previously, we were limiting ourselves to thinking it was emblems and badges. With our new definition, we have been ready when opportunities have come our way.
Jerome Knyszewski: Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?
Randy Carr: There are times where I really dislike work.
But yes, I have things I do. I meditate 20 minutes a day. I exercise twice a day. I belong to YPO, both the Miami and the Atlanta chapters.
Keeping your sanity is about the people you surround yourself with. I’m serious about my work, my life, and my family. I think getting into YPO and surrounding myself with these people has really helped me in my career development.
Jerome Knyszewski: None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Randy Carr: My wife and kids, but that’s the obvious.
I would say the biggest one has been my accountant, who has given me full support since before my father passed away. Every time I feel that something’s not right, I pick up the phone, and he has the ability to call me out within three seconds. He is that guy, and he’s been around forever.
There’s an art to making something that is complicated, less complex. And he has an ability to do that no matter how complicated the problem is. He gets right past the emotion and goes right to the heart of the matter quickly.
My leadership team right now is really solid. If I were to look back, I’d have to say that the leadership team I have now is as good as any I could ever have ask for. I credit their input and hard work for our company’s success.
My YPO forum also lends a lot of support.
But honestly, there are so many people, it’s unfair for me to leave anybody out.
A great company sets goals and exceeds them. Randy Carr
Jerome Knyszewski: Ok thank you for all that. Now let’s shift to the main focus of this interview. The title of this series is “How to take your company from good to great”. Let’s start with defining our terms. How would you define a “good” company, what does that look like? How would you define a “great” company, what does that look like?
Randy Carr: In my opinion, a good company has an annual budget meeting once a year and keeps to its budget. It also meets annually to create a three-year plan, and it executes that plan each year as directed. It hits its goals and makes money.
A great company sets goals and exceeds them. One goal I believe in is creating a company environment where people leave better than when they came. You create an environment where when employees leave the company, they’re smarter, more educated, and more employable. They have more money in their bank account or have achieved whatever “better” means for them.
Jerome Knyszewski: What would you advise to a business leader who initially went through years of successive growth, but has now reached a standstill. From your experience do you have any general advice about how to boost growth and “restart their engines”?
Randy Carr: Every business goes through ruts. In one instance, we had a revenue issue. The way we pulled ourselves out was to find another service. So we asked ourselves the question: What are we best at in the world? A very simple question, but important to make your pivot.
And the conclusion was we are the best at quick manufacturing/fast turnaround at high volumes.
Over many discussions, this morphed into developing a third-party logistics business, but others might call it fulfillment. It works like this: A customer will give us a container of garments from their manufacturers, or we manufacture and stock the blanks. We inventory the apparel or goods on their behalf. They order from us, and we pull their goods from consigned inventory, decorate them and ship orders to their customers.
Jerome Knyszewski: Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?
Randy Carr: The main strategy was pivoting quickly to shift our manufacturing to the most-needed products at the time, which was personal protection gear. We saw an opportunity, and we struck it very early and very quickly. When I say quick, it was like within two days.
We made a significant investment to do that. In order to decorate the masks, we bought every digital inkjet printer of the brand we use in the entire country of Mexico. That put us in the position to immediately supply face masks to the world at a time when they were in desperately short supply.
That move was in keeping with our vision and company mission to have a diversified product and customer base. If you are relying on only three or four products in one market and that crashes, it gives you little space to adjust.
We had these same planning discussions year after year, and we forecasted for years ahead. If you are suddenly hit by a bad economy, it’s too late. But for us, diversifying our products and customers permeates throughout our entire company incessantly.
Buying up all of those printers may have seemed risky, because at some point, face masks will no longer be selling, but we knew that when the personal protection niche goes south, we could use those printers for other areas of our business. So they didn’t pigeonhole us into only one product.
We were careful to make sure everything we bought; we would be able to reuse when the market shifted back to our core.
If you’re not willing to make the investment in technology, then you need to shut your business down.
Jerome Knyszewski: In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?
Randy Carr: It depends on your market, but in general I think it’s technology. This is going to be even true more in the future than it is now. If you’re not willing to make the investment in technology, then you need to shut your business down.
And whatever amount you think is “right” to invest, plan on spending double, because the truth is it needs to be the right amount. You could spend $10 million a year, and it might not be right.
I get into discussions with people about why they are not making an investment in technology. They are thinking of buying a personal toy vs. investing in their infrastructure. I believe that’s huge, and I think that’s where people are going to win in the next five years.
You have to make sure you’re doing it in a smart way. For sure, if you hire the wrong people or don’t spend enough, it can be traumatizing.
Jerome Knyszewski: Great customer service and great customer experience are essential to build a beloved brand and essential to be successful in general. In your experience what are a few of the most important things a business leader should know in order to create a Wow! Customer Experience?
Randy Carr: It’s mostly simple things like answer the phone fast, reply to emails, and reply to people’s problems quickly.
Companies like Amazon have really set a benchmark for the rest of us. We’re trying to develop a self-serve environment. We’re fast at what we do. The ongoing challenge is that we customize everything. So when there’s a big spike in orders, we could run behind, so we have to have additional capacity to support spikes.
The other habit to establish is to over communicate when things are wrong. Err on the side of overcommunication vs. under. Repeat your message over and over.
Jerome Knyszewski: What are your thoughts about how a company should be engaged on Social Media? For example, the advisory firm EisnerAmper conducted 6 yearly surveys of United States corporate boards, and directors reported that one of their most pressing concerns was reputational risk as a result of social media. Do you share this concern? We’d love to hear your thoughts about this.
Randy Carr: We’re not very good at this. There’s no question we need to be posting more. We need to be a little more vulnerable and share what we are doing.
We got caught off guard after COVID because our company mainly focuses on business to business. But with the face masks, we were selling directly to the consumer as well. We were not prepared for all the consumer comments on our social media pages. It was a nonstop barrage, and the posts were brutal.
So, the lesson learned was if you’re going to interact socially online, you need to make sure you have a solid plan. You’re either on it or you’re not. We never put anyone behind it, but we are now. We are hiring a social media manager and that’s part of our whole marketing rebuild.
The simple answer is that too many times CEOs work on the urgent at the expense of the important.
Jerome Knyszewski: What are the most common mistakes you have seen CEOs & founders make when they start a business? What can be done to avoid those errors?
Randy Carr: The simple answer is that too many times CEOs work on the urgent at the expense of the important.
President Eisenhower said it best. “What is important is seldom urgent, and what is urgent is seldom important. Look up the four-square method to prioritizing your work.”
Jerome Knyszewski: Thank you for all of that. We are nearly done. You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
Randy Carr: We need to develop a quality and social responsibility team. We have the bits and pieces of this throughout the company; however, I’ love to engage a full-time resource to manager to head up the project.
As far as outside the business, the political divide is incredible in the United States, and it is going to take years to heal. Regardless of the election results, we cannot have another four years of what has gone before. It’s my hope we will end up in a better place.
Jerome Knyszewski: How can our readers further follow you online?
Randy Carr: Follow World Emblem here:
Jerome Knyszewski: This was very inspiring. Thank you so much for the time you spent with this!