I am the CEO of TurboTenant, the one-stop shop for landlords looking to simplify and grow their rentals. We are working to level the playing field for small 1-50 unit landlords by giving them the tools that large apartment complexes have so they in turn can provide a wonderful home for someone. So far we have helped over 250,000 small landlords manage their rental properties and create a great experience for their tenants!
Company: TurboTenant
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company
Seamus Nally: My name is Seamus Nally and I am the CEO of TurboTenant, the one-stop shop for landlords looking to simplify and grow their rentals.
We are working to level the playing field for small 1-50 unit landlords by giving them the tools that large apartment complexes have so they in turn can provide a wonderful home for someone. So far we have helped over 250,000 small landlords manage their rental properties and create a great experience for their tenants!
What were the most significant challenges you faced during the scaling process, and how did you overcome them?
Seamus Nally: The biggest challenge was knowing when to scale up our team. When you are experiencing heightened growth and success in your business, sometimes it can be difficult to tell whether that is a permanent improvement or just a temporary thing. You don’t want to hire new full-time employees, only to discover that the growth you were experiencing was only temporary. So, that makes knowing when to take the leap a bit challenging.
How did you ensure that your company culture remained intact as your business expanded?
Seamus Nally: We have a code of ethics and company values that we stick to, no matter what. It is always our goal for these to be central in all that we do, including during the scaling up process. We also heavily prioritize healthy onboarding practices. We put a lot of effort integrating our new hires into our team so that they are comfortable and feel a sense of belonging from the get-go.
What strategies did you employ to maintain quality and customer satisfaction while scaling rapidly?
Seamus Nally: We always keep a strong customer service focus. While scaling and hiring new workers means we eventually have more customer service workers available, we make sure to train them well before throwing them out there on the job. It’s important that we always provide top-notch customer service.
Can you share a specific turning point that was crucial for your business’s successful scaling?
Seamus Nally: When we realized that the growth we were experiencing wasn’t temporary, that was the turning point for us. Once we could confidently affirm that, we knew that we could proceed with expanding our team with minimal risk.
How did you manage the financial aspects of scaling, particularly in securing funding and maintaining cash flow?
Seamus Nally: It’s important to run a thorough cost analysis and projections into future earnings according to the growth you are experiencing. That puts specific figures out there for investors to understand the necessity and justification of scaling up.
