Episode 346: Storm Creek's Blueprint for Sustainability Success
In this Skewcast episode, host Bobby Leehue (Ritika Chhikara) interviews Doug and Teresa Jackson of Storm Creek about how the company has embedded sustainability into its core business and leveraged it as a sales advantage for distributors. The conversation covers Storm Creek’s recent B Corp certification, its EcoVadis rating, and UN Global Compact participation, explaining how each designation differs and how they help distributors tell compelling ESG stories to end‑users. The Jacksons detail the company’s carbon‑by‑product reporting initiative, which quantifies emissions for individual apparel items (e.g., zip‑per carbon footprint, recycled‑vs‑virgin polyester impact) to support client ESG reporting. They discuss the Connected Plus integration with Commonsku, which provides real‑time, accurate product data and AI‑enhanced order processing, dramatically reducing manual PO handling. The episode also highlights Storm Creek’s Sustainability School—a trademarked educational service that equips distributors and their customers with up‑to‑date sustainability knowledge—and the role of the EOS operating system in driving quarterly “rocks” that advance their 5‑year sustainability roadmap. Charitable giving goals (a $5 M BHAG, $2.8 M already donated) and the company’s shift to a benefit corporation are also covered. Throughout, the guests stress quality, ease of doing business, and proactive distributor strategies for embedding Storm Creek’s sustainable products into sales pipelines, ending on an optimistic outlook for the brand’s future growth.
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Sustainability, as we all know, isn't optional anymore. In fact, it's your strongest sales story. Certifications like B Corp and Ecovadas are strategic designations that help distributors win bigger and better business. And when your supply chain gets as transparent as the carbon emissions of a zipper on a jacket, well, then, now you're not just selling apparel anymore. You are selling impact. On today's show, we're exploring how Storm Creek is raising the bar for the industry and for what it means to be a purpose driven brand in promo and how that helps you. Welcome to the Skewcast, the podcast for innovators and maverick thinkers in the promoter product space. My name is Bobby Leehue. I'm glad you're here. Storm Creek is led by Doug and Teresa Jackson. They are known for their relentless innovation and their mission to do better. In this episode, they share a behind the scenes look at becoming a B corp, how you can unlock faster orders and accuracy with their new connected plus supplier status on Commons Q. And how Storm Creek's sustainability school is is helping distributors turn complexity into opportunity. Today's episode is brought to you courtesy of us at Commons Q. Over 900 distributors powering 1.8 billion in network volume rely on CommonScue's connected workflow, process more orders, connect your team, and dramatically grow your sales. To learn how, visit commonsku. Com. Now here's my chat with Doug and Teresa. Doug and Teresa, welcome to the Skewcast. Welcome back again. I'm so glad we get to talk again. You guys have been innovating so much that we now had to have another podcast just 12 months about roughly after we had the last one.
Been a year. It's been a year. Yes.
Let's talk a little bit about B Corp certification right away. You have to be so proud. Sustainability has been baked into your DNA from day one. And so this is such an interesting time for you. Congrats on this. What does this mean? Why was it important for you to pursue this?
We keep being told that we should and for years. And I'll be guilty as charged. I've had it on my to do list for a long time and it seemed daunting. It wasn't until we, we officially added a full time sustainability and compliance manager, Laura. She's like, yeah, I've got this. And so we knew it was so important because it is the most, the highest standard, the most rigorous review and assessment. I mean, not just the number of questions, but the depth and the documentation that you have to have for each of those and back and forth if they don't think you supplied enough. But just from the international record, I think we have golf out for a long time. Let's go for what we think is the highest standard.
Yeah.
Even what seemed like the hardest one.
And I'm asking, are you done yet? Are you done yet?
Are you done yet?
She goes like, this is hard. It's like 400 questions. And it took a long 10 months.
Yeah. And it really, I mean, so many meetings internally too. She was the spearhead. But it takes finance and accounting and product and purchasing and HR and all of us, you know, certainly from an ownership standpoint.
Doug, how does this feel? This feels like a ratification of your values after all these years. Like something that you, you've always believed in at your core. So to have this certification, how does that feel to you?
Now, years later, Laura's doing these questions and she's about halfway done with the question. I said, what question you have today? So there's like 400. She goes, well, I meant like 140. And she goes, Doug, guess what? We already got 80 points. And I'm like, okay, let's, let's it. And so like we had our points like right away and you know, they have to be verified and stuff, but oh my gosh, we were, we kind of knew we were going to get it right.
Yeah.
You know, knew what was going to happen. It's just, it's just a process.
Yeah.
It's exciting.
Set foundation. So the work that you started a long time ago, but that is, there was something more tangible and recognizable. Hold it all together, you know.
Yeah, it does help. Yeah. To have that sort of designated seal, so to speak, even though it's been a part of your DNA forever. Tell me a little bit about how you also have ECOVADIS designation. How does this complement your B Corp steps?
You know, I'm realizing just now how different they actually are. We actually sailed through the B Corp. We got fast tracked because of our initial high number of points and our give back.
Yeah.
And we, I think, in talking to distributors had a different understanding of what the questions would be on ecovattis. And they are different. They're different for distributors than they are for suppliers. And what's really interesting is in B Corp, they're not. And we were kind of disappointed that we just didn't come in right away at the highest level of Ecobottis because it's not as stringent. It's different. So what we get asked is it's much more internally focused and we've been externally focused. Like 90%, isn't it? 90% of the environmental issues and the carbon emission issues and everything in apparel. It's in the supply chain.
Supply chain, yeah. So we're the ones that everyone should be looking at how do the suppliers do better?
Right. And that's. We even focus and that was not as much a part of our Ecovirus assessment. So a little bit disappointing that they didn't look under that hood. That hood that we think is the most important. But we're understanding of what they're looking for. And so it does complement. I would say I have a higher regard probably for the B Corp because of how rigorous and in depth and consistent amongst the types of. I mean Ben and Jerry's is answering the same questions.
Yeah, that's amazing.
Both seems important, right?
The Ecobotta seems like, okay, do you have all your documentation for this? Do you have. And it's really like with your staffing and things like that. We believe that we'll get. We'll move our way up on that very fast because now we know what it is. Right. And we can just fill in some more things and do some more questions. So it's important for the industry. So it's important to us.
Yeah. How do these two designations then, how do these certifications help distributors tell a better story of their clients? It sounds like they, like I didn't realize how much of a difference there was between these two until you're explaining to me now. So I would assume those are different certifications for different selling opportunities for a distributor to position Storm Creek and the distributor as the partner. You might choose a story to tell through the Equivalatus line or through B Corp. Right.
I think it's always about, you know, first, there is something in all of this that resonates with everyone and their end users. For us, just like when we teach sustainability school, it all starts with the question, what's most important? People and purpose or community and purpose. Okay. We're going down that avenue. That's a big part of the supply chain and all that. And certifications. We go down that avenue. Internal and what you're doing right. Within the confines of your own operation. And you know, a distributor might have solar powered energy and have a great DEI program or whatever. So they might focus on that. You know what I mean? Yeah, there is, there is, it's really dependent on what is most important to that end user customer and what in our case, what is it that they're measuring and then that's. We ask questions and Then we've kind of got something to check every box. It might be women and minority owned and we start talking about that in minority spend. So when you say all those certifications, it's important to us that we had the whole realm covered so that we could have each type of organization and what's important to them covered.
Yeah. What I love about Storm Creek is you live it like this isn't just something you threw a seal on. You guys were already the real deal. Doug, any other comments before I move on?
I just think the B Corp is just a really in depth look at the whole thing.
Right?
The whole, it's the whole package because it's, you know, it's just so valuable because it covers your company and the depth of which we do it.
And people might not know, you know, be familiar with B Corp, but it's five separate areas. You know, it's workers, it's community, environment, customers and governance. So, you know, we had to change the structure of our organization to legally commit our company, Doug and Teresa's S Corp, but it's now a general benefit corporation. It's not an S Corp anymore. You have to commit to changing the structure of your organization so that you put people and plan it right up there with profits. So like we are committed to that. And not everybody probably wants to change their corporate structure to do it, but that's one of the things you're referring to about the kind of the depth and breadth of it.
Wow, that's incredible. Speaking of, how much money are we raised so far on our initiative?
Oh, I thought you were going to say, speaking of how many fun do you have? You have.
No, I wasn't going to get that deep. I was curious. Speaking of impact and community, tell us a little bit about that initiative.
You know, I think when we talked before, we talked about our. The goal of 5 million to charity over 10 years. That was our BHAG through EOS in 2020. And so we're hassling there in time and we're about $2.8 million in the giving, but we'll be way past that by the end of the year. So we'll pass 3 million by the end of the year.
That's amazing.
We'll make.
Yeah, for sure.
That's, you know what, it's fun. You know, you're with a customer and this customer has a charity that they love. It's fun for us to say, let's do something together. So, you know, we always just say, hey, if you have something that you're really know, passionate about.
We.
We would love to work together to try to do something with that.
Flexibility is amazing. That's fantastic, because then distributor can turn to their clients, say, well, what's important to you? Let's figure that out together. Love that. Tell me a little about the UN Global Compact. What is that? What is that? What does that mean? And how does that. How does that fit with Storm Creek?
It's a. It's so funny. I had to ask a few more questions about that one because that's a relatively new one for us. But it's this 10 principles, and it's a lot more centered around fair labor, and it's a lot about human rights and environmental. But it's these 10 principles that it's interesting because we're already doing all these things. Right. So it's not like going out and agreeing to do something more, but in this level, we're agreeing and committing and stating what we're doing internationally. And by doing that, that's really helpful because, I mean, you've been working on projects where we've been asked by multinational organizations, can you check these boxes? Because we're shipping over here, we're shipping over there, multiple different countries and that. And so just more aligned, I would say, with international practices.
You know, it's those 17 tiles. You've. You've seen the image, right? Yeah. 17 different tiles. There's 10 that they really focus on. But it's all those key things that are super important.
Yeah. Not much new, just very much a different lens or someone else's different filter. Yeah. Came up for the first time with the end user that came into the showroom, though, and really wanted to talk more specifically about that. And you know what? These end users are educated.
Yeah.
And that's the event. I mean, it's okay to say, hang on, let me grab some documentation, or let me grab someone else to talk about it.
Yep.
We don't want to be intimidated by these questions, but we don't want to not at all have them on our radar. But we got asked about that the other day, and we were glad to be able to, you know, respond accordingly.
Thank you. Thank you for that transparency. And also, that's great coaching for distributors to know, too.
Right.
You don't have to know all of these things. You can always just have an open mind and open heart toward them. And when that end user and that end client is approaching that, that's exactly how handled. It's a great way to handle the situation.
We constantly tell our salespeople I said, just let people know that we're here to help. Because we, at the end of the day, the more that we can, if we have some knowledge in our brains about this and we can help someone, it makes them more comfortable, which helps move the process along and helps the whole industry become bigger.
You're now featuring carbon emissions data by product and apparel by style. Tell me a little bit more about. That's fascinating.
Yes. It's been like one of my topics for a long time. It's like, are you done yet? Are you done yet?
Are you virtue?
That's why we started hig like three years ago. Because I'm like, okay, we're going to start doing this because, you know, when we do something with, with recycled bottles versus virgin, you know, virgin, polyester, recycled. Right. There's a 75 to 80% difference in carbon emissions. Okay. So now when you think about that, so now we can start measuring that. So I want to be able to show. If someone has ESG report, I want to be able to show them that, okay, you bought this item from us, let's say you bought a thousand vests from us and 10,000 bottles or something. By doing that versus virgin, we can tell them exactly what they saved. But then we also know that that zipper had this much carbon emission. We're now going to be able to study all that, and it's pretty in depth because we make some complicated items and some are easier than others. But yes, so that's a goal that we're going to get all of our items done where we can keep track of that, but then we can help at how much we've saved. How much. Because in recycled or more sustainable materials than virgin, how much it helps.
That's a lot of it is about finding a tool to do it so you feel like you're doing it accurately and not just in this kind of, yeah, getting average type of thing. And so that's been on our roadmap probably for two years. And we vetted a few different tools and we've decided that some kind of don't meet the. The rigor that we want it to. But we've already gotten RFPs for people or had to, you know, provide this documentation. And so we, I mean, it's been successful. It just takes a lot of work. And so we do bestsellers first and we do what. What's going into RFPs are being requested first. But the early feedback has just been really positive on how people can differentiate themselves through this. And the thing is that like anything you know, the first person who provides a quote in line, the first person to provide this documentation, it gets, gets the next conversation or moves faster through that, that procurement process. Right?
Yes. And, you know, at my core, I'm still a distributor in my mind. So I often think of how I would use that on my customer shops and how I would help educate the end user about what they're buying and what their brand is going on and things like that. Just really exciting tool to know that that is possible.
Yeah, it'll be good.
Let's talk a little bit about. What we are so excited about is the Connected plus integration with Commons Q you've upgraded to become a Connected plus supplier. What does this unlock for distributors working with you?
Well, it's obviously the real time information. I mean, the thing is, and I always empathize with the distributors who they need to know that that product data is 100% accurate. And as things change or inventory changes or our composition of our fabrics changes, our recycled vinyl coat changes. I mean, it's a lot to keep up with. So obviously that data integration, but the EPO is coming directly to us. You guys are actually the topic of our quarter meeting today. When we did our quarterly town hall celebrated different wins and all of that. And the customer service team, the IT team and the sales team all kind of celebrated that as such a big win because of the efficiency and the prioritization. I mean, those are going right to the top. Right. Those drop immediately to the back and those POs get, you know, the top priority.
Yes.
But I also love what you all offer in terms of the AI layer and the ability to add extra support to those of us who are Connected Plus. Right.
Well, I was going to ask to. For you to speak to even more to the efficiency gains that you. You plan on seeing them. And obviously this is something you've said is very important. Your team to celebrate it today is phenomenal. What do you see this? How do you see this impacting your business as you move through the year and this gets more implemented order, right?
Yeah. So we have a scorecard measurement and it's the number of EPOs that go, that come in and don't require touching. That is the stat worth measuring. That is something that you will know if in terms of how we can move the needle, that obviously can be a cost savings and we can direct those energies internally into other things. But just the efficiency in turning around, it's a complete PO and then the efficiency in turning around that order. So we're measuring anything associated with wind in of itself and with you guys, I'm almost 1,000 distributors. Think about that. We're measuring aggregate volume of those epos. And so what do we want to do? We want to grow more with those distributors because we have something to offer them. And then it's just something that really is an efficiency gain for us.
They'll be out in the warehouse in seconds and accurate always. Right. So it's, it's a dream. It's just a dream. So, you know, we're super excited to get more involved with you guys.
That's so cool. Distributors love it for all the same reasons we just talked about. Let me talk a little bit about Storm Creek's competitive advantage. These sustainability certifications you have on the op side garments. Q Connected plus. Like you said, there's nearly a thousand distributors who are using this now. I mean this is really amplified and speed sped up the Storm Creek brand. I mean you already highly respected brand in the industry, but wow, what a year. The certifications, things like Connected plus and all that, how does that feel? How do you feel like Storm Creek is positioned for the rest of the year and heading into the future?
We were just, we were just with some customers recently and, and one thing that we love hearing so much is people talk about our quality. The first thing they ever talk about is quality. And that's, that's what I always tell our team. I, you guys, at the end of the day we're sustainable. We do all these things. At the end of the day we give them really good quality product. We always are going to make sure we give them good quality product. And then the fact that we can give them what they need. And if it's really true that 78% of the people want to buy sustainable and 88% of CEOs want it, why wouldn't you try? Right? And so now our job, we can give them the quality now if we can just help bring comfort to them, we can do so many things. And as far as the certifications we have, we have everything that you could ever ask for. And I believe our competitors do too. When they're doing something sustainable, they got to keep track of that stuff. So it's super important to ask. It's starting to come. It's what's exciting is people are asking more and more now. So our customers are starting to ask. So it's awesome. It is exciting.
We obviously track how customers come to us and, and it's also a stat on one of our scorecards. But so often it's the end user asking the distributor for a sustainable product or asking for stormfree by name. Because obviously we like to get this word out even beyond the industry, because we just want to be celebrated and known as someone who's really interested in helping you meet your goals through your apparel spend.
Right, yeah.
So it's just exciting for us to know that we were feeling a little defeated, say five years ago when we'd be like, look at it, this is so important. They're like, yeah, but it's my customer. But yeah, not to my customer. And so to be able to say, let's just back up and say, all right, did you go on the website before you met with the end user? Did they have any ESG goals? Did they have anything at all that highlighted purpose or any of their other values? And that values alignment is really coming to bear. So it's been a, it's been so different in the last year even. We also track the number of requests that the end users have of the distributor for some sort of documentation, whether it's, you know, we've had to fill out where we give our money to. We've had to obviously show our webank certification. We have to show documentation by style. Could be obviously the B Corp request, the first one came in for that the week after we were able to share that. A little piece of paper. But those, those things are just, I mean, in quarter two alone, probably a two to three times factor in those requests since quarter one. So that's telling you that's where the marketplace is and so, you know, that's what the world wants. So buy must help you be competitive with those answers.
Yeah, I would say in the last 12 months we got more than we've received since 2017. And probably in the last, you know, you know, six months. It's crazy. It's definitely picking up, Definitely picking up.
I want to ask a question that, that I, I'm thinking again as myself, as that distributor, let's say I'm running a 5, 10, 15, 20 million dollar distributorship. Let's say I have 20 employees, half a dozen to a dozen, which may be salespeople. And I hear this story and I go, oh my gosh, we need to really invest in partnering with Storm Creek more. And I know my team, I know my team has this reflex where they turn to a lot of their same partners and things. I'm trying to figure out, how would you encourage distributors to integrate Storm Creek into their selling process? Not waiting for that client to come in and push Them, they know that when the client pushes them, they're going to go to the market and do that. But how do they do it on a proactive basis? Like, what are just some simple steps I can do? And I'm trying to just. I know this is a softball I'm throwing straight down the middle to you guys, but I still think it's important because I was that CEO who would talk with a supplier like you and go, oh my gosh, this is so important for our customers, for me to invest in. How do we do that? What's some just real simple, logical next steps.
You know, it is funny because I bet you, I bet you we hear this from company CEOs like constantly.
Yeah.
They're saying, we're telling our team they got to go after Stone Creek, they got to use us more.
Right.
You know, and at the end of the day, you know, we just have to constantly make it easier and easier and easier. Right. You know, cometsku integration is a key thing. How much simpler does that get? Right?
Yeah.
You know, we're part of the fast platform for decoration now, so we can start doing one piece orders. So there's a lot of things makes it easier for people with the one piece orders and things like that. And we have a great team of people inside that, you know, we're here to help. Like they're doing virtuals for the team, they're doing all these different things or, you know, and if, if we find out, like with any, like if you were the CEO and and you said this is what's important to my team, we would figure out how to do that.
You know, I, I know you're alluding to habit buying. Right. And that habit buying is obviously there's something easy about it. So we have to be just as easy in the background. But one of the just quick tips besides scaring them and saying if you don't do this, you're going to be right tactic we could do. But instead we just say, what if you every time you offer a sustainable option to just dispel the myth that it's going to cost more, be scratchy if it's made out of plastic, maybe not as nice a quality or what have you and just say the simplest things, Give them a thousand jackets. What if you upcycled, you know, 40,000 bottles in that purchase and just tossing some, some things out like that. Or again, just being aware of how can I make you look good? You could look really great. As the head of procurement who brought some stats and some figures into the company goals. Right. We talk a lot about that in Sustainability School. In terms of, if you're not looking at this, you don't want to be caught flat footed. Right. I mean, it's just the extended producer responsibility alone. We talked Sustainability School last week and several were in those states, several attendees were in those states that need to report on the packaging and all of that. And we knew we were supposed to do this, but we kind of didn't know about it. We've heard about putting it off. So, oh my God. We absolutely have to switch everything over to Stump Creek or we have to do this because we know you'll do the work for us.
Tell me a little bit more about Sustainability School. You mentioned that a few times.
It's a trademarked service that we offer not only to this industry, but just to other businesses and individuals so that we can educate what the importance is of sustainable apparel buying. So we do it with our consumers and we do it through, obviously, education, both online and in person, so that they all have an opportunity to make a difference in something that is the second largest polluter in the world. And so we break it down into. There's a quiz combined with learning and it changes every quarter because that's how fast everything is changing. So, like we've taught college, you know, it's Sustainability School. So what we. But we have to keep teaching it because it keeps changing. It's basically our commitment to stay on top of it so you don't have to. And it's. That's where people get tripped up. Right? Alphabet soup, constant changing regulations.
Yes.
They would know what this means.
Yeah. What is pfas? You know, it's scary to some. We'll do it all the commonscube members separately. We would say, you know what, Bobby, let's do Sustainability School. Get your team together, we'll go through it with you. And then we're there to answer questions. And a lot of people follow up with us afterwards and say, hey, can you help me with my customer? I want to go to my end user and talk to them about it because it's important to them. So then we get on a meeting with the end user also. So we're doing a lot of teaching right now and awesome. It's just bloating. We just hired a new national account guy and he got three meetings set up just yesterday, you know, so with people wanting to do Sustainability School.
Wow.
We will link to that in the show notes. I mean that you just gave me something very actionable as the Leader of my distributorship, to go, hey, team, we're doing this and we are going to get educated on this, because you're right, it's so confusing. Distributors have hundreds of clients, thousands of projects a year, and this is going to be a huge part of the future moving forward. So we'll definitely link to that.
And what's funny is we were with a guy like three months ago. He had six people on his team, six total people on his team. We did sustainability school. He was like, oh, my gosh, this is amazing. And everyone was so excited about it. And so pretty soon we're doing a meeting with this sales rep. Pretty soon we're doing another meeting with this sales rep, and then we're getting their end users involved. And so it can really blossom. And he said that it's. It's fun to see. His team has kind of changed and they were scared as hell, like, oh, gosh, I don't know about this. Right. And now they're, like, getting more comfortable and they're talking about it. And so. And they're in California, so it's good for them. Right?
Yeah.
Because California is a tough state.
Any other thoughts before I go to my final questions here? Teresa, do you want to add anything else about the school or anything?
I do feel like people kind of avoid it or say it's not important to my customer because it's something else they just have to take on. Right. What else do I have to.
Yeah.
Again, empathy with understanding hard goods, soft goods, everything in between. And not just how each supplier works, but understanding my customer and the deadlines and the arts. And now you gotta layer on all these acronyms. That's really the whole purpose in all that is. And then just so it's taking a little bit of the mystery and definitely a lot of the fear out of it.
You know, a lot of what happens is, what's the easiest way I'm going to get an order from a customer? What's my easiest way to take care of this so I can move on? Right. Yeah. The distributor mindset.
Sure.
And. And so this might not be as easy. So we just have to help bring the comfort there to make it easy and bring them comfort that we can do this. Simple.
Yeah, I like what you just said. So in other words, I may be the distributor saying, I don't have time for sustainability school. I got these projects to knock out. Just call Storm Creek and just let them help educate you on project by project if necessary.
I had a lady last week says, you know, I got 20 programs that I do and I just throw the same company in every one of them. And she's like, you know what, I gotta be done. It's my fault. I need to start doing some of this because I know they want this because every time they get your stuff, they love it. And I know they want sustainability. I keep going down this thing because it's easy for me. I gotta change. And so she said, can you hold me accountable to change?
Here's my card.
It was, it was really funny because she goes, it's really me. I'm the one that's causing the problem. Because I just like, oh gosh, it's this easier. I'm just going to do this again. Yeah, but you, I want to change. I want to get them into some of this kind of stuff. So. Yeah, and I get it. We all get busy, right?
Yep. But, but you're hitting on that habitual selling. I love the fact that here you are, you're going to sell more to this customer because she asked you to keep her accountable. I've never heard that before. That's an interesting selling angle I've never heard before.
That's great.
Speaking of Eos, that has had to really impact a lot of things as you've, you know, we talked about this last time, but that's, that's been such a part of you. I mean, you, you're humble folks, you've been recognized as one of the leaders in your business, not only in our industry, but just in, in just entrepreneurship in general. Eos has had a big impact on that. Can you speak to that a little bit? Because I have a lot of distributors that ask about that or they're mid size or larger distributors who are thinking of embracing that.
Yes, I have a lot to say about that. I think that could be a whole nother.
Yeah, I know, I know.
Again, CommonScu being this collection of independent distributors, businesses who are growing and all sizes, but probably most fall into that could well be a fit for Eos. You know, over 10 people, over 5 million, whatever. But we wouldn't be. Let's talk just the sustainability part. There's no way we would be here without Eos because remember, we have a one and a three and a two ten year goal. Right. We have a, we have a three and a five year sustainability roadmap. The only reason we're getting all this done is because we're living in that EOS 90 day world where every quarter we're knocking off probably 8 to 10 projects or rocks as they Call them related to sustainability alone, but literally last quarter alone was eight. There's another 10 on the docket this quarter. And so every week somebody's making progress toward those. And so if that's such a commitment, whatever it is, you know, we have our seven primary goals for the year and that's one of them. All those things have to break down to a 90 day world. And then before you know it, like everybody raised their hand today, well, who completed rocks and what how many? You know, think about the power of doing eight doing, you know, if you have 40 people and at least 40 rocks, that's 40 more things that you did to advance your business in the last quarter that were not just part of the day to day. And so focusing on harnessing that energy to the thing that's most important to drive your competitive advantage. And in this case, again, sustainability being one of them, that's what where that progress got made. And so that that type of focus is, requires some sort of an operating system, whatever you choose. I just can't rely on Teresa, Bobbi and Doug's to do this because it's just not going to work. Right?
Yeah.
So that's an example of kind of how that came to bear specifically in that area. But overall EOs, you know, we've been doing that since 2017 and like everybody, we have our ups and downs with it like a diet or exercise routine. And you just always back to the basics.
Right?
Basics, you know, just to keep that traction going.
Yep. I bring it up because I think I've seen this with some of the most successful distributors. I have seen them adopt common SKU and adopt eos. And with those two pieces that has really cat, you know, it is a catalyst for their business. And I've heard this from so many ways. That's why I bring it up. Thanks for talking to that. Let me ask you one final question, both of you. There seems to be so much momentum behind what you're doing now, and yet you've, you've built this brand for years and it feels like you're at this new sort of phase of your business life. How do you feel heading into the rest of the year? Like how optimistic do you feel just about your business in the industry in general now compared to say 12 months ago or two years ago? Doug, we'll go with you first and then we'll end with Teresa. How's that?
I'm actually probably as excited as I've ever been just, just for a few things because we've ticked off a Lot of things that we've been working on. We've been working, getting our sustainability just where we're at with all that to the best level we can. We got the blue sign now we got B Corp. And so we're in a great. We're in a great place here. Our factories are doing great. There's the headache with tariffs and all that, but that's business. Right. We've hired some great salespeople. They know this industry inside and out. Better than, like here. I think I know what's going on, but these guys are so talented, and so that's super exciting. And our customers, we just constantly hear how much they love us. We just have to do a better job, in my mind, and making it easier all the time. Like, how do we just constantly make it easier for them? So I think we're in a. I do think we're in a really good place, and we have a great team. We still hear that we service people really well. And at the end of the day, if we can really take care of the customer, there should be nothing but things.
Yeah.
And we still love working together. That's important.
Yeah, we do love working together. And it's funny because a lot of people say, make it comfortable. I don't even think about it. I think we have this nice mesh. You know, Doug, so heavy on the product. So heavy on.
Yeah.
Just building everything that we have to offer and never compromising on that quality. And I've been so much about the pulling an easy, easier, and tighter and more intentional brand story together and then the people on the team to deliver upon that. So very complimenting strengths there. But I guess I feel. I feel super inspired about the future. I feel like Stone Creek, the hard work has paid off and has gotten recognized. But yet that doesn't mean you can be complacent. Right. And just assume that, you know, that recognition will sell it. So that storytelling just has to continue and continue and continue. But it feels like we know who we are, we know where we're going, and we feel very confident in how we do it. And that just in and of itself brings so much optimism to meet and to our team. Watching new people with a tremendous amount of industry experience join us and say they're having a. They're having so much fun. And it also feels really good. Makes me feel like some of this leading that we do with our. With kind of our heart maybe over the. What's logical sometimes is. Is working. But I also just read something about leadership that just when you think that you've got to figure it out is when. When you start not doing good. So I'm like, really, Kevin?
Yeah.
Nope. Not complacent. No, no, we're still working. His will never be. Yeah, yeah.
You know, it's funny, hard Schultz, I remember reading his biography at Starbucks and he was saying that, you know, that he was on top, like, top of the world, and that's when he felt the most vulnerable.
Yeah.
Yeah, we're just starting. Yeah, we're just starting.
Well, you have to say the amount of joy you bring the industry because of the purpose driven mission that you have behind you and everything you do, it's very inspiring to those of us in the business. So thank you for being who you are. Thank you for coming back on the Skewcast to join us again. It's. It's been an honor to talk with you yet again. And we will check back in probably in another year.
Yeah.
Hopefully we'll have just as much to talk about. But thank you, Bobby. We really appreciate it.
You're welcome.
