#28 Supply Chain Matchmaking with Tompkins Ventures

Today's episode is special for two reasons. First, it will be recorded in English and second, we have a distinguished guest joining us for part two of our conversation. We are honored to welcome back Jim Tompkins. For those who didn't listen to our first part, Jim holds a PhD in Industrial Engineering from Purdue University. Over his many decades of career, Jim has founded 15 businesses that have generated over 2 billion in global revenue. He is also an accomplished author, having written or contributed to 30 books, including three focused on leadership. Additionally, Jim has delivered over 2,000 conference and keynote presentations and served as CEO of 10 businesses. Witam, Jim. Miło Cię poznać. Dziękuję, Peter, miło Cię poznać. W tej części, w tym odcinku, zainteresujemy się bardziej Twoją obecną działalnością, a także naszą obecną działalnością, czyli Tompkins Ventures.

Są to ludzie, którzy sprzedają produkty i serwisy klientom. Jeśli to jest partner komercyjny, to my zajmiemy uwagę na wielkość naszych partnerów na całym świecie. Who are the right partners to help this client? We then take that partner, we match him with the client, the partner will develop the proposal, they will then provide that proposal to the client free of charge, and then the client has a choice of saying yes or no. Is this in our best interest of doing that? If the answer is yes, then they buy the service from the commercial partner, the commercial partner pays us a small success fee,

In all sorts of environments and all sorts of regions of the world raise capital without giving up equity by using oftentimes supply chain finance or loans in some way. And so, yeah, very, very useful practice. One that's very eye-opening for a lot of folks. And then the last practice of our four is leadership. And leadership is helping companies make sure they have the right people in the right jobs doing the right things. Sometimes you've got round pegs and square holes and it's just you got the wrong people. Or sometimes you have the right people, but you have the wrong processes. Or sometimes you got the right people and the right processes, but the wrong strategy. Or sometimes you got the right people and the right processes and the right strategy, but you don't have the right development plan for innovation.

Instead they want to deal with the let's communicate and have trust type of boss. And so that's changing companies and how they operate. So leadership's a big deal. Tak, zgodę z tym całkowicie. Rozmawiamy o tym bardziej w pierwszej części. Jeśli słuchacze nie usłyszeli naszej pierwszej części tego wywiadu, to zachęcamy do tego. Perfect. So, Jim, how can a customer approach Tompkins Ventures? Just to give like a straight, let's say, pointer on how to, let's say, to speak with you, speak with us in terms of, let's say, business opportunities and, let's say, the topics. Well, the way 90% of the customers find us is they know someone who's a partner of Tompkins Ventures.

Industria FinTech jest dość mocna, a także, powiedzmy, nawet zdolności naszych, powiedzmy, kierowników i działalności. We don't see ourselves as any portion worse than let's say the rest of the world in that case. So great to see that. We also see let's say the opportunities of being the hub of Europe and let's say we are coming back to supply chain and logistics purely topics. This is also the perspective that I think is quite an opportunity for the next years and even decades for our region as well and for the rest of the Europe hopefully. Ok, Jim, dziękuję za twój czas. Bardzo dziękuję. Mam nadzieję, że mogliśmy wyjaśnić trochę tematów dla naszych słuchaczy.