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How a Classics Major Became a NetSuite CEO

How a Classics Major Became a NetSuite CEO

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Podcast Transcript:

Michael (00:00)

Hey everybody. Thank you for tuning into this episode of the Anchor Group podcast. Today we're going to be talking with Jacob Terneus who is the CEO at Anchor Group. We hear about Jacob's path to CEO, some of his experience as a leader, then he's also going to share some insights into NetSuite, kind of where it is today and where he thinks NetSuite is going to be going in the future. So stay tuned. This is going to be a good one.

Jacob, thanks for hopping on the podcast today. It's always good to have other people at Anchor Group on, so thanks for joining.

Jacob (01:02)

Yeah, glad to be here. Let's get it done.

Michael (01:04)

Now, Jacob, we're going to kind of take a trip down memory lane, if you will, because you're now the CEO at Anchor Group and you've led Anchor Group through a lot of growth. But let's get into a little bit about who you were before you were CEO of Anchor Group. We'll talk through some of the things that went into your path to where you are today. How does that sound?

Jacob (01:29)

Sounds great, a little backstory.

Michael (01:32)

Yeah, let's kick it way back. What are some of those foundational things that were really impactful on you when you were growing up through childhood?

Jacob (01:42)

Yeah. One thing that comes to mind that maybe is particularly relevant to the work I do today is I was very active in the Boy Scouts. My dad was the Scout Master of our troop, at least for part of that time. And there were many opportunities in that context to, as a boy, as someone still growing into what it means to be a human being, nevertheless, do some leadership things and experience the consequences of those and kind of try things out, see what works, what doesn't.

The context of the outdoor time, backpacking trips and that sort of thing, camping, lends some realism or just reality to any decisions you make. Like if you do a poor job of leading the dinner crew, dinner is going to be undercooked or burned or too late at night and everyone's hungry. And so in a fairly low stakes circumstance there were still opportunities and I really, it called to me that the work of leading other people, that it seemed just like a really good challenge and something that was enjoyable to try to do well. It's hard.

Michael (02:57)

Jacob, were you, did you become an Eagle Scout at the end of an Eagle Scout? Okay. Now, if I was not an Eagle Scout, I did like two years of Cub Scouts. I think that's what we called it back in the day. So didn't make it the full go of Boy Scouts by any means. When you become an Eagle Scout, isn't there like a final event, final project that you need to do in order to attain that Eagle Scout? What'd you do for yours?

Jacob (03:02)

I was, yes, I'm an eagle scout. Yes, yeah.

Michael (03:25)

Okay.

Jacob (03:50)

It's called the Eagle Project. There was a camp in our area. It was owned by the Catholic diocese of the area. And it was like a summer camp for various things that they'd want to hold retreats there, that sort of thing. 100 acres roughly. And they had trails but no trail signs. So we built trail signs and mapped it out. There were a couple trails that didn't have names, so we got to name them things. That's fun. Yeah. We got a crew of probably 15 or 20 people that were part of making that happen over the course of several days.

Michael (03:55)

There you go.

Michael (04:05)

Right on. Less people lost in the woods. That's always a good thing, right?

Jacob (04:04)

Right, yeah.

Michael (04:05)

Fantastic. Anything else about the leadership that you experienced while being in Boy Scouts?

Jacob (04:11)

There were many good moments, certainly a positive or a significant memory. I got intrigued by mountain biking and from that bikepacking, which is like mountain biking plus backpacking on trails in the woods. And I heard about this trail in Missouri called the Ozark Trail and somehow got it into my head that it would be fun to go to Missouri in the summertime during a heat wave. And so I finagled that to happen. And so I got a crew to go down of boys and adults. And in the end, I ended up, I forget who mentioned the idea, but there's a magazine called Boys Life, which is kind of the official magazine of Boy Scouts. So I reached out to them sometime before the trip and said, hey, we're doing this thing. And I've never seen a feature on any riding, bike packing. And eventually they said, yeah, let's send a photographer out. And so that was pretty cool. We were a front page feature.

I mean, that part, it wasn't really me. That is like that magazine just decided that it would be a good story. But it showed me a little bit that you can have impact, not just on the group of boys in this case that I was leading to do something fun, but that that could be inspiring for others as well. That was a cool kind of additional perk to the experience.

Michael (05:40)

That is very cool. That's unique. Do you still mountain bike today?

Jacob (05:45)

Yeah, when I get the chance, yeah. Less with kids, but yeah, I do when I can.

Michael (05:51)

Are there good mountain biking trails in Wisconsin?

Jacob (05:54)

Yeah, there's the Kettle Moraine South area, which is about an hour from me, sort of southeast of Madison. That's some really good, the term in mountain biking, I think it was flowy. There's like 15 or 20 miles of really flowy trail there.

Michael (06:12)

Nice. Very cool.

Jacob (06:13)

Caleb and I have gone before. He's been on this podcast.

Michael (06:16)

Okay, right on. Yeah, mountain biking, I think is something that if you do it a couple times, you know, two or three times, it's pretty easy to get hooked on it. Can be a lot of fun, a lot of fun to do. Yeah. Oh, yeah. Super. And you can do it all times of the year too, which is really nice. So.

Jacob (06:30)

Yeah, there's a little adrenaline and little outdoor time. It suits me. This time of year with the snow you'd need pretty big tires.

Michael (06:43)

Yeah, the fat. I know in Minnesota the fat tire bikes are very popular all times a year, right? Gives you enough surface area to ride in the snow. Those are like, it's like a wave is like a trend for a little bit. Even in the summertime you'd see them everywhere. Became very popular. So Jacob, moving on from kind of your experience as a leader during Boy Scouts becoming an Eagle Scout leading that bikepacking trip, what did you decide to do after high school? I know a lot of people can take different paths during that time of their life, whether it's a gap year, where they go right into the workforce, sometimes going into college. What did that time of your life look like for you?

Jacob (07:26)

Yeah, I mean, I was working and doing school. Those are the main activities, I suppose, during that late high school time. And then I, yeah, I did briefly consider not going to college, but not very seriously. I sort of slipped into it like many people do, I think, as the thing to do. But I was pretty intentional about the school that I chose to go to. I went to a very small liberal arts school up in Wyoming which had an integrated curriculum, meaning everyone studied the same thing. And that experience formed me in many useful ways, maybe foremost of which was the school has an outdoor leadership program that everyone goes through to some extent.

Which gives you lots of opportunities of that same thing I mentioned earlier, where you have kind of real consequences. The stakes are upped a little bit because we're going on bigger trips and more risky endeavors as adults, but lots of rock climbing and whitewater kayaking and those kinds of trips. And as students, we would be responsible for all the planning, the majority of the planning that went into this and making the stuff that we did during the day happen the right way.

So yeah, that was a beautiful time of life and a time to learn leadership and even a little entrepreneurship. I remember this the other day. So the school has as part of the funding opportunities to make it easier for people to afford going there, work study positions.

Michael (08:46)

That's amazing. Okay, so.

Jacob (09:10)

I sort of found out that they had, or just sort of noticed that it seemed like they had more students who wanted work-study positions than they had really available work to be done. And so that meant either there were some students who were missing out on that and might not even be able to attend, or the school was sort of overpaying for what they were getting, depending on how they applied that. So I was having lunch, and I happened to sit at the table with the, I think it was the CFO, the head of finance at the college. I said, well, why don't you just go out to the community and find businesses there that would like to hire some students and farm a few out? They would get better, more interesting work experience that way, better resume builders. And he said, well, yeah, OK, how about you do it?

I was a little taken aback by that at first. I was like, well, it seems like your job. But then I was like, oh, that's cool. He's sort of enabling me to take a first stab at it. So I put together a little one pager, kind of business plan, a little proposal. Basically I pitched to the college. My dad helped me with the charts in Microsoft Word. I'd never done that before. And yeah, I pitched it and they totally bought it. They're like, yeah, the ROI looks good. You made that clear. So yeah, I went out. It was a pretty small program. I probably only placed 10 students. But I basically made a little recruiter position for myself.

Yeah, it was cool to see that it wasn't crazy money, but it was better money per hour than had I gone and done the work myself. And so it was a way to kind of see leverage, like with the right idea and then the right effort, which is scary. I was mostly just walking around knocking on doors, trying to find someone who would hire someone sight unseen. But it was cool to see that leverage and to see the positive impact, that it was a win-win for me, a win-win for the college, businesses, students. So it doesn't have to be a win-lose deal in business, right? The right idea and the right technique.

Michael (11:20)

Yeah, many, many people I chat with in that stage of their life, right in college or almost on their way out of college or first one or two years out of college. So many of those fundamental foundational skills, concepts, principles of business, of sales, of enablement, like you said, of success. It seems like so many of those seeds are sown at that time and maybe they start to germinate, if we're going to use that analogy of seeds. And I mean, I know we're going to get into this in a little bit, but now being a CEO, I can only imagine that those seeds that have now started to germinate at that time, as you're saying, going door knocking, right? Understanding how you can essentially kind of work for the CFO to get this thing going. Over time, those germinate and eventually can lead into bigger opportunities and bigger success later in life. But Jacob, what was the transition like out of college after that really unique experience at that liberal arts outdoor based school into the workforce? What was that transition like?

Jacob (12:31)

Sure, well I didn't immediately transition to a full-time workforce. I went the grad school route to begin with. I don't know that I would recommend that, but that's what I did. And so I started studying a fairly unemployable skill, which is speaking Latin and Greek. And so did a master's in classics, which was a great time. I made many friends and grew in many ways, one of which was it was my first opportunity of doing serious teaching. I got to teach as a graduate student, so quite a few courses. They loaded us up. Good, cheap labor, right?

I found that I really loved the work of thinking through, OK, what's the best way to present this material? It's just its own flavor of leadership. You're a teacher too, Michael. The work of teaching is you're leading someone, you're leading a whole group of people, hopefully, to a better version of themselves to hopefully attain some knowledge. And you can't really just give someone knowledge, just like you can't give someone skills and you can't give someone motivation in the workplace either. It really has to bubble up from inside. And so you're just creating an environment and maybe you're modeling.

And that's pretty much all you can do, but there's a lot of nuance and you can try to do that well. It's easy to fail. It's a high failure environment. So at least that's my experience with teaching.

Michael (14:05)

Yeah.

Michael (14:05)

Yeah, and so for those of you listening for just a little bit of context, I used to be a teacher in the public school system and private school system for five years. So Jacob and I definitely have that in common. One of the Jacob, what you're saying, one of the I think one of the coolest things about teaching is that when you talk about leadership, whether it's teaching Latin and Greek like you were or whether it's teaching middle school English like I was, you're taking a group of students in an environment.

And one month they don't know a difficult concept, difficult for them to grasp at the time. And somehow you need to develop a strategy and a roadmap to get them to one month later, a month and a half later at the end of the quote unquote unit. They have mastery over that concept that they didn't know much of anything about a month and a half before. And you have to manage the personalities in the room. You need to manage their current level of expertise of whatever skill you're teaching and helping lead them through that really self-discovery process. I agree with what you're saying. There's a lot of leadership traits that need to come out in the world of education, really at whatever level you're in. The fundamental leadership skills are still the same. Leading a group of people who don't know how to do something towards success and towards mastery a short while later.

Jacob (15:30)

And some of the, I think the techniques are even partially translatable across disciplines between business and teaching. One thing that we've tried, so in teaching there's pairing and squaring, right? You kind of use the students to help educate one another. They sort of become learning partners in some way. And we've implemented a version of that with our hiring where when we're, at least for certain roles, we've been able to do this, where we'll hire two people into the same NetSuite consultant role at the same time, ideally within a week of each other. And then they go through those first few critical months of learning this new language, basically, and this new approach to doing consulting. Even if they knew NetSuite before, they have to learn the kinds of excellence that we care about here, and how to apply it, and practice it.

And it's just been really useful to have someone that is a really close peer actually to you where you can't really feel stupid asking them a question because you know that they're just about as lost as you are. And NetSuite is really difficult. And so there are even fewer barriers than say asking just a peer and much fewer than asking say a supervisor or a designated trainer or mentor for instance. If those mentors set it up well, good, trustworthy relationship. Having that, someone who's just in it with you and also doesn't know that much yet is a really useful learning resource.

Michael (16:55)

Yeah. And Jake.

Jacob (16:56)

It reminds me a little bit. I've heard that twins, like siblings, twins will generally develop at a much faster rate than single children, who aren't twins, because there's this kind of pushing each other. As soon as one person learns something that the other twin is likely to catch it quickly. And so it's kind of an accelerator function. Yeah.

Michael (17:29)

Yeah, when you walk shoulder to shoulder with somebody who's on the equal playing field as you, it breeds a really good learning environment. It just creates a super good learning environment for the learners, and so I can see how that's helpful in the process now.

Michael (18:07)

Yeah, I can see how that would happen. In my family, we have twins running the family and I can see, we'll just say comparing ACT scores back in the day. Yeah, it might have been some of the higher performing coming out of the family I grew up in so I can see how that works.

Jacob (18:22)

Might make more of a difference in the first year or two.

Michael (18:25)

Yeah, right. So Jacob, you go from the world of education, then what was your introduction to Anchor Group? How did that come to fruition? Because at one point, you were teaching those classes. And then what was your introduction into the NetSuite ERP space?

Jacob (18:45)

Right, yeah. Well, yeah, right after the classics degree, I decided to do philosophy next. So I kind of owned the same non-business track, I guess you could say. And as I was wrapping up the coursework for that, so Ben Schmitz is the man who started Anchor Group. And he reached out to me earlier in my program saying, hey, quit and come join Anchor Group. And I wasn't ready at that time. But the second time he asked, I was ready. I'd really, I'd been intrigued by the challenges. I wasn't really thinking about it in terms of leadership at that time. I was hired into an individual contributor role. But I was thinking about it in terms of leverage and taking a process that really matters to a business and helping improve it.

I understood what I understood of what Anchor Group did and what NetSuite was at the time, which was not very much. That's what I understood. That there was an opportunity to, through this NetSuite product, through an ERP, I didn't know what that was. Somehow, yeah, tweak things to make people's lives better, employees' lives better, automate things, and in general, kind of test your skills against reality because of the business there's less ambiguity. It worked or it didn't in some more straightforward ways than I've experienced in education. So those were some of the allure, I suppose.

Michael (20:29)

What employee number were you? Were you one of the first five or one of the first 10?

Jacob (20:35)

I think when I joined there might have been seven other people.

Michael (20:40)

So the early days of Anchor Group.

Jacob (20:41)

Pretty early days. Yeah, I think it had been out of the living room for about two months.

Michael (20:47)

Right. That's how we measure the start of anchor group time, right? Out of the living room. OTL. That is an abbreviation for our time, right? So you said you were an individual contributor during that time. How did that morph over the years into the role? Jacob, how many years have you been in the CEO role?

Jacob (20:51)

Right.

Jacob (21:13)

Well, I'm in my sixth year, sorry, CEO role six-ish, five and a half years in Anchor Group. And then I've been just over two years now in the CEO role.

Michael (21:13)

Okay. Okay.

Michael (21:32)

And what was that transition like? I mean, when you go from individual contributor into that CEO role, was that a large leap in regards to what you had to do day to day? What was that transition like?

Jacob (21:32)

Yeah, certainly. Well, it wasn't just that one jump. I pretty quickly took on the role of project manager. That was really right away what I was asked to do. In part because I couldn't do some of the other work. I didn't know the product technically. I had to sort of pick that up along the way. And so I was managing projects, which is a type of leadership already. You're not someone's supervisor, but you are, you're leading them in a certain way to go deliver on a product.

And then eventually I was asked to start our ERP specific consulting team because in the history of Anchor Group, we really started as an e-commerce consulting shop, particularly the SuiteCommerce product. And that was the majority of what we did. And we'd done some of the NetSuite ERP side up to that point, but not very robustly and we needed training for it and we just didn't have a good bench of talent for that at that point. And so that was what I was asked to do to kind of figure that out. And so as I figured that out, I was able to build a team around that and then eventually a department with some sub teams. And so that was what I had sort of figured out and experienced by the time I was asked to step into the CEO role.

Michael (22:49)

Now, being in the CEO role, what are some of the leadership lessons that you've had to learn kind of the hard way being in this role? What are some of the growing pains that you had to experience once you took on the role of CEO?

Jacob (22:59)

Yeah. Definitely that one of them is that my initial instinct for what sufficient communication is, like I've told someone this piece of information and they understand it now was way off. It was what I thought was sufficient was maybe like 10 or 15 percent of what was actually sufficient. I think that it's just at first I was frustrated by this at first. I thought, well, just like, why don't you listen better? Why didn't you pay attention? Why don't you care enough? But that's not fair. That's not realistic.

Because it's not just information that an employee and a team member is getting from their leadership, their managers. It's prioritization. And so how often something comes up is a big part of what dictates how much attention it gets. And so if it's just one additional piece of information along the way. Maybe they technically understand it and they're like, yeah, OK, he's asking me to do this. But it doesn't really register as a significant important thing. They don't remember it. It doesn't become part of their daily practice. It's not a habit.

One of the things I've had to learn is not to be frustrated by that, accept that as a failure of my own leadership. The main way that you communicate that something's important, other than just saying, hey guys, this is important, is say it more than once and in more than one venue and context over enough time until it does get the attention that it needs.

Michael (24:48)

Yeah, communication is something I've been also thinking about recently. And I think right in line with what you're saying, it doesn't always depend as much on the way we perceive the way we communicate, but instead the way the other person perceives our communication, right? Based on what's happening in their life, in this situation in the NetSuite world, right? Maybe it's the list of tasks that they have on their list and the way that they're perceiving our communication is you're saying how we should prioritize something, how much emphasis we should put on a task, or how actually important something is that we're trying to tell them.

And, when you were a project manager, you've been a project manager, an individual contributor, and now you're the CEO. You've been a part of a lot of different projects. And as we think about communication, what are some of the things that merchants on NetSuite could be doing to truly succeed with their NetSuite environment, whether it makes it more streamlined and optimized. What are some of these things that Anchor Group tries to communicate out in our projects with these merchants to make sure that they are getting the most bang for their buck when they're using NetSuite and when they're working with Anchor Group?

Jacob (26:03)

Yeah, that's a great question. Well, there are lots of things to screw it up or things that you can do to make it less effective. So maybe that would be a good place to start. I was just having some conversations with some of our implementation consultants and they were sharing how it's challenging to, there's a project that they're working on where it's a short timeline.

And there's, okay, well, we'll do what we can. We'll knock this out in a short timeline. We'll focus on what's most important. Get that phase one critical stuff over the line. And one of the problems that's come up in the testing period, the UAT is that they're getting feedback from the client saying, okay, great. We love this part. We love that part. This part works great, but there's this one element that doesn't quite work the way that we want it to work. And like, OK, well, we can build it that way. Why didn't we know that as a requirement before?

As we were kind of trying to understand that, well, the reason was the person who was doing UAT was the true stakeholder who really understood what the business needed, had never showed up to any of the meetings where they were discussing requirements. They had been invited. They had been told they needed to be there, but they didn't come because the company and the team didn't make that enough of a priority. They were understandably very busy with just the day-to-day running of the business and didn't prioritize the working on the business and the preparing for the implementation.

But that one decision of that one person saying I'm not going to come to the meeting even though I have insight that you need and not sort of making that up afterwards in some way has caused, okay now we're about to go live, right, we're doing a quick UAT, hopefully that was all we needed to do and we discovered an important requirement.

And so, I mean, that's a learning for us and our project managers to hold the line a little firmer. I'm like, no, this is an important meeting. And if you have a stakeholder here, really they need to be there. But in the end, we can't, consultants don't have the kind of agency to force the client. It's just not the role that they have. So it's worth it to bring the right people into the meeting. That's one thing.

Michael (28:23)

Yeah, it's very important to point out and I can see how communication breakdown there honestly can just kind of be detrimental to the project, right? Like you're saying you get to UAT testing all of a sudden. Hey, we have a new set of requirements that we need to account for. So with all this being said, Jacob. What's one piece of advice that you would give somebody who's using NetSuite today who wants to scale and maximize their use of NetSuite, even if they're not working with a consultant right now. But if they're just like, hey, we've had NetSuite for two years, we want to grow it somehow. We know there's more we should be doing with this. What's maybe one or two things you would offer to them to just make sure that they're doing in order to maximize their use of NetSuite?

Jacob (29:06)

Yeah, I'll give a big thing and a small thing. The big thing is look at where you're manually taking data in or out of NetSuite. So you've got some other system for managing your HR stuff perhaps, or your support tickets, or whatever other system you have, your project management, your field service. Look at that and evaluate.

First of all, understand how big of a problem it is, how much effort, particularly in employee time, usually is the biggest cost. There's some licensing cost. Typically, it's your employee time that really hits you. And then also error rates and things like that, because you're manually moving stuff, and people forget to move stuff. Or the person who has to move the information takes PTO. There are lots of reasons why that manual flow can cause problems for the business. And then decide either, it's possible you should keep doing it that way, but very likely, especially if it's a significant amount of time spent doing that, you should automate it with an integration or consider a kind of within NetSuite module because for instance, if you do field service management, NetSuite has its own field service management tool and an application for the technicians to use on their mobile devices, that sort of thing. We just implemented it recently, so it's top of mind.

There's a tool, and maybe you have to make some trade-offs. Maybe it'll be better. Maybe you'll have to customize it in some way. But just eliminating that, we're kind of being slaves to the computers in a way when we're manually moving stuff around. It should be the other way around. They should move stuff for us. So that's the big thing. Yeah. The little thing is install a NetSuite, it's free.

Michael (30:36)

Mm-hmm. That's a great way to put it. Yeah.

Jacob (31:03)

I forget if it's a bundle or a suite app. I think it's a suite app. NetSuite made a tool called Application Performance Management, APM. And load it up, and I think there's an initial run cycle that you have to do. And there are some pages in that bundle. It's got a number of dashboards you might have to poke around a little bit. That can identify if you have a record, say a sales order, for instance, or an invoice. Often the transactions are the big culprits here where one of the actions related to that, for instance, creating it or saving it or editing it, takes a long time.

Because it can give you over the time period you're interested in, it takes on average 17 seconds or 40 seconds to save this record. And you know that every time that happens, there's an employee just waiting for the record to do its thing. And failure rates go up and things like that. That would be a sign that there's too much and probably poorly built scripts or other customizations like workflows running on that record where the trigger type needs to be changed so they're not running at that moment. Maybe they can run afterwards or they just need to be refactored or maybe there's old stuff that doesn't even need to happen anymore. So that's another moment of identifying, okay, looks like all the other records are fine other than this one, there's a big red spike here. Let's see if we can make life better for our employees and save some time and resources.

Michael (32:34)

Jacob, that's a wonderful suggestion. What's the name of that app? Can you say it one more time?

Jacob (32:39)

APM, Application Performance Management.

Michael (32:43)

You guys, so if you're listening to this, that is literally a way that you can start to self audit your NetSuite environment to see what's firing on all cylinders and what needs a tune-up. That's a wonderful suggestion, Jacob. And it sounds like you mentioned it's free.

Jacob (33:01)

Yeah, it's free. It's produced by NetSuite. It's a tool, but it could be more intuitive. It could be more accurate, but it's a signpost pointing in the right direction, right? You got to go down the right trail, and that'll point you down.

Michael (33:13)

Yes, yes, just. Yeah, right. Just like when you were leading your Eagle Scout project, right? You're pointing people down the right trail. So you guys, if you're listening to this and you need a high level audit to get a directional arrow for where your NetSuite environment is going, check that out. Just check it out. Made by NetSuite. So Jacob, as we start to wrap things up here, I got one final question for you. You've been in the NetSuite world for quite a few years now. Where do you predict things are going to be going in NetSuite a year from now? Where are the trends and the future going to be bringing merchants who are on NetSuite?

Jacob (34:03)

Yeah, that's a great question. I mean, certainly all of the big enterprise softwares are talking about AI a lot the last few years. And NetSuite is certainly among them. Oracle's big into AI in their own investments and relationship with OpenAI. The way that's integrated into the product is sort of varied in its implementation in a couple different ways. I think one of the more exciting parts of that is they have some AI API tools. There's an AI module that you can use now in custom scripts. That's right there in the account. And so that allows developers to take AI and point it in the ways that AI is actually useful. There are lots of ways that it's not. But in the ways that it is actually useful to help you out and do some stuff that's kind of subhuman even maybe right or do stuff that humans aren't as good at.

That's one way. I haven't had the chance to look at it, but I think released fairly recently there are some AI, more of a chat bot experience that is integrated into the NetSuite interface. I don't know if it's been released yet or not. I haven't had a chance to look at it, but I've heard some good things.

Michael (35:26)

And I will say that is one thing that we continue to hear on this podcast is where is the future of NetSuite going? Well, it's going into the AI space. So if you're using NetSuite today, guys buckle up, great things are going to be on their way using AI in this space. Jacob, thank you for joining the Anchor Group podcast today. It's always good to have new faces and names on. So thank you for sharing kind of your journey that you're on to get to CEO and kind of what that role has looked like today. Thank you.

Jacob (35:58)

Yeah, thanks for having me, Michael. It's great to talk.

Michael (36:00)

And for all those of you listening, thank you for tuning into this episode. If there are questions or topics that you want to learn about, to hear about on one of these anchor group episodes, by all means, just fill out that comment section. Let us know. We want to make sure that this podcast is as helpful for you as possible. So if there's something you want to hear about, want to have a conversation about, by all means, let us know. Drop it in the comments and we'll catch you in the next episode of the Anchor Group Podcast.

Jacob (36:31)

Thanks.

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Oracle NetSuite Alliance Partner, BigCommerce Certified Partner

As both a BigCommerce Certified Partner and an Oracle NetSuite Alliance Partner, Anchor Group is ready to handle BigCommerce and NetSuite projects alike! Whether you already have one platform and are looking to integrate the other, are considering a full-scale implementation of both platforms, or simply need support with ongoing customizations, our team is ready to help answer any questions you might have! Get in touch!

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