We’re excited to introduce you to the always interesting and insightful Jeremiah DeGraff. We hope you’ll enjoy our conversation with Jeremiah below.

Hi Jeremiah, thanks for joining us today. One thing we always find fascinating is how differently entrepreneurs think about revenue growth and cost reductions – both can be powerful ways to improve profitability. What do you spend more of your time and energy on?

The balance between growing revenue and cutting costs is crucial for the overall success of a business. It’s not necessarily about prioritizing one over the other but finding the right time and/or equilibrium to do both.

Revenue Growth:

Increasing revenue is often seen as essential for business growth. This can involve strategies like expanding your customer base, introducing new products or services, or optimizing social media presence.

Story: I started a company in 2010 and had set a goal to grow my revenue to over $1 million in the first year. I was succeeded but lost valuable profit and customers confidence on several deals in my pursuit to ensure sales closed and the revenue goals were met. This made my second year in business much harder. I had to go back to square one and build the infostructure to support the business.

Cost Cutting:

Efficient cost management is equally important. Reducing unnecessary expenses or finding more cost-effective solutions can contribute to higher profitability.

The key is to strike a balance between the two. Sometimes, investing in strategic areas to drive growth might require initial expenses. It’s about making informed decisions based on the specific needs and goals of your business.

Story: Learning from my mistakes: I started my current company with a goal to maximize efficiency in every area as I grow revenue, which has increased my overall upfront/startup costs. However, the streamlined processes is already leading to significant savings, maximized profits and improved overall customer experiences.

Ultimately, the approach depends on the unique circumstances of your business, industry, and market conditions. You have to assess both revenue and cost/fulfilment aspects regularly, ensuring a sustainable and profitable business model.

Great, appreciate you sharing that with us. Before we ask you to share more of your insights, can you take a moment to introduce yourself and how you got to where you are today to our readers.

I’m sure this is going to have to be summarized in some respect, but here you go…

Born and raised against the breathtaking backdrop of Colorado’s Front Range, I’ve always embodied the spirit of an outdoor adventurist and individual-sport athlete. From a young age I recognized that my success would be forged through personal effort and the ability to deliver, relying not on scholastic merits or certifications but on a relentless commitment to excellence.

Passions and Skills:

An avid outdoor enthusiast and athlete, I thrive on challenges and embraces the world with an all-in personality. I have an innate ability for sales and relationship building, coupled with a firm technical and engineering mindset. The knack for solving complex problems and conceiving innovative solutions has always been a forte, reflecting a keen understanding of the intersection between creativity and technical acumen.

Guiding Principles:

Grounded in a set of unwavering principles for honesty and integrity, I have navigated my career with a commitment to ethical practices. This commitment has been instrumental in shaping my journey in the business world.

Entrepreneurial Journey:

In 2007, after a successful tenure as the top sales representative, netting over $650,000 in personal commissions and driving $5 million in revenue in 2006, I embarked on my first entrepreneurial journey. The capital earned became the foundation for launching my own international manufacturing brokerage. This venture eventually led to ownership of an export company in China by 2012.

Role at Quite Lite:

Currently serving as the CEO of Quite Lite, I shoulder a myriad of responsibilities typical of a CEO’s role. My primary/daily focus includes sales, product engineering, manufacturing optimization, and procurement. I have played a pivotal role in the company’s evolution, from the initial purchase in 2019 from the inventor Lawrence Drake to its current standing as a leading innovator in the modular shelter and camping industry.

About Quite Lite:
At Quite Lite, we revolutionized DIY housing and camping with our cutting-edge approach to modular building assembly/construction. As the only manufacturer in this industry, we specialize in a unique, patented, and highly insulated LLDPE panel wall system. What sets us apart is our innovative, semi-permanent system that enables the deployment and assembly of any-sized structure in lightening speed, by just one person.

Founded with a vision for offering a simple, highly insulated, transportable and reusable shelter/camper, Quite Lite created and has continued to refine a transformative building solution. Our LLDPE panel wall system has not only transformed the camping and rural building landscape but has also become a viable option for streamlined, cost-effective, and eco-friendly solution for rapid deployment shelters. The impact of Quite Lite extends beyond structures – it resonates with the homeless and refugee industries that have embraced a faster, more efficient way of constructing re-purposable living spaces. Since our establishment, we have achieved remarkable milestones and overcame countless challenges in our pursuit to offer the lightest, easiest and most affordable construction system in the world.

Any advice for managing a team?

Finding success managing a team is one of the hardest things I’ve ever done. It takes a lot! Below is a short list of the most important things I’ve had to learn as a boss, but the two most important things I’ve learned are: 1. Your employees ARE your company and the company can’t survive without them- They are as important as the product or service you offer.
2. Believe in your employees and make sure they trust that you believe in them.

These are some other fundamental things that help drive that point home.

Clear Communication:
Clearly communicate expectations, goals, and any changes in processes. Ensure that everyone on the team understands their roles and responsibilities. No-one can be held accountable if they didnt know they werent doing it correctly from the start.
Encourage Open Communication:
Foster an environment where team members feel comfortable expressing their ideas and concerns. Encourage open dialogue and active listening and show that you are listening by implementing changes or ideas that work.
Set Clear Goals:
Establish clear and achievable goals for the team. If you dont have goals set it’s difficult to gauge improvement or foster growth.
Provide Feedback:
Regularly provide constructive feedback to your team members. Acknowledge their achievements and offer guidance for improvement when needed.
Delegate Effectively:
Delegate tasks based on individual strengths and skills. Trust your team members to take ownership of their responsibilities.
Notice and acknowledge individual contributions:
Acknowledge and celebrate the accomplishments of your team. Recognition motivates people and helps them trust you believe in them..
Provide a future:
Provide opportunities for learning and development and career advancement. Training and/or mentorship not only helps your team members stay longer but shows them you care about their future and success.
Be Approachable:
Create an atmosphere where team members feel comfortable seeking guidance or discussing concerns.
Lead by Example:
Demonstrate the values and work ethic you expect from your team. This is again a great way to build trust and respect among team members. If you;re the hardest worker in the company no-one is surprised when there are consequences for slacking.
Keep learning and improving yourself:
Change is inevitable and necessary. Knowing enough to know you dont know everything is a mark of a smart person. You need to be able to accept that something you have implemented might have room for improvement.

Can you open up about a time when you had a really close call with the business?

Almost missing payroll is one of the most stressful situations I’ve ever faced as a small business owner. All of your employees count on the company for their livelihood. Nobody knows this as well as you do, and it all falls on your shoulders. It’s crucial to always have a backup source or reserve of capital so you never have to tell an employee you can’t afford to pay them for the work they’ve done for you. Whether that’s a line of credit or saving account. If you ever deplete this backup capital to a level not able to pay all of your employees up to 30 days out, you need to trim back your staff (or increase your sales/AR). Also, be transparent with your staff. If you see this situation on the horizon, your team deserves the choice to look for other employment before being blind sided by a layoff.

Contact Info:

• Website: www.quitelite.com ; www.climatereadyshelters.com
• Instagram: quitelitebrand
• Youtube: @tealcorpintl Quite Lite Cabins and Campers