Dominic Janney, President at Canon Financial Services, Inc., discusses the importance of using data to modernize technology, predict outcomes, and create synergy between end-users and sales teams.
This episode features an interview with Dominic Janney, President at Canon Financial Services, Inc. Dominic discusses the importance of using data to modernize technology, predict outcomes, and create synergy between end-users and sales teams while maintaining agile leadership.
About Dominic:
Dominic Janney is President of Canon Financial Services, Inc. (CFS), a wholly owned subsidiary of Canon U.S.A. that provides innovative lease financing solutions to Canon customers. In this role, Mr. Janney seeks to ensure that CFS follows its mission, policies and procedures by providing best-in-class service supporting the sales of Canon products and solutions. Mr. Janney has more than 13 years of experience with Canon, having joined the company in February 2009. Before being promoted to CFS President in January 2022, Mr. Janney served as Senior Vice President, Sales and Servicing, from October 2020. During this time, he led a new initiative along with Canon U.S.A. 's Business Information Communications Group to tap into a new vertical market that greatly increased business volume.
About Canon Financial Services
Canon Financial Services, Inc. (CFS) is the premier financing source for all Canon Direct Sales Groups, Canon Authorized Dealers, Resellers and Partners in the U.S. CFS is a wholly owned subsidiary of Canon U.S.A., Inc. Our mission is to be a continuously evolving organization that builds meaningful partnerships while providing creative financial solutions. We strive to stimulate growth and maximize profitability, all while upholding responsible and ethical business practices. We aim to set the standard of excellence in our industry while fostering an environment of integrity, employee empowerment, diversity and inclusion. CFS’ main office is located in Mount Laurel, N.J. with multiple branches throughout the United States. CFS assists federal, state, and local government entities, as well as commercial businesses, develop the financing program that meets their needs.
Guest Quote:
“We use the midterm plan as a way to utilize employees and get ideas on how and what products we can have. In addition, when we do a midterm plan, we are reaching out to all of our channel partners and we're asking, ‘What is your midterm plan? How much do you think you're going to grow in the next 1, 2, 3 years?’ So we use this as a foundation and then we challenge the organization to improve, whether it be servicing capabilities, or it might just be challenging the status quo.”
Episode Timestamps:
*(03:25) - Unique Benefits of Being a Captive Leasing Company
*(07:05) - Modernizing Technology for Revenue Growth
*(10:20) - Leveraging Data for Success
*(25:50) - Strategies for Predictable Growth
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About Accenture
Accenture is a leading global professional services company that helps the world’s leading businesses, governments and other organizations build their digital core, optimize their operations, accelerate revenue growth and enhance citizen services—creating tangible value at speed and scale. We are a talent and innovation led company with 738,000 people serving clients in more than 120 countries. Technology is at the core of change today, and we are one of the world’s leaders in helping drive that change, with strong ecosystem relationships. We combine our strength in technology with unmatched industry experience, functional expertise and global delivery capability. We are uniquely able to deliver tangible outcomes because of our broad range of services, solutions and assets across Strategy & Consulting, Technology, Operations, Industry X and Accenture Song. These capabilities, together with our culture of shared success and commitment to creating 360° value, enable us to help our clients succeed and build trusted, lasting relationships. We measure our success by the 360° value we create for our clients, each other, our shareholders, partners and communities. Visit us at www.accenture.com.
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[00:00:00] Phil: Welcome to Revenue Reinvention, the podcast where we get real about transforming business for predictable success. Earlier, we talked with Dominic Jani, the President of Canon Financial Services. We discussed the importance of modernizing technology for operational efficiency and revenue growth. You'll hear Dominic highlight the need for an agile approach to innovation and his tips for instilling core values. Let's dive in. Welcome to Revenue Reinvention. Thanks for being here. I'm your host, Phil Dillard, founder and CEO of ThruLine Networks. I'm here with Dominic Janney. Dominic, thanks so much for joining us today. Thank you for having me. It's really great to see you and I, and I'm hoping things are great at the headquarters for you guys in beautiful Mount Laurel, New Jersey.
I have a number of questions, but let's just jump right into it. You've built a remarkable career driving revenue for CFS. Can you tell us about your role at Cannon Financial Services and what keeps you busy [00:01:00] every day?
Dominic: Sure. I, you know, I guess a really good jumping off point was kind of leading up to where I am today at Canon. So prior to that, I was part of a startup financial services company that ended up going public. And, you know, when you're talking about revenue, our initial investors and debt partners were focused on growing revenue at all stages. Early on, you know, we were, we were in there to drive cashflow, maintain debt and equity covenants. And then over time, we were positioning ourselves to display sustainability for that revenue growth and to support our initial market cap targets. So that kind of got me into equipment leasing. It was my second stint in equipment leasing. I had started out at another publicly traded equipment leasing company. And then went to this other one after leaving that organization and reviewing other opportunities. The one that really resonated with [00:02:00] me was Canon Financial Services. And there were many reasons that went into that decision, but I had never worked for a captive leasing company before. So the prior leasing companies that I worked with were independent, third party leasing companies. Canon is a true captive leasing company. So we support the brand. And in all the investigation I did with Canon, you know, it's a worldwide recognizable brand. Everybody knows Canon. Most people know it for cameras and copy machines, but they're heavily involved in security services and medical equipment and a lot of other industries.
So when I looked around, another thing that really captivated me for Canon, Was that in the entire history of their organization globally, they had never had any debt and they still have no debt. So when you think about working [00:03:00] for an organization that is. that is structured and has that kind of potential behind it. You know, my first charter with them was very simple, growing the equipment footprint in the marketplace while also growing lease volume along the way. So that's what really drove me over to Canon.
Phil: Super. So that sounds like there's a real interesting difference between being a captive versus being a third party. Can you talk a little bit about what the unique benefits are of being a captive?
Dominic: Yeah, sure. You know, as a captive, we really are. The leasing company for all Canon branded equipment. So we handle everything within the States, but when you think about it, whether you're a direct Canon sales organization or an indie indirect sales organization, there's many independent dealers who are Canon authorized to sell Canon products. And our job [00:04:00] is to behind the scenes, Help them get their customers financing to move equipment into the marketplace. So it really runs the gamut. I mean, we work with copier dealers, both direct and indirect. We work with the medical division, camera division. We worked a little bit with the industrial group.
So it really gives a diversification of equipment types and a diversification of equipment leasing in the marketplace. And you really have to gear your product, your leasing product, to whatever the customer's needs are. So we are a wholly owned subsidiary of Canon USA. And with that, the charter is really simple. Try to make sure and maintain helping Canon put more footprint into the marketplace.
Phil: So that knowledge internally about the breadth of the products and the culture of the company and the leadership styles helps you work across boundaries and deliver financial [00:05:00] solutions that are relevant. Optimize for the types of companies, the types of clients you serve inside the company, if I'm hearing you right. Can you share a little bit about a pivotal moment or a challenge from some of your early days that shaped your approach to doing this work and, and being prepared for this role?
Dominic: Yeah, I, you know, I think the one that resonates and the one that's talked about at least inside the four walls of CFS most often is what has happened with CFS over the last 10, 12 years. With regards to our independent dealer network on the copier side, when I arrived at, at CFS, it was very. undervalued piece of the business, very stagnant. Not a lot of attention was paid to those dealers. As a matter of fact, I think the initial thought was if they were to give us their business, great. If they did it, that's fine too. They could make their own decisions. We put a lot of time and [00:06:00] attention into that particular area because early on the thought process, at least for me, was, If they are a Canon authorized dealer, we should do everything possible to ensure that we are helping them win business and increase their sales and marketplace as well.
And, you know, happy to report. I think the proof is always in numbers over the last 10 years. We've been able to increase that new business volume by about 208%. So huge increases from, you know, from then to now. And I think if you were to talk to them. independent dealer network of Canon, they would say that Canon Financial is a very valuable partner in their daily sales.
Phil: Super. I mean, that actually answers a big question that I had when I said, you know, why does somebody you serve, why do they need CFS? And I think you've answered that pretty, pretty, pretty well. And it helps me actually dive [00:07:00] into the main discussion where we talk about the art of predictable pathways for revenue. So I understand, especially from those things you've been saying recently about modernizing technology for operations, that it's a critical part of being able to execute on revenue growth. And I actually wanted to take a quote from you and give it back to you in something that I read recently. That kind of, I think, is a great anchor point to start this conversation.
As an equipment finance executive who's recently overseen the transition to a modern equipment finance platform, I'm here to underscore the benefits of taking the leap. Yes, modernizing your technology comes with risks, but failing to take on those risks leaves indispensable opportunities on the table and weakens your business over the long term, which is There's so much to unpack in here, right? But can we just first just talk about what you were talking about in terms of modernizing technology for operations and how it helped you execute on the revenue [00:08:00] growth opportunities that you saw in the companies that you just described?
Dominic: I think the one area that CFS has a great benefit, we have 30 years of historical data related to revenue streams that are, you know, cross sliced by dozens of different attributes. So our finance and analytics teams are extremely data focused and our business process, you know, include data. Prioritization of data quality and then capturing of that data. This ensures that the data structure that we have supports all the forecasting that we need, both now and going forward. So from a tools perspective, you know, we use state of the art analytics and reporting platforms to make the most of that data I was talking about and have us maximize any kind of forecast outcomes that we have.
So we utilize that data to look at. A variety of different predictors that [00:09:00] help us move the ball forward, whether it be with new business offerings or things that we've done in the past. So I would say, you know, the combination of a really great system, strict processes, tools, and an internally dedicated analytics team, we constantly reevaluate short, mid, long term goals and the different components of revenue To help us make the right decisions for the business that we're going for today and what we're going for in the future.
Phil: That's got to be a pretty dynamic conversation too because there's a breadth of different products that you're supporting, a breadth of different businesses and categories that you're supporting. Data, the historical data is a treasure trove and it gives you the ability to look at things in different ways. If I'm hearing you right, the new technology gives you the ability to think of how am I going to do this as a service? How am I going to meter out? Uh, the expenses or revenue in [00:10:00] different ways, the way different customers are used to paying, that's different than historical ones. Can you share a story or a philosophy about how you tackle new products or new opportunities based on your data and your capabilities? Because you're sitting in a unique position to be able to provide a differentiated service.
Dominic: You know, being that we are a support function for all of these individual sales channels, I think the first leap of faith that we need to make is that we work consistently with each of those sales groups because we also have to understand where they're going. So, Being a part of their weekly or monthly meetings, meeting with them quarterly on future goals, understanding new products that are going to be developed or hit the marketplace, maybe sometime in the future, right, and building what we [00:11:00] think would be the right product for, Introduction and launch of that product.
And then how do we modify that product over time? We have different committees. We have a committee that thinks about and talks about nothing, but pricing and promotion. It's not just within CFS. I try to explain to, you know, the folks that work within the four walls of finance is, you know, the heavy lifting is really done by those folks that are out in the field selling products. You know, our job is to make sure we can help them capture the customer by offering a financing product. Is a marriage between the sale of the product and getting some sort of financing for that product to get that person, one, get that person out of the marketplace and within the Canon family, and then provide them the right product that will help them generate sales going forward.
And we really look at that for all the business verticals that were involved with. Internally, different sales organizations, [00:12:00] and by the way, I have under 300 people sitting in and we're a small but mighty team that kind of goes in line with the analytics and all of the systems that we need to do things for us more efficiently. We have different people focusing on those verticals that really have to understand not only the leasing element, but what is it that the person in the field is trying to sell? How are they selling it? And how can I be a partner in that sale?
Phil: And it seems like to do that well, you have to have really good conversations that help you learn how customers want to buy, what their expectation is, and work with the salesperson to go from what is to different options. Is that pretty fair?
Dominic: That's, that's exactly it. It's everything from, you know, an organization may send a credit application to us that, let's just say, doesn't get automatically approved. Right? An auto score, we have an auto scoring system here, [00:13:00] which means that it gets kicked out to a very knowledgeable analyst who pours through that individual's credit, that customer, that company's credit. And In tandem with the sales company on many occasions, especially on larger transactions, there is actually a call between the CFO of that organization, the salesperson, maybe the head of IT of that organization and CFS. And we're asking the questions to get comfortable with the credit. But again, that's part of what being a captive is all about.
We're part of the Canon family. Our charter, pretty simple, put more Canon products into the marketplace. So that is a little bit different from my past life as an independent third party. We were kind of agnostic to the manufacturer. The dealer didn't matter to us. We have to make sure that we do everything possible to find a way to get to say yes. So we really work hard at that. And, you know, it's an [00:14:00] extremely valid point that You have to be engaged and you really have to listen to your customers needs because they are really different between the sale of a camera, you know, a cinema camera to what a person may use to buy a copy machine or, you know, a security system, so.
Phil: And that's kind of created a particular challenge for the financial services company because the revenue life cycle that you might have for the financial services company is probably different from Each of the industries of the companies that you serve. So can you talk a little bit about how you think about the revenue lifecycle management process and how that actually impacts overall business growth for you guys as a financial services company?
Dominic: Are you talking about the value? of the initial transaction from the beginning, from inception to the end?
Phil: I think of it as the revenue lifecycle from the relationship [00:15:00] with a company or a customer over a certain period of time, right? I think in both cases, you're thinking about optimizing revenue for the, for the financial services company, but it's a very different thing if you're a little bit of a transactional third party, who's kind of agnostic, you might have a limited set of products that you're trying to optimize versus As a, as a captive, you're trying to do more things that help with a bigger mission, and it probably changes the, the approach for how you think about the revenue life cycle.
Dominic: A hundred percent. I just wanted to make sure I can pick out a couple of examples that would be beneficial. So, you know, the first is I'm going to, I'm going to fall on the indirect side of this one. You know, on the indirect marketplace, you're going to have a dealer that's selling Canon equipment. If he sells it for cash today, okay, he still may see some service revenue on a monthly basis, maybe some parts and supplies. But what he's also done is if that person has paid cash for that [00:16:00] unit, then starting the next day, he's trying to maintain that relationship. On a go forward basis, now his competitor down the street can come in and start talking to that customer a day after they bought a Canon piece of equipment and say, Hey, the next time that the next time that you're going to buy a machine, you know, maybe you should contact me and we'll talk about this manufacturer's product when you have them on a lease, right?
There is a much deeper relationship because there's a lot of different components in it. It really is a one, one payment per month, there's service and supplies, or there could be some quick charges for additional copies over what you anticipated, plus the lease payment and it's sort of a bundled product. So what we're really guarding against is technological obsolescence. So for us, a person on a lease, a standard lease is [00:17:00] anywhere from 12 to 60 months. That's what And then a few months out towards the end of that lease term, the opportunity for the salesperson to go back in and move that equipment out and put new state of the art equipment in is really what the backbone of that revenue cycle you're talking about.
It has a continual, Circle of life that goes to it, and most of the time, the customer upgrades the equipment to something new. It's no different. I mean, I have three daughters, two of which, one's out of college, one's going to be a senior in college, and one's a sophomore in high school. Inevitably, every couple years, I'm buying a new ThinkPad, a new laptop. All those things. So if you just think about yourself, the technological advancements that happen over a five year period of time are pretty amazing what's going on in today's world. So with that, the customer transitions very easily. Hey, [00:18:00] my payment is, I'll make it up 350 a month. This new product that I'm going to get is brand new, state of the art, does it better, quicker, faster. 379 a month, right? So great. Take the old one out, put the new one in. I just keep making my payment and that payment to the end user customer is already embedded in, in, in their setup. They already understand that from their perspective. It's part of what they have already in place. So there's no real change.
Phil: As you were talking, there were four things that came out of the real value to customers, right? There's the primary financial, the secondary financial, the data and the relationship. And by that I mean, there are some things about spreading out payments and tax benefits that are primarily financial. But there's also the secondary financial, as in, If you buy something cash, you're not building a business credit history that helps a company. We work a lot with early stage companies and they don't have credit history. They just have needs but aren't thinking about building that, building that credit history, which to me is the [00:19:00] first secondary one, as well as the continuation of a service relation so that, so they don't have to build something new and have all that opportunity cost.
There is the data component that says, You have more knowledge about how they operate their business. So you could see trends that if you're just selling a product and then the consumables, the operations, the maintenance may actually get outside of your, your reach and then the relationship ability to prove after the sale, the value of service and all the other touch points that actually draw people to your, to your brand. Is that a fair way to kind of categorize those, those things that I thought I heard from you?
Dominic: Yeah, that's exactly right. And, and to. You know, I can paint a scenario that's happening today, a very, very live example is that a person pre COVID, a company may have had X amount of machines. Doesn't matter if it's a medical device that we sell or a copy machine or any of the other ancillary products that we [00:20:00] sell, they may not have a need for either that size or that many machines. In today's market, second life, right? Because they may only be in the office three days a week instead of five days a week. So part of the relationship that the sales organizations have when they go out into the marketplace is that sales may have been, I'll make a number, 25, 000 five years ago. Well, it might be 18, 000 this time around because they've gone in and assessed what the customer's real need is.
And they don't need the two big machines anymore. They actually need one big machine and maybe a couple desktop machines. They're satisfying the customer's needs going forward because the customer really likes the Canon relationship and the Canon equipment. And our job is to make sure we satisfy both of those things. So, and to your point about early startups, you know, we do a lot of business with people that are coming right out of the gate, you know, first couple years in [00:21:00] business. And what we have found is that they grow as we grow, right? So, as the year goes on, there may be three or four people in a shop, five years later they have 25 employees, so maybe they need another unit.
And we can, we can see this growth going forward, not to mention, we have the most valuable piece of data. What's their propensity to pay back and how do they pay us back over time? So along with every other piece of credit data, we may have had to make the early decisions. What we also have is their pay history with us and that relationship with our internal people. Whether it be customer service or, or any of the other organizations within, so it really does build a great synergy with the end user and with the sales unit who's selling the equipment.
Phil: Yeah, you have the credit debt data that you don't have to actually get from somebody else, but you also have the metadata around it as the, the [00:22:00] why are they paying the way they do that helps you identify them as a, as a better risk or more than the risk, but a holistic view of a customer. Going back a little bit. To your description about the sales team, you know, the sales team has to come back and they have to share information internally. Sales, service, product, underwriting, all those different groups, not only have to share information, but have to align their incentives. And that can be tricky. How do you, Keep their, uh, you have a small team, 300, it's not tiny, but how do you keep them from being silos and make sure that you're sharing information across boundaries and aligning incentives so that people are working together as a team?
Dominic: Sure. So all of the support groups, other than our sales support units, work on everyone's products, whether it be, you know, our, our, I'll use our credit team as a great example. So when credit applications get submitted. Most of the time it goes into our proprietary [00:23:00] scoring system and it accumulates all this data and spits out either an approval or it pushes it off to either a pending application or a small amount of deals that just declines. We can't approve that one particular customer. So let's just say it's a transaction that requires some additional information. That credit analyst may look at a copy machine and the next deal he looks at may be a Canon software or security systems. The next may be a piece of medical equipment. So all the supporting groups within handle the entire platform of transactions.
It's only small dedicated teams. There's only a small number of people, less than 10 percent of the overall organization has specific contact with. Either the direct sales units or the indirect sales units within Canon. And their job [00:24:00] really is to be the quarterback. So their job is to, you know, our internal right there to run around the building with their hair on fire, trying to get people to get back to people in a timely manner, if need be, or get an application approved. And the reason that they're, they're structured that way is those needs for each of the sales units are different. Some sales units are needed. A lot more hand holding when it comes to the application process. Others already have the application filled out, the lease documents generated themselves. So, we align ourselves with those sales units because, you know, as a competitive industry, we also internally have very varying systems, different systems, so that.
A person working on the direct side has no access to the indirect side, and the indirect side has no access to the direct side. And that's because of the marketplace we're in. It's, it's, it's not very common, but once in a while you'll have multiple sales [00:25:00] organizations going after similar customers, right? So we just step back. We're Switzerland. You know, all we want to do is get the deal approved and make sure Canon wins the transaction. But that being said, we have to make sure we work independently with each of those organizations. And so those sales channels internally are very structured and there's no information that's shared between those groups.
Phil: And that seems like another point. where you need the systems to be able to be flexible. So you're minimizing the amount of workarounds and maximizing the ability of people to operate inside the system so that they can share insights. You talked already about the transition from your old system to the new system and taking advantage of this data and the collegiality of your team. Can you describe a little bit how you see the role of technology evolving in revenue lifecycle management? Like, can Innovations you'd be excited about or those things you would think that could help you move forward even better into the future as companies try to [00:26:00] manage their revenue streams.
Dominic: The new system has allowed us to venture into other areas, you know, an example of some other areas that we ventured into, and this is sort of in line with our system and maybe a bolt on to the system, but inventory finance is another one. People also use the, the, the phrase floor planning as an example. So we're able to go into independent dealers in a variety of equipment, whether it be cameras or medical or copiers, and allow them to get inventory into their warehouses, then do a sellout, right? So what we have found is that we need systems to support that.
So it allows for You know, it's not, it's not a standard lease that we put on the books and bill out every single month, right? It's a whole different product. This is a very short term. They may pay us back for all that equipment in a month or two months or three months. And it's not an [00:27:00] end user customer. It's one of our dealers. So we're able to offer something to our dealers. One of them. Interesting areas that happen with that is that we notice our lease volume goes up when we offer that product to a customer, right? If it's already with the CFS family, then I have a lease come over for some of that equipment I have in my warehouse, I'm going to move it over.
And another area that we weren't able to do with our old system is offer any type of loan product. Today we offer what's called an EFA. It's an Equipment Finance Agreement. It's a little different than a lease agreement, but becoming very popular in the equipment, leasing and finance industry. And so without the old product, we wouldn't be able to support it. So the new product is able to support it. So, you know, there's a lot of areas that we're going into to help increase. Profitability for our parents, and so the new system is going to allow, especially in our midterm plan, to put [00:28:00] in a lot of other new and interesting ideas to move forward.
Phil: So, you know, Dominic, while you were talking, I was thinking, you know, you seem to be a well educated guy. You must have gone to a great academic institution because you're always ahead of the curve. You're answering the question I was just getting ready to ask. about switching gears and understanding a little bit about predictable growth or strategies for predictable growth in our Elevate, Innovate, and Reinvent section.
Because you described to me a really good strategy to grow revenue that came from just interacting with, with clients and being nimble. So can you talk a little bit about how agile you believe a revenue leader needs to be? And innovating and launching new models. Is this behavior that you guys have something that's organic to the organization? Is it an intentional strategy? How did you get to being so flexible?
Dominic: When I first arrived at CFS, the first thing that I had to understand [00:29:00] was Canon's culture. So I think If I could, like a stepping off point for this may be that the guiding principle of Canon Americas is what's called Kyosei, the Japanese phrase called Kyosei, and simply put, it's all people, regardless of race, religion, culture, harmoniously working together. You know, when you have this as the foundation, it really does allow for everyone to have a voice. And it really does foster ideas and innovation. Past life, you'd put together a midterm plan, and if it never came to fruition, you just, you just did another midterm plan. But, you know, we do, here at CFS, we really challenge ourselves to say, what is the organization going to look like in three years?
What's it going to look like in five years? And we put a real emphasis on midterm plans. As a matter of fact, anything internal that we do, I like to say if we're doing a project, we need to really account for the ROI on that project. [00:30:00] So if we make something or we create a new product, we have to keep looking back and saying, you know, what was the profitability of that product? Because behind the scenes, as, as you know, any system that you put in, any process that you change, there's, there's man hours, there's a lot of time and attention behind the scenes. So we use the midterm plan as a way to really. Utilize employees and get ideas on how and what products we can have. In addition, when we do a midterm plan, we are reaching out to all of our channel partners and we're asking, what is your midterm plan?
How much do you think you're going to grow in the next one, two, three years? So we use this as a foundation. Then we challenge the organization to improve whether it be servicing capabilities and, or it might just be challenging the status quo. You know, you hate the, you know, the, the thing that. Most people don't like hearing it, well, that's just the way we do it. So we try to [00:31:00] steer away from that as much as possible. And I think what we offer today is good. I don't believe in any way, shape or form that it'll last forever. Right? So I know our competition is always looking for ways to take our business and we're doing the same thing. So we really try to stay focused on new ideas and products.
And I think of one area, if I could pinpoint one. Where we do a pretty decent job is we do reach out to our channel partners often and try to understand what their needs are. Or something as simple as we just redid our dealer portal, which is a portal that our independent dealers go into. They can submit applications, they can look at their portfolio, they can understand when a lease is coming up to term, so they can get a sales rep out in front of it. So when we updated that, our [00:32:00] head of IT, Made sure that we had some independent dealers helping us along the way. As a extra step, when we're showing everyone the new dealer portal, we're making sure that we let them know, Hey, I just want you to know that, you know, this organization, which they know as being part of the kind of family helped us with this, or if we're up at a big dealer meeting, we make sure we thank them for, helping us with this process and the buy in becomes automatic because it's not something CFS made and is pushing at the independent dealers.
It's the independent dealer saying, Here's what we really need. We, we want you to be great. And here, let us help you and get, give you information and, and something as simple as the ease of use or, or, or how they can access information. And, and I think we do that with both our direct and [00:33:00] indirect pretty often and pretty consistent.
Because as I said, in the beginning, those are the ones going out on a daily basis and getting in front of customers. And having to sell that customer on Canon and have them buy. So we have to be the best support group that we can. And, you know, I just think if nothing else, utilizing outside sources, get as much information from dealers as you can, make them feel like you are and be realistic about it. They are, we are their leasing source. I always tell them we are no different than a car dealership. You sold the car, you're walking down the hallway. And handing it off to the finance manager, that's who CFS should be to you as a Canon entity. So, as an independent dealer, you should feel like we're part of your organization trying to help you close business.
Phil: And with that, I mean, I would love to keep this conversation going, but I need to respect your time and we need to wrap up. So before we [00:34:00] let you go, I just want to ask, where can people find you? And is there anything that you'd like to share or plug before we go?
Dominic: No, I guess you can find us at www.cfs.canon.com or the Canon Financial LinkedIn page. And if you're in the Philadelphia marketplace and you're close to Mount Laurel, New Jersey and you're looking for a great place to work, we do outreach in the community. We have a program called Will. It's women in leadership levels where we. You focus on those needs within our organization, and it's just a really, it's a great place to work, and if nothing else, you're also attached to one of the most recognizable name brands in the world, and, you know, a canon culture that is just really, really remarkable.
Phil: I'm certain that people who would choose to invest some of their time working with you will not be disappointed. It sounds like a great [00:35:00] organization and run by a great guy. We really appreciate you sharing some time with us. Thank you so much, Dominic, for joining us today. And thank you, listeners, for tuning in to another episode of Revenue Reinvention. You can also watch these episodes on YouTube. Find us at Revenue Reinvention and subscribe on your favorite platform. And we'll see you next time. Thanks so very much, Dominic. Thank you.
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