Jane Singer 00:00
Sam, I am so excited to have you on the show. Because what you're talking about, I think is going to be tremendously interesting to so many people in our audience.
Samuel Moses 00:09
Yeah, definitely. We're happy to be here. Happy to be here and excited to speak to you.
Jane Singer 00:13
So maybe before we dive in, first explain to me a little bit about what exactly is Sockrates? Sure. So
Samuel Moses 00:21
Sockrates is a company that I started about four years ago that what we do is custom socks. So in the niche producing socks, we do custom socks. So what it is, companies will come to us large and small, and they're going to a trade show, or they have employees that they want to give a gift to, or they want to give something out to their clients as a thank you. And we'll brand the sock to their brand using their specific branding. They'll say, okay, you know, we'd like that sock, and then we'll produce it comes with fully packaged with a label, and we deliver it to them. So it's kind of like a fully packaged, branded sock to their brand that they can give out as a gift. And we serve as companies all over the world, I mean, UK, US, Canada, Germany, Israel, literally companies all over the world are coming to us. And then they're giving this item out either at trade shows are to their employees, or to their clients. So it's a it's a nice branding tool for them. And we make the process super simple, streamlined process, so that it's easy to go from the idea that they have or the idea that we've given them to the production and delivery of the socks.
Jane Singer 01:27
I think it's interesting, because what you're doing from what I can see is fully automated, I think that the platform you've designed and correct me if I'm misunderstanding is fully automated. So you're actually not having to do all those in between steps, which is interesting, because there is so much talk today around being able to automate more of the apparel producing process, right, which typically had been very labor intensive, and still continues to be in many cases, tell me about what you've done with automation.
Samuel Moses 01:58
Sure. So I mean, we've had to kind of scale up on on how our processes work because of the volume. So from when a lead comes in, and how we get back to the clients to how we send them the designs, to how we then process the order to how it then goes to the factory, how we quality control, check it and then how we deliver, it has to be a very streamlined process. So there's a lot of tech involved with that. At the end of the day, the actual design work is a manual process that is manual, but everything around that manual process is automated. So the way that we get the board to the client is automated, the way that we get the the final design to the factory is automated, and then you know, that's how you're able to do you know, 200 - 300 orders a month. Otherwise, if every order had a lot of manual processes there, it would just slow us down, you know, and I noticed just from the invoicing, if you're doing a manual invoice processing, you go from 10 orders a month to 30, the amount of manual time that it takes you to do that. It's just slowing you down so much that you're spending all your time creating invoices that you can't get, do the real things that you want to do like customer service, and make sure that all the orders are being produced correctly, make sure that the designs are proper for the client. So there's a lot of technology behind the operations. The client doesn't necessarily see that but because they're just seeing the end product of what we're what we're developing. But there is a lot of processes in place to let us go from the start of an order to the end of an order very smoothly. And then we we've definitely invested in that.
Jane Singer 03:38
right now, which is of all the technological processes that you're using. What was sort of the the newest innovation, you might say?
Samuel Moses 03:49
Yeah, so definitely, our Salesforce is very powerful. And Salesforce is the kind of tool where you know, they give you a blank slate, and you can kind of create what you want from it. But we've definitely taken our Salesforce from, you know, were very early days where we're just using it as a basic CRM to a fully inclusive system that processes orders and factory can log in and get the orders and they can upload the the samples for us to review and approve to invoice EAD, to automated emails to everything. So the entire company in a way, you could say runs off Salesforce, and we've taken our time. And we've invested quite a bit of resources to create a Salesforce that everybody on our team can use and everybody can benefit from. And the ultimate benefit is to the client because they're getting a process. It's super streamlined. There's there's very little error rates because it doesn't rely on memory or it doesn't rely on, you know, manual entry. So, you know, there's there's less human error there.
Jane Singer 04:49
Wow, really interesting. I mean, I never would have thought of Salesforce being applied in that way, right. I mean, you think of it more as CRM for customers sort of like a database to keep track of every interaction that you've had, but not as, as a front end for manufacturing, I wouldn't have thought of it. From that point of view.
Samuel Moses 05:09
Yeah, we definitely I think we're unique in the field that we do that. So there's no touch to the client that doesn't go through Salesforce even to the end, even to the point where we get the review or to the point where we give them a gift at the end, or to the point where we ask them, if they're happy, everything kind of goes through Salesforce in an automated process. So everybody's going through the same experience every time regardless of where they are in the world. Regardless, if the order is 100 pairs, or 20,000 pairs, everybody's going through that same experience that we've set up from the beginning, and, and doesn't rely on again, it doesn't rely on human memory to remember to do something. So the system is taking you through an experience. And it's doing it very, very, you know, systematically.
Jane Singer 05:51
I think it's interesting that you have been able to take something like this, and systematize it down to that level throughout every stage of the from, from initial design all the way through to actually shipping that order to be able to do it that seamlessly, is really interesting.
Samuel Moses 06:09
90% of our business comes from the premium products incentivize business, your clients are giving it away as a gift and and they're willing to invest in it, you know, they're going to a trade show, they're spending 40 50,000 at a trade show, this is a tool to get them to get people to come to the booth and interact with them. And we found that it's, you know, through data, we found that it's a very, very good tool, like booths that have this giveaway will attract more traffic, you know, you know, from a data perspective, we know those numbers will attract more traffic than a booth without this incentive. So, you know, we'd like to tell people, you're spending $30,000 to $50,000 to go to this trade show, why not spend an extra five or three or seven or whatever it is, and use this tool to get people to come to you to talk about your product, you can you know, it's a good, it's a good icebreaker, I like to call it an icebreaker, somebody comes to your booth, you give them the sock, you talk about the sock for a few minutes, and then you talk to them. And then afterwards, you follow up? Oh, did you try the sock? What do you think about it, whatever, you know, so it's a very easy hook, we call it and it's also easy to follow up. And also, it's something that you know, they're going to wear, I mean, you know, they nobody's who's just, you know, not wear the sock, we designed it in a way that it's fashionable. And everybody needs socks, it's not a product that you know, it's gonna go to their drawer, it's gonna go to their sock drawer. So it's a good product, it's definitely a good product. And we're very true to the product, we don't just jump around lots of different products, we're really true to doing the sock properly. And we do various different types of socks.
Jane Singer 07:37
It's really interesting that you did identify this one item, it's not always easy to identify an item. It sounds easy, but it's actually quite clever that you've been able to identify socks as having this potential. Tell me a little bit about how you got into this.
Samuel Moses 07:53
Sure. So I was in the retail business and Canada for many years. And we had a very high end, a few high end menswear stores up in Canada in Toronto, okay, and we were doing neck wear. And I was kind of like they call me the king of neck where like I had, I knew everything that there was to know about neck wear. And I knew everything there was to know about making neck wear in Italy, when we did very well with the late 2000s and 2008 all the way to 2018. We it was a very good business and we were selling neckwear to the Financial District of Toronto, which is a very nice demographic. And I noticed that it was a very certain specific type of customer that was coming in executives, you know, certain people that valued that product or was willing to pay for that product was a very high end product. And I said, you know, I kind of am interested in a product that everybody can cut, you know, whether you're at the top of the chain or the or the lower end of the chain wherever you are, we wanted a product that everybody could come and enjoy. So we started selling these happy socks, which at the time of 2010 was a very popular product. And then I got married and my wife's in advertising and we said you know what? Why don't we create our own brand create our own sock? So we came up with this name Sockrates and it's a play on the philosopher and the original model was What is your sock say about you? Are you polka dot? Are you stripes? Are you Argyle Are you zigzag, you know, and then we would get in tight or personality that was kind of a play that we had. But so we started bringing in the socks into the store. And I think we became the number one seller of socks in downtown Toronto because our store was lined up. It was literally we had this Christmas tree up at Christmas time. And we would have to replenish eat the tree held, you know, 700 to 1000 socks, and we'd have to replenish that tree multiple times a day. There were lineups to get the socks. It was unbelievable, you know. And I noticed that people were buying from grandchildren to grandparents, from the janitor to the CEO, from the wife to the husband to the boyfriend, girlfriend. Everybody was buying this product. And it was such an amazing thing because the store had been a certain demographic for so long. And now we're just meeting everybody all over downtown Toronto. And it was really nice. And we were even part of these corporate scavenger hunts where people were like finding the tree, downtown Toronto. They have the socks, you know. And right. So it was a really fun adventure. That what happened was at that time, because we were in the financial district people started coming to us and saying, hey, who makes these socks? These are great socks. And we would say, it's not another company, it's us, we make the socks. So then they were saying you don't want Sam go into a trade show? I got I need 500 pairs, I want to give them out. Can you do it? I said, I guess so why not? It's just another design, right? We did. So then I had a designer, we designed the socks, we designed the label. And then we did the first order. And then I began to see that that this is a need people liked this idea. They liked the ability to create their own branded socks. Everybody wants to have their own brand, you know. So then we started to go online digital marketing. And then since then, you know, the business has boomed quite a bit, and we've transitioned out of retail. And now full time, all we do is this is the is the sock. And actually, there was one employee that I have, she's more like a partner, but employee that I have. And she works with me, and she's with me in the store for seven years. Eight years later, she's still with me. And she's my head designer is very lucky that the manager of my store was also a very talented designer. And she's incredible. She's really good. And she works with us. She works with me very closely. We have a team of people, we have salespeople, we have web programmers, we have Salesforce developers, you know, there's it's just a sock, but the amount of people that you need, it's sometimes I feel my a SaaS business, what am I doing? Right? So it's just a sock, but it's, it's an amazing product, we're very passionate about it, and and us and like you said, you touched on it really well, taking technology to make it easy for the client. Because what we noticed in the beginning, when we didn't have technology, there were a lot of pain points for the client. They're like, you know, what, you know, what, why? Why is it taking so long, the communication was a little lower. So putting a process in place, because we're getting, you know, 200 300 orders a month, putting a process in place was really important.
Jane Singer 11:48
You're right, the process is something that people overlook a lot, even people who already know that you need it. But very rarely, from what I've come to learn to people ever dive in deep enough on process, I think you're bringing up some good points on that. We somehow think the tech will just take care of things without developing that process. I mean, what has been your experience with that?
Samuel Moses 12:12
So I think what happens is in the beginning, you're kind of like, well, you know, you're just happy to get a client. So you know, you're just like, oh, wow, this is great, I got a client, you know, you think you'd be done now. And everything can be done by calling somebody and talking about it. And then you know, another order comes in, and then order start to come in and you realize, wait a minute, I you know, I'm losing track of the deals, I'm losing track of the names, you know, and I'm relying on my memory too much. And then at that point, we said, we can't do this, we have to have a real structured process in place. And that took time though, like that took some time to develop, because we actually have to understand what the process is because it's so in the beginning, it's so random, we're just like, you know, create the label, create even the creating the shipping label, which sounds like an easy thing, right, like just create the shipping label. But when you're doing it 300 times a month, and when you're shipping to Malta all over the world. And when you're in each shipment sometimes has multiple places it has to go with with very high, you know, sent time sensitive deadlines, that has to be or there has to be an automation there, because you can't rely on your memory to remember, Oh, I gotta create the label for this job and this job, you know, you're in the middle of family dinner, you can't just run around and start creating labels, the system has to be doing it and the system has to be doing it properly. And, and then what happens is you start to rely on the technology. And then sometimes you're over relying on the technology. So then, you know, there's like this balance, you have to do have checks and balances against the system, but then not relying on memory and making sure there's a system in place. So there's this kind of like this, this middle ground there where you're like, you're you're the one controlling the system, the system's not controlling you, you know, so we've gone through that process, and we're there. And then you know, I always tell my, I always tell my staff, you know, what happens if we went to 600 orders? Like, does our system have the capability to do that? Because I see some holes already. And then you're always patching, you're always fixing it, you're never really comfortable, you know? So that's that's definitely what I found. And I would say that if we spoken a year, me and you, I would say, wait a minute, our technology has changed a lot since that, you know, so we're always innovating and we're always improving it. And the ultimate goal, this is important, the ultimate goal of this technology is not to just have very savvy technology that looks good. It's to enhance the customer experience, because that's what we care about. We care about the customer experience, and the customer getting the right product at the right time, in the right way.
Jane Singer 14:34
I think you're absolutely right. I mean, one of the most difficult things that I believe people have to try and and balance is the use of automation and everything that that brings to the table with the personalization and the customer experience and providing them with that sense that there's someone who cares about them, right, that they're just not, you know, part of an automated system. How do you manage that?
Samuel Moses 14:58
So we definitely do like to go in there and have a personal touch, you know, you're right, you can't just turn everything into a template, you know, and I'll be honest, some of this stuff is templated, there's just no way around it, the volumes, but we have to have a personal touch at the end, we send a gift card, you know, and that's kind of a personal thing basically was over the deal, you know, we send a gift card, and it's based on the deal, you know, we see what happened during the deal, if there was some kind of slowdown or something like that, we addressed it in the gift card. But even if the deal went perfectly, we send it but you have to kind of have a personal thing. And we definitely, you know, we we got lucky because at the beginning, when we had very little technology, we developed really good relationships with some of our clients where they know, so they come to us. And it got to the point where they were asking us for other products, and we were even doing it. But then as we got as we started to scale, we really had to stick to the sock because we became experts in the sock and then we're not experts in water bottles. And then people ask us for water bottles, and we can't give them the same service and quality of water bottles as we can the sock because what we do for 10 hours a day, versus what we do for 10 minutes a day is going to come out differently. So we kind of had to say, Look, we're not the waterfall guys, we could do it here and there. But we're not waterfall guys. So let's just stick to the socks. And then you know, we got them different types of socks. So we went from dressed to athletic to wall to knee highs, they went through the lifecycle of Sox, you know, so, but we definitely had some good relationships in the beginning that helped us clients that I speak to still from the early days, who are kind of like almost advisors to me, you know, because they're marketing gurus. And they, I use them. And they use me as just sounding boards for ideas. And it's great. So that that's important. And what you touched on is important because you can't just create a system and have the system spit out emails, and then there's no personal touch, that doesn't work. People see through that. And it's not real, and nobody wants to. And also the team internally doesn't want to work like that they don't want to work like they're a robot pressing buttons, they want to connect with people, and they, especially through what we do, we're so creative, and we're so you know, unique to the brand so that we don't want it to just get lost in the technology, we want to we want it to our personalities to come through these designs, you know, so we got to we that's definitely again, another balance that you have too much technology, too much templating. So you know, that's also a constant battle for sure.
Jane Singer 17:13
I'm glad that you pointed that out. Because I think that is one of the problems that people struggle with. Because I think in some respects, you could say particularly in the apparel sector, people are undersold on technology, right? It's been slow to the game on that. But yet on the other hand, in many other sectors, people just feel everything should be automated, and you do lose the touch with the customer, and then you ultimately lose the customer, right? Because when you lose that personal connection, at a certain point, right, if it's too automated, they can go anywhere.
Samuel Moses 17:43
Yes it just becomes like a commodity point. I had this idea, let's build a portal, and everybody could do everything in the portal, and everybody could communicate through the portal. And we got a lot of pushback from internally, because , it's just to remove are already done on the phone with them are already not, you want to take away the email aspect, it's kind of like, anybody could just replicate it at that point. So they wanted to keep those relationships real and I agreed with them. And so we didn't do the portal, even though I was definitely leaning towards the portal, because it would, I think it would take a lot of headaches away from from the process. But again, we're still going back and forth with the client one on one, it's just backed by the technology to make sure that when the client asks for something, that the requests are being handled efficiently,
Jane Singer 18:33
I think that's a good point, you're using the technology as a tool to make your own people more efficient and better, as opposed to replacing your people. Which is where like you're pointing out, when you're replacing your people with technology, you no longer have a moat around your business whatsoever.
Samuel Moses 18:51
Self serve in this business. You know, we don't believe in everything. We're full serve, we want to be full serve, we want to take care of the customer. We also want to make it easier on ourselves to take care of the customer. So that's where we use for you or you're talking about the technology comes in make it easier on us to serve the customer fully, you know, yes, is just relying on the customer to serve themselves and hope for the best.
Jane Singer 19:13
Right. Yes, that's a very good point. I think almost nobody really brings that up. And when we look at all these different things, it's really how do you replace people because it's cheaper and more reliable. And it's easier but it's you're right. Nobody really thinks it through in the way that you have, which I think is really interesting. And and I also liked the fact that you've identified that your strength is really in staying in your lane, and just being better and better at what you do because the temptation to diversify is almost overwhelming, right?
Samuel Moses 19:47
Yes, I feel that I get a lot of pushback from the team because somebody comes to me they want hoodies or T shirts and I'm like, like, Okay, guys, I mean, we have the capability to do t shirts and they're like, Sam, no, we got to focus on what we do. We got to just do really, really well on what we do and be experts in our field. And you know, they just, you know, sometimes when the sock order comes in, and there's a mug with it in a box, okay, we'll do that because it's in the context of package. Okay. But you know, so that it is hard. And I constantly struggle with that as an owner and as a, as a founder is that, you know, should I be selling more products? Or should I just be focusing more in my niche we've decided to go into our niche should be experts in our niche. It's been working out for us so far, and we sleep at night? Well, because we know that we know what we're doing, you know, so, versus like a client that comes to me and says, Can you do you know, branded USB sticks? I don't know if that's still a thing. But if your branded USB sticks, I'm like, Yeah, I guess so. You know, but I wouldn't sleep as well, because I want to make sure they're taken care of. But at the same time, I don't know everything about that. There's a Sockrates for USB sticks out there, maybe you should be using him, you know? So yeah, no, definitely. That's a good point. You know, if that struggle, and it's always a struggle, because you always think there's, you know, maybe a pot of gold somewhere else, but you just got to kind of stick to your methods.
Jane Singer 21:04
Absolutely. Now getting a little bit back to the process. Do you actually have your own factory that you own? Or do you work in partnership with someone whose whole focuses on the production side?
Samuel Moses 21:15
Yes, so we're partners with the factory in Italy. Okay. It's a very small run family business that we found through our network production when we were producing neckwear. Italy is a very amazing place. I mean, when I was producing deck where you have to imagine I walk into this little factory, and there are great grandchildren working there, that meeting, their great grandparents are working there. And they were, you know, they're now adults, but they were, they really passed down in a tradition of how to make neckwear. And they remember their grandparents, and they remember their parents and their, you know, and now their kids, you're learning the business meeting, like they're involved in and talking about at the dinner table. And they're, they're showing them how to do the necktie and, and it's in the blood over there, you know, it's like, third, fourth generation neckwear. So then, we found a factory in Italy, in a small little town in the Lombardi region outside Milan. And it's, you know, it's Sandra Fredo. And it's, and they do socks, and again, same kind of thing where, you know, the grandparents did, and, you know, parents, and now his kids will do it, you know, so, and they're very passionate about the sock, it's not the kind of thing where you walk in, oh, it's a sock, you know, they're passionate about the quality of the product. And it's a good quality product, and it's consistent. And they're really proud of it. So we, you know, we partnered with them, we invested in them to get their technology up, because it was a little bit, you know, paper and pencil over there, you know, so we invested with them to get that up, and then to work with them on, you know, getting more machines, because our volumes are very high. Our as our volumes that hire, and yeah, we work with them very closely. We go out there once or twice a year to see them and to see how things are going. But we have good people there that are very involved. And they tie into our system here to make sure that the orders are being completed on time, and they're being completed completely. So they're fully aligned in our Salesforce. But that was hard. So that was hard. It was very hard to take factory owners and say, Hey, guys, let's come on to Salesforce. And they're like, what's, what are you talking about? What Salesforce, we don't know, this? Our grandparents didn't tell us about Salesforce, you know? So we were like, Okay, this is how it works. And we're doing screen shares, and even to get all the screen share was kind of relatively hard, you know, and then they got it and they love it. And now they really rely on it. And they're they're into it, you know, so that was that was something good. That was that was that was fun.
Jane Singer 23:27
Now, do you source the raw materials yourself? Or do you leave that to them.
Samuel Moses 23:33
The reason we're able to produce and ship in seven days, which is our model, which is our very unique model to us. And what makes stands us apart from our competition, we're able to ship in seven days, with any color that you design, is because the factory that we have in Italy and the yarn factory, the largest yarn factory in Europe are relatively close to each other, they're like five minutes apart from each other. So they're able to just go there and pick up the yard and come back if we need a color. So but that's their specialty, they take care of that. And they have their own systems in place to make sure that they can get to the colors. We we tell them what colors we need. And we have kind of like a database of how those colors match up to the yard. So that we're using this consistent system every time so there's no guesswork, we're trying to take the guesswork out. Because over 10 orders guesswork, relatively okay, over 300 orders there's going to be mistakes right so we got to turn it into a science okay, this Pantone equals this yarn color. So no decisions can be be made by us or them as to what it is we know the answer, you know, so that's the process we have in place for that. And we've cut down our error rate from I think originally when we first started it was like four or 5% Now we're under 1%. So again, hard to get it to zero okay, I always tell people can we get it to zero? No, it's hard you know, I don't know human error. There's still some human area but to get under you know, when you do 300 orders and one or two come back, okay. And then we can what we do is we automatically fix it for the client we we ship it no problem, you know,
Jane Singer 25:00
Wow, it's so impressive that I think that, like you said, part of your strength is really that you have focused on one item. And you've, you've narrowed that down, which has taken some of the incredible complexity out of something that's already complex to do.
Samuel Moses 25:17
You're right, it sounds like it's not complex. When I tell people, I'm walking around, and I tell people what I do, they say, Oh, you make socks, okay? But when you get into the nitty gritty of any business, everything is looks easy from from whenever it when somebody else is doing it. But when you get to the nitty gritty, there's actually it's actually very complicated. It's actually very complicated to make sure that these people that the clients are getting serviced properly, you know, from the beginning to the end. And I like to say that we were so focused on after the sale, making sure that was correct, that then we came back and said, How do we make before the sale even easier, and then now we're able to get the client to the final sock really quickly, we know how to streamline to give them enough that they can make a quick decision, when you give them too much. They can't make a decision, you know, so we just we know, we just manage the whole process in a way to get everything running smoothly. It helps the customer, it helps us it helps the factory, everybody's happy.
Jane Singer 26:08
Yes, so interesting. And you know, really, I'm so impressed, by the way you've thought all of this through. Because I think that honestly, you don't see too many people who've actually gone through that whole process as you have and understood where you automate and where you don't where you streamline, and where maybe streamlining could actually be a negative. So I'm really quite impressed with the way you have thought the whole thing through.
Samuel Moses 26:35
Thank you. Thank you. Yeah, no, definitely, it's great to talk about it. Sometimes we're just doing it. And then it's nice to have a conversation and go back and look at it from a little bit of a strategic overview. Because we're always in the system, not above the system. So it actually it's great to talk about it also.
Jane Singer 26:50
Yeah, isn't that the case, right? Whenever you're doing something, you're too close to it, to really see the actual beauty of what you've achieved, you sort of need an outside person to look at it and say, what you've done is awesome. And you're thinking, yeah, really, I just see the problems.
Samuel Moses 27:06
Yeah, I get that I get that sometimes on our website. And we put a lot of work into our website, where customers are like, Oh, your website's so nice. And I go, Oh, isn't nice. To me, it's my website. I mean, I just need to look at it every single day, all day. So it's hard to you know, then when we get that compliment, we're really happy about it. Or they say, What do you think about this a new way of looking at how we can present information. So that's, that's also good. And we take that into account, and we make the changes, you know, so we like we like both the compliments and the constructive feedback, you know,
Jane Singer 27:33
absolutely. That you've achieved so much. What's next? Is there something you have your eye on that sort of under development or something that you know, the next step?
Samuel Moses 27:43
Yeah, definitely. I mean, we're definitely looking to bring in more people and bring in more, we want to develop our Salesforce even more, and we want to bring in more project managers, and we want to, you know, be selling more socks and more areas. I think we have some goals internally that we that we're looking at trying to get to. And they're not they're not just revenue based. They're more like, team based, you know, how does our team work better together? Because we're, I work for Boca Raton, Florida. And some of them work up in Toronto. And then some of them were here with me. So how do we communicate better? How do we work as a team better and not just be in a system together? Where we're just chatting on the, on the chatter over there, right. So that's definitely what we're looking at. from a client perspective, we're looking to bring out more different types of variations of the socks. And we noticed that when we bring out new variations that you would think how many variations are there, there's actually quite a bit, we actually noticed that our client base, you know, we have about 4,000 clients globally, that they respond, they're like, oh, Sam, I never thought of that. That's a cool, that's cool. And we're always trying to follow the trends to make sure that we're on trend, you know, our goal is to always design products that people are going to wear, not just like, you know, slap logos all over the place and hope for the best. But really design products that people are going to wear, you know, because it's not good, it's not good to produce products that people are not going to wear throw out, we want people to wear it, enjoy it, and we want we want it to have a life long life, better for the environment better for everything. So we're just focused on our niche, you know, we're not going to go down that road of trying to find the next the next product that can that can help us we're trying to just stick in our niche in our industry, you know, and there's a lot of competition in our industry. So we're all pushing ourselves to be better. I like to say it's friendly competition. We're all you all, we're all getting our share of the pie, but But each of us are pushing each other to be better, because there's things that our competitors are doing that we're like, oh, wow, that's interesting that they did that. How does that affect us? You know, not that we would copy it, but what can we do to, to kind of like, you know, make sure that that problem that they've just addressed has been solved in our organization, you know, so, but then just keeping everybody motivated, or selling socks all day, every day. So we got to keep the team motivated. We got to keep them happy. So it's not it's not as simple as it seems sometimes. And that's just not, you know, paycheck thing. So we're working on that also keeping everybody happy. Because if our team is happy, and our designers are happy, it's gonna come through in the work and then our clients are gonna be happy. So that's our goal.
Jane Singer 29:58
So interesting. Well Sam, how can people find you? I think a lot of people would love to be able to connect with you, and to be able to get over to your website and check it out.
Samuel Moses 30:09
Yeah, definitely would love for anybody to check it out, shoot me an email where you can find us online at Sockrates s Ock. r a t e s, like Sockrates. But Sockrates custom.com. So that's Sockrates. custom.com. And of course, anybody can email me at Sam at Sockrates custom.com. And I'd love to hear from anybody that would be that would be great. And definitely, yeah, that's that's the way to get a hold
Jane Singer 30:35
of me. Okay, well, I'm going to include all of those links in the show notes, of course, and it'll be over on our podcast website as well. And I just want to thank you so much, Sam, for joining us here. I've learned a tremendous amount from what you're doing. It's really exciting. And I think so many people listening are going to just be fascinated by what you've been able to achieve and create.
Samuel Moses 30:56
Well, thanks for having me. It was great speaking to you, and I always love listening to your show. It's a great show. So it was a pleasure to come on and honor and thank you so much. Thanks you so much again for having me. Oh, well,
Jane Singer 31:07
thank you. I appreciate the compliment. Thank you.