What five industry consultants say operators must focus on now

Operators often assume that improving efficiency requires major investments in new technology or equipment. In an episode featuring consultant Tom Bauer, he said the biggest gains often come from something far simpler: operational discipline. He pointed to five core areas where operators can dramatically improve performance: logistics, warehouse organization, route structure, fleet management and technician efficiency.

Bauer noted that many companies grow quickly, adding new accounts and expanding routes. But, the systems behind those operations don’t always evolve at the same pace. That can create hidden inefficiencies that quietly erode profitability. By tightening processes in those core areas, operators can reduce wasted time, improve productivity and control costs without adding major expenses.

In Bauer’s view, operational excellence isn’t about big initiatives. It’s about consistent attention to the fundamentals that keep the business running smoothly every day.

Retention over prospecting

Growth conversations in the convenience services industry almost always revolve around sales, new locations, new clients and new revenue streams. In an episode featuring industry veteran and consultant Orrin Huebner, he expressed his belief that many operators overlook the most powerful growth opportunity they already have: their existing customers.

Huebner said that too often, companies focus heavily on landing new accounts while paying less attention to the relationships they already have. The result is a frustrating cycle where new sales simply replace accounts that quietly disappear.

Huebner believes operators should place much greater emphasis on retention and same-store sales. He pointed out that keeping an account is almost always less expensive than winning a new one, and satisfied customers often provide additional opportunities: expanding micro markets, upgrading coffee service or adding new breakroom solutions.

“The real foundation of retention isn’t contracts. It’s relationships,” he said. “Operators who maintain regular communication with clients, listen to feedback and stay engaged with customer needs are far more likely to build long-term loyalty.”

As Huebner often advises, companies should run their business as if it’s always for sale. That mindset encourages discipline, strong service and healthy financial performance.

Preparation and relentless execution

Many people believe sales success comes down to personality — the natural ability to persuade and connect with people. In an episode featuring consultant Tammy Stokes, she made it clear that she sees it differently.

In her work helping operators improve sales performance, Stokes emphasizes preparation, focus and consistency. Her advice to sales teams is straightforward: study your products, study your customers and study your competition.

“Great salespeople understand not just what they sell, but how their solutions help clients solve real workplace challenges. They understand what HR leaders and facility managers are trying to accomplish and how convenience services can support those goals,” Stokes said, adding that knowledge alone isn’t enough. Stokes stressed the importance of relentless execution.

Stokes pointed out that companies often launch new sales strategies with enthusiasm, only to lose focus months later. “Strong organizations maintain discipline, track progress and hold teams accountable for results,” she said. “When preparation and persistence come together, sales growth becomes far more predictable.”

Customer service is your reputation

In an episode featuring Brian Wolfe, a global customer experience leader at Harman International and JBL, he said the biggest competitive advantage many companies overlook is customer service. “Historically, customer service was treated as a back-office function — something that responded to problems after they occurred. Today, the most successful organizations see it very differently,” said Wolfe.

Wolfe believes customer service should be a strategic priority embedded throughout the organization. That begins with empowering frontline employees. When the people interacting with customers have the authority to solve problems quickly, frustrations disappear and loyalty grows.

According to Wolfe, speed also matters. In today’s environment, slow responses can quickly damage relationships. Companies must focus on resolving issues efficiently while also improving the overall customer experience.

Perhaps most importantly, Wolfe encourages organizations to shift from reactive service to proactive service, anticipating problems before they occur and listening carefully to customer feedback. Customers who prioritize customer experience often find that loyalty becomes their greatest competitive advantage.

Know why you are selling your company

When operators begin thinking about selling their business, the first question they often ask is: What is my company worth? In an episode featuring M&A advisor Mike Kelner, he said this is a question that should come later. Kelner believes the first and most important question is much more personal: Why are you selling?

He points out that selling a company is often one of the biggest decisions a business owner will ever make. For many operators, the proceeds from the sale will fund their retirement. That means the decision isn’t just financial, it’s deeply personal.

Kelner encouraged owners to think carefully about what life will look like after the sale. What will they do with their time? What are their financial needs? Are they truly ready to step away from a business that has been part of their identity for decades?

Only when those questions are answered clearly should the sales process begin. As Kelner reminds operators, “Selling a business isn’t just about completing a transaction. It’s about preparing for the next chapter of life.”

Five consultants, one common theme

While these five consultants addressed different aspects of the business, their advice shares a common theme: Success in the convenience services industry rarely comes from a single breakthrough idea.

Instead, it comes from mastering the fundamentals: understanding your goals, running efficient operations, building strong customer relationships, executing disciplined sales strategies and delivering exceptional service.

Operators who stay focused on those core principles position themselves not just for short-term growth, but for long-term success.

Sometimes, the best strategy is simply to listen to people who have seen what works and what doesn’t. Great place for that activity: The 2026 NAMA Show in Los Angeles.