Ep. 11 - Compliance, Chargebacks, and Cash Recovery with Greg Porlier

The sale is done, the product shipped, the PO closed, so why is your margin still leaking? We pull back the curtain on retail deductions and chargebacks that quietly erode profit, and we show how to turn a messy, reactive process into a strategic system that protects cash and strengthens retailer relationships. With Greg Porlier, VP of Sales at Vendormint , we unpack how to separate valid from invalid deductions, build documentation discipline that stands up to automated compliance, and create a feedback loop that prevents repeat errors.

We talk through the real numbers, how 3% to 8% of annual retail sales can sit tied up in disputes, and map a clearer path to recovery. Greg explains why relying on retailer portals limits insight, how to align invoices, ASNs, routing data, and proofs of delivery, and why finance and operations must partner on compliance to defend EBITDA. From Amazon’s data‑driven 1P playbook to evolving programs like OTIF and SQP, you’ll hear what’s changing, what’s automated, and what evidence you need on hand before a system flags you.

For emerging brands, we lay out a lightweight blueprint: log every deduction, tag validity, attach evidence, set dispute deadlines, and review trends monthly. For mature teams, we explore how AI can spot patterns, predict dispute win rates, rank risk by SKU or lane, and even flag issues before a shipment leaves the dock. The goal is simple: recover rightful revenue now and reduce future deductions through root‑cause fixes in labeling, invoicing, routing, and carrier performance.

If you’re done treating deductions as a cost of doing business and ready to reclaim margin while building trust with retailers, this conversation delivers practical steps and a clear operating rhythm. Listen, share it with your ops and finance leads, and then put one change into motion this week. If it helps, subscribe, leave a review, and tell us: where is your biggest leak, and what would it fund once you stop it?

Transcript

Framing The Margin Leak Problem

SPEAKER_00 0:08

Well, hello everyone, and welcome to the Digital Front Door. I'm Scott Benedict. I'm excited to explore uh a topic today that is really on the minds of uh I know a lot of suppliers and a lot of retailers in in the omnichannel era. And a lot of it has to do with how that partnership works together, works more effectively. And it's it's kind of a back office function. It's not about storefronts or about e-commerce per se, but about some of the hidden operational gates behind the scenes of successful retail and retail collaboration between suppliers and retailers. And I really think we're gonna focus today on closing what a lot of us view, uh particularly a former buyer like myself, as a margin leak, where the the collaboration or the partnership between retailers and their suppliers uh can be optimized and improved for the benefit of certainly of all parties. Today I'm excited to to welcome Greg Poiler. He is the VP of sales at Vendor Mint. And if you're not familiar, Vendor Mint is a platform that helps suppliers recover lost revenue from invalid supplier or retailer deductions. It really helps them to operate or optimize supply chain operations and stay compliant with modern retailer requirements. Greg brings uh more than two decades of retail and B2B SaaS experience uh to his role. He's on a mission to help suppliers turn what brands many times accept as a cost of doing business into really a more strategic lever for margin uh protection and operational efficiency. And Greg, welcome to the program. We're excited to have you here today.

SPEAKER_01 1:51

Yeah, thanks for having me, Scott. I'm sorry I wasn't able to be there in person, but uh it's uh it's great to be here nonetheless.

SPEAKER_00 1:57

It is. It is unfortunate because you know I I do a lot of these shows uh with a remote guest and sometimes with an in-person guest. And I know you're here in Ottawa Starkansas from time to time and and really enjoy it when we were able to get together. But I think those those interactions is where I I I really learned a lot about what you and the team at Vendormint uh do and why I felt like it was a great conversation for us to have on the show. So, so welcome. Thank you. Thank you.

SPEAKER_01 2:23

Yeah, excited to be here. I'm I'm uh I'm I'm also excited to be part of the team. I think uh, you know, we've got a we've got a really good team that's uh been put together by retail experts. Uh the the team has uh a lot of expertise in retail audit in uh retail deduction recovery. Um so we're pretty we're pretty excited about what we're doing. Awesome.

SPEAKER_00 2:44

Well, to that point, kind of if you would educate our our listeners to uh who maybe are unfamiliar with what Vendormint does. What exactly does the company do? And what kind of problems

What VendorMint Does And Why It Matters

SPEAKER_00 2:55

are you solving for brands when it comes to deductions and the compliance to the guidelines that retailers provide them to operate within? Yeah, yeah. Thanks for that, Scott.

SPEAKER_01 3:05

Uh as I said, the company was founded by experts for retail, uh, also from uh industries that serve suppliers and vendors, um, helping them uh audit their retail transactions, uh, helping them uh recover deductions, fines, chargebacks, all of these that usually lead to significant loss margins. So um we're blessed to be able to have the team that we do. Uh a lot of challenges associated with compliance and in supply chain often exist. And we feel that with the team that we have and the and the tech that we have, uh we're uniquely positioned to be able to try to help with those things. Um, we're really focused on identifying uh the difference between invalid and valid deductions that occur uh from a retailer to a supplier. This is a very important piece of what we do. Um, we're very good at identifying those invalid deductions and recovering those invalid deductions. Um super important to identify the root cause of those deductions as they're occurring, whether they're valid or invalid. Uh, we think we do a pretty good job with that and recommending corrective actions around trying to figure out how do we prevent these from happening, you know, in the first place. I think uh at the end of the day, it's all about helping suppliers keep more money in their pocket, and uh, which in turns helps with compliance, which in turns helps uh improve their relationship with their retail partners.

SPEAKER_00 4:22

Absolutely. That that makes a lot of sense. And I I think one of the things that a lot of suppliers have have mentioned to me, both when I was a buyer and and since I've been uh uh out into the the the uh consulting range is that deductions are more than just an annoyance. In many cases, they they erode the profitability of the supplier, in some cases at a pretty staggering rate. Can you maybe walk us through what's what's a typical deduction case? What uh what are maybe some of the the smaller deductions that translate into loss margin? And how do how do you and the team kind of help the suppliers not only resolve that, but as you mentioned, uh find the root cause and try to keep it from happening going forward?

SPEAKER_01 5:09

Yeah, that's a that's

The Real Cost Of Deductions

SPEAKER_01 5:10

a great question. I think there's there's some significant opportunity in the space. Um, and it's unfortunate because I think some suppliers simply accept you know these deductions as a cost of doing business uh when I think nothing could be more further from the truth. Uh, you know, you might get a $250 deduction and think, you know, nothing of it or not much of it. But if that happens over and over again, it it certainly compounds over time and can significantly impact margin. Um it's not because the the profits on or the products are unprofitable either. I mean, this is post-sale revenue leakage that we're talking about, which which in many cases can be remedied and pr prevented. Um yearly we'll see anywhere in our across our client base between like 3% and 8% of a supplier's annual sales to retail, we'll see that tied up in the deduction, dispute, claim recovery process at any given moment in time. You know, we're not suggesting that we're going to get all that back or you're able to get all that back, but that's significant working capital that's sort of sitting on the sidelines as this process unfolds, uh, in positioning yourself in a way to be able to successfully uh either prevent it in the first place, as the ideal situation, or recover what's rightfully due back to you. Um that's super important. Um, we're working to help suppliers ensure that the focus is on these invalid retail deductions, right? Uh documentation discipline is is a must. A lot of suppliers struggle uh with making sure they have the appropriate documentation and that it's accessible and available. Um, but these back office functions that we're talking about, they directly impact EBITDA because this is product you've already sold. This is uh cash you've already earned. And once you recover it, it drops straight, right back to the bottom line. So we think there's some serious opportunity there.

SPEAKER_00 7:00

Yeah, I I want to build on one of the things you mentioned that a lot of suppliers will look at deductions and kind of view them as a cost of doing business. And it feels like in addition to the to the tactical effort that you do with with your clients, you've also got a change of mindset, if you will, that shifts their thinking from it's it's a it's a legitimate cost of doing business. And there might be legitimate deductions, certainly, but to treat them as not only uh a recovery, a revenue recovery opportunity, but really getting back uh rightful revenue that they can then invest in growing the business, whether it's through retail media investments or improvements to packaging or other things uh that they could do to drive their business to a higher level. So do you find that you have to almost change a mindset as well as the tactical recovering the funds on any given uh occasion for a client?

SPEAKER_01 7:57

Oh, for sure. For sure. I think I think the the complexity associated with making sure that you're doing this uh effectively, uh, there's a lot of complexity to it. The sheer volume of these disputes as they come in, if you're doing significant business with your retail partners, uh that's a lot of volume, right? This this makes the whole whole overall piece significantly daunting, right? The thought of

Mindset Shift From Cost To Control

SPEAKER_01 8:20

having to deal with all of this. And you know, you might have internal staff who who's trying to do just that, but these internal teams are pretty much understaffed. It's not their nine to five day job. They they try to address it when they can get to it, in addition to their other tasks uh that they work on on a on a typical day. Um data is often fragmented, documentation is not always available. So like the idea of doing this, doing it well, doing it as thoroughly as possible, it's it's quite daunting. And I think um if you are getting a lot of deductions, you really have to look at it, try to break it down. Are they valid or are they invalid? Right? If the deductions are valid, well, what's causing them? Right. What can I do uh a little further upstream, perhaps, to prevent them from happening in the first place? This is a very important piece. Um, if they're invalid deductions, how effective and how consistent is your process for dealing with these invalid retail deductions to try to minimize the time that that cash flow is is tied up on the side. So I think uh I think there's lots of opportunities for suppliers to sort of alter the mindset, as you've put it, uh, to be able to figure out, just like with every other part of their business, how to how do you optimize this part to do it, do it as effectively as possible?

SPEAKER_00 9:31

Yeah, and and it seems like, you know, as you and I have have talked and as I've spent some time really reading through all the great services that that Venor Mint provides. I know that you offer uh some things like supply chain optimization and compliance uh improvement and some of those things that are really aimed at reducing or eliminating root cause and try and help a supplier improve their business. Can you maybe just at a high level describe how those services complement the deduction recovery and how they kind of speak to this concept we talked about of getting that root cause and making the suppliers' partnership with a retailer more efficient, more effective, more in line with guidelines, and how it's really important in this day and age, if you're dealing with an omnichannel retailer, to have all these things not only identified and reduced for the short-term benefit, but also to make you a more efficient, more effective supplier kind of going forward into the future.

SPEAKER_01 10:36

Yeah, that's that's a really good question, Scott. I I think um you kind of have to look at it holistically, right? And in the the the uh mechanism of identifying invalid deductions and disputing them and getting the appropriate documentation and submitting the appropriate evidence, uh trying to recover those funds, you know, that that deals with and fixes issues that occurred in the past. Uh but I think on a goal forward, um, if you're really focused on supply chain optimization, you're in essence uh putting processes in place and uh kind of preventing uh these things from happening in the future. You're protecting the future and investing in the future, right? So whenever we recover money uh for our customers, we try to look at, you know, why did this happen in the first place? What's the root cause? Was it invoice related? Was it shipment related? Was it compliance related? Uh did it have to do with ASN or or uh routing data? There's any number of reasons as to why these

Root Causes And Prevention Loop

SPEAKER_01 11:30

things can happen. But um, focusing on it, understanding it, correcting it can help you uh be in a position to prevent future deductions. It'll help you improve your compliance, it'll help you strengthen your retail relationship. So we think that this sort of approach creates a continuous feedback improvement loop, if you will, uh, as opposed to just letting letting post-sale revenue leakage continue over and over and over, except it is a cause of doing business, by definition, it is insanity.

SPEAKER_00 11:59

Yeah. And it feels like, you know, that we're in an environment today where compliance requirements are tighter, that that uh the retailers' expectation on their supplier partners has only gotten higher. I've shared with you my own war stories as a buyer of feeling like I was positioned as a referee between my supplier and my employer uh as a retailer. And and that was that was years ago, and now the challenges are, if anything, greater. Uh, there's uh in some cases, it feels like there's a lot of automation that I think uh leaders just are are inclined to let the automation do its thing, take the deductions it should, and and no human come in behind that and kind of question why is that happening and is it value added or not? And either can we claw back something that's legitimately uh shouldn't be deducted, or to the point that you were making, gain a learning and refine the business. And so it it just feels like that there's there's a uh tendency to leave things to automation, leave it to technology, and then and human uh oversight isn't required. I suspect that you probably have a different view that that leaders should really uh monitor the business, monitor where deductions are happening, and to ask those kind of root question, root cause questions to say, why is this happening and how can we make it make it uh minimized or go away altogether, right? Yeah, yeah, for sure.

SPEAKER_01 13:31

I think yeah, we we offer Vendorbin offers our services for over 50 retailers. So one thing that we know for a fact is that retailers are moving super fast towards fully automated compliance enforcement. And some of them are moving much faster than others. Uh, some of them uh all different speeds, there's different compliances, there's different requirements, there's all kinds of stuff. But the, you know, uh programs like OTIF, SQP, ORAD,

Automation, Compliance, And Proof Burden

SPEAKER_01 14:00

um they are more and more being driven by system logic. There's very little human uh approvals, there's very little, you know, human-driven manual exceptions occurring these days, whereas that you know was a lot more commonplace, I think, back in the day. Um the burden of proof when something does come up lies squarely on the shoulders of the supplier. So we work to help them align their data, their documentation, their workflows so that they're in a position to not be scrambling when they have to prove uh prove their compliance when it's needed. But I think compliance is no longer about arguing the point after the fact. It's really about putting yourself in a position operationally so they go forward. It doesn't, you know, you don't have these issues. Go go forward. Yeah.

SPEAKER_00 14:46

And one of the things, uh, as you and I have gotten to know each other, I know some of your background is in uh uh B2B and SaaS platforms, a lot of it working with Amazon's 1P suppliers. And now you're you're focused to uh you and the team at Venomant a little bit broader. Uh certainly you still work with suppliers to Amazon and Walmart, but there you go be beyond that. And I'm I'm just curious, from your personal view, how has that experience and that kind of evolution of your own career shaped your perspective on the vision that you and the team at Vendermint uh use uh in your business every day and and how you've you've tried to kind of build a company that supports the things that you've seen and the lived experiences that you've had as a as a professional in this area and and the need to provide this kind of a service to the to the retail community?

SPEAKER_01 15:44

Yeah, that's that's a really good question, uh Scott. I think the um the time that uh I was able to spend really focused on the Amazon 1P vendor space uh allowed me to first of all meet a ton of great people, the thought leadership in that space, the the brilliant minds, uh like some really, really sharp people in that industry. Um and I got to work with a lot of great companies, a lot of great vendors to Amazon, some really, really big ones, uh medium-sized guys and some small ones as well. Um, but uh I think one thing was consistent in my time in doing that is these these vendors to Amazon, in many cases, were also suppliers to Walmart and Target. And they would often ask, can you guys help us with Walmart? Can you help us with Target? Can you help us with Krober? Um So we definitely saw an opportunity to add a little bit more value, I think, in in that uh area. But uh Amazon, on the one P side of the business, particularly, has done an amazing job uh helping their vendors understand what a fully data-driven relationship should look like. And uh they moved, they got there pretty fast, I think. Um this system is totally uh it's measured, a lot of it's automated, it's definitely enforced by systems and uh system logic. Um that being said, I think traditional retailers, uh, and again, some of them are are probably darn close, if not there. Um, but they're trying to move in that direction, but it's all happening at different speeds, right? So our organization

Lessons From Amazon And Beyond

SPEAKER_01 17:15

was built to help sort of navigate that for suppliers uh because that shift from the old uh manual approach of reviewing everything from these the requirements being you know over here, as that shift occurs, uh navigating that process can be a little complex. So I think we add value in that area. And again, we're doing it for over 50 different retailers. So uh we think we're uniquely positioned to do so.

SPEAKER_00 17:38

And that's one of the things I think uh in our conversations I've found is neat is that there's a lot of specialists who are working on uh this area uh for suppliers for a specific retailer. And the thing that always occurred to me is that if you have expertise in helping suppliers, that expertise is probably best gleaned if you're looking across retailers and you're you're seeing a little bit more of a global view of what's happening. And yes, there are unique aspects of specific retailers, but I think if you're gonna be a great partner to a supplier, you've got a uh a little bit more of a broader view if you help them with multiple retailers and you're a good partner in that context instead of just one retailer, even if it is a particularly large one based here locally. And I uh my sense is that's that's kind of the way you you you and the team have tried to position the company as as a as a broader, more strategic partner than for any one retailer. Is that the right way to do that?

SPEAKER_01 18:41

For sure. For sure. And and like I said, it's it's um you've got a lot of folks that uh are working with a lot of different retailers, and like I said, it varies from retailer to retailer, whether it's compliance or documentation requirements or process, um, to have uh a sort of a consistent partner to help you navigate that is what we're what we're trying to do in essence. Um and I think that uh if if we can we continue to meet suppliers on a on a fairly regular basis who have asked us for help to to expand that offering, right? Hey, can you help us with with Sephora? Can you help us with Alta? You know, guys like that, for example. Um and and to be able to uh sort of onboard that uh as a uh as an offering here in the in the ecosystem is is something I think that helps us uh also add more value.

SPEAKER_00 19:29

Yeah, I'm curious, uh because we have a lot of brand owners, a lot of brokers, a lot of suppliers, I know in our audience. I'm curious if through the work that you and the team do, if there are some recurring themes uh or blind spots that you see a lot of your clients have about their business in in the broader context, and are there any kind of best practices or key watchouts maybe that you advise

Cross‑Retailer View As Advantage

SPEAKER_00 20:00

some of your clients or potential clients to say, this is a recording theme. We see this a lot. Please be on the lookout for this thing. Uh is there anything like that?

SPEAKER_01 20:09

There are. Uh in when I say there are quite a few of them, I'm not suggesting that uh the lion share of suppliers uh have opportunities in all these areas. But you know, you you you talk to enough people and you work with enough people over time, you're gonna see uh things that happen uh more than just occasionally. I I think some of those things would be like we talked about earlier. You cannot assume that deductions are simply a cost of doing business. Um you have to be in a position to do something about them, to effectively treat them, if you will, uh, and to be able to recover those invalid deductions um in a consistent, uh process-driven manner. Um I think the lack of documentation discipline is a big one. We we work with a lot of suppliers who struggle with when it comes time to fight a deduction that is invalid to secure the appropriate documentation, to secure the appropriate evidence uh with that dispute to be able to ensure that you're getting that money back as quickly as possible. Um I think that's a second one. I think uh focusing on dollars recovered as opposed to root cause analysis for deductions, that's probably uh an opportunity as well. Um not taking ownership of the data. Don't rely on the retailer portal uh for your data needs, for data insights, right, for data analysis. Um I think that hampers your abilities in those areas for sure. Um treating compliance as a logistics issue, which we see often, which makes sense in theory, but you know, compliance directly impacts profit. So I think finance needs to have some uh some insight into it, whether it's

Common Blind Spots And Best Practices

SPEAKER_01 21:50

you know, uh for for modeling or whether it's for projecting or whatever the case may be. But it it is kind of a finance issue. Um and then way probably last way. Too long to uh file disputes and to chase those. Because not only does it make it harder to get them back, but that money is just sitting there tied up on the sideline every day that goes by that you don't file a dispute for something that should be uh disputed.

SPEAKER_00 22:14

Yeah, I think that's the key is that there's a lot of returning themes that I suspect that you and the team have got to see. And those, I I think in my own experience as a retailer uh uh echoes what what you shared. One of the things that has come up in my work recently is some work with smaller, maybe more startup suppliers. So if you take that as a subsegment of the group of people that you do with, are there maybe any uh uh uh suggestions you have for smaller suppliers who are maybe just getting going with large retailers? Uh you mentioned the the data and the documentation and keeping things like that. That feels like a logical suggestion to a small, maybe startup supplier. Anything else beyond that that you would recommend if you were talking to a small supplier who maybe didn't have the operational expertise that uh that a large supplier might have. Yeah.

SPEAKER_01 23:11

Uh don't accept deductions as a cost of doing business. And even from the early days, once these deductions start to happen, there should be some level, even if it's not sophisticated, um, there should be some level of process in place that can be followed consistently for when these deductions occur to A, determine, to try to best determine is this potentially an invalid deduction. If it is, what is the process for pursuing this type of deduction? Uh, I think there are opportunities there because as the business scales uh and as volume increases, operational uh liability increases as well. And I think there's more opportunities for these to increase, which they most likely will. Um but if you're in a position with some sort of blueprint or template uh from day one, as the business scales,

Playbook For Small Suppliers

SPEAKER_01 24:00

you can make that more sophisticated and expand it. But again, losing margin needlessly, uh I think that um is is is probably not the right approach. It's definitely not the right approach. Yeah.

SPEAKER_00 24:12

No, I think that makes sense. And and part of why that's top of mind in a conversation like this is that I always fear that a smaller supplier, if they don't get that operational discipline to your point, while they're smaller, that problem scales as they grow. And if they have it solved, dude, it it it's it's potentially uh not only a path to to not being profitable, but it could be a path to chapter 11 if you don't get it fixed early on, right? You don't want it to turn into a five-alarm fire for sure. Exactly. I think the last question I'll want to pose to you is is let's look forward uh a little bit into the next you know three to five years. I know that AI and data analytics and automation is really changing to the point that you've made uh the the relationship between a retailer and their suppliers around things like compliance and deductions and and some of those things. What are the things maybe uh that that you and the team counsel your clients on to be thinking about going scaled and seeing how this business is evolving that that maybe you would want to highlight as hey, be be prepared for this or be thinking about these things as you look forward to the to the future of your business with your retail

AI’s Role: From Recovery To Prevention

SPEAKER_00 25:30

partners.

SPEAKER_01 25:30

Yeah, that's yeah, that's a very good question. I think you know, AI is uh out of the rage, of course. I was at the National Retail Federation big show last week in New York, and everything was AI. Uh, you know, two I remember when everything was blockchain, and I remember when everything was, you know, predictive analytics, but uh I think this one is here to stay for sure, uh, making us way more proactive and reactive. There's no question about that. Um I don't think it's gonna replace human judgment anytime soon. If it if it did, we'd be we'd all be driving around in autonomous cars without issue. But uh I saw something online about Ben Afflack was uh talking about AI. If you haven't seen it, check it out. I don't think he's that worried about it replacing uh really creative uh material. Um and I remember being blown away by how much he seemed to know about AI. So if you get a chance, uh look that up. But um we are at Vendormint, we're already using AI for a number of things because it's it's already pretty good at things like pattern recognition, uh prioritization, um, search functionalities, uh likelihood of a deduction occurring, likelihood of a of a dispute being uh B1. Um it can recommend corrective actions, which is great. Uh I think as time goes on, it will allow us to even more proactively identify issues before they occur and fix those issues before they occur. Um identifying if a deduction is going to occur before a shipment goes out the door, I think is something that it could potentially uh be used for. Um we've already seen it replace a ton of manual uh tasks, so that'll continue, which should allow us as humans to focus more at the strategic level than the tactical level, which is really what it should be all about, right? Um but I think if if I were to tell suppliers uh anything about this, uh probably a couple of things. Investing in data discipline now, investing in documentation discipline like we talked about, it's really tough to uh it's really tough to leverage AI if you don't have that house, those houses in order, so to speak. Um but last but not least, I I know I'm not saying anything that nobody knows here already, but those that invest in it and do it well, there will be significant separation between them and those that do not. So it's it's just that simple.

SPEAKER_00 27:45

Yeah. And I think based on what I've read of the conversation uh at at NRF or at the big show, it's it's that that's one of the key takeaways is that it will create separation between the good and efficient operators, not only on the retail side, but to your point, on the supplier side as well. And just because someone's been successful up until now doesn't mean they're guaranteed

Key Takeaways And Supplier Action Steps

SPEAKER_00 28:10

of that in the future if if some of their back office functions erode their profitability and that that absorbs all of the organization's time and attention instead of coming up with great new items and selling them and driving sales out the front door of retail, right?

SPEAKER_01 28:26

Yeah, yeah, for sure. I I I couldn't agree with that more. I mean, the uh the the margin that gets lost in in this process uh in in leveraging AI to put yourself in a position not only to deal with it, like we talked about earlier, the the historical aspect of it, but the proactive preventative aspect of it is I think going to benefit tremendously from uh from leveraging AI and in data and tools. Awesome.

SPEAKER_00 28:51

Yeah, Greg, this has been a really eye-opening look under the hood, if you will, of retail operations. And I think a couple things that have occurred to me is there's a lot of hidden retail reduction noise that that just happens. And and to our point in a conversation earlier, is treated as cost of doing business instead of uh a profit erosion and an opportunity to improve uh the business, treating it proactively and really as a strategic discipline with great partners like like Vendor Myth really helps a supplier to capture revenue, not only that enhances their profitability, but allows them to invest in things that are a little bit more proactive, that drive sales forward instead of erode a profitability. And I think recognizing that risk and and putting in place uh operational improvements in your business is uh it makes sense for a lot of suppliers. I think uh not only from from your and the team's experience, but certainly from my view uh as a former buyer and as a former retailer, that these this is just it's not uh it's not a bad back office function that should be solved in the in spare time. It's really a part of being a good holistic supplier and a prop running

Closing And Free Audit Invitation

SPEAKER_00 30:10

a profitable business in the modern age, right?

SPEAKER_01 30:12

Yeah, yeah, for sure. I think, you know, at the end of the day, I'm I'm watching the show on uh I think it's Netflix. Uh it's called Nobody Wants This. And that title is so applicable to so many things. And I'm quite certain retailers don't want deductions. They don't want the hassle of having to do them in the first place, let alone deal with them once disputes come in. The suppliers don't want them. It's a, it's a, it's a unfortunate, necessary evil. And I think everybody would be better off if everybody was in a position where they just, you know, were seriously minimized or potentially not happening at all. But, you know, we're not there yet. Hopefully, hopefully we'll get there. Awesome.

SPEAKER_00 30:48

Well, I'll I'll close uh on this uh for our listeners. Uh, if you want to explore whether your business uh with your retail partners is leaving money on the table, or if you want to see how deduction recovery and compliance optimization might improve your pro profitability, improve your margins, improve your relationship with your retail partners, I'd invite you to check out Vetermin's website at vetermint.com and we'll put that up on a slide here and consider taking them up on their offer to run a free audit and really let them kind of take a look at what's going on in your business and your partnership with your retailers and see if there's something they can do to help you have an even more profitable and more compliant business. And so, Greg, thanks again uh to you and the team at Vendormint for what you do, and thanks for joining us today.

SPEAKER_01 31:37

Yeah, thank you, Scott. This was great.

SPEAKER_00 31:39

I really appreciate it. I appreciate the time. You bet. My pleasure. So for the digital front door, I'm Scott Benedict. Thanks for watching.