Brian Rigney is now on board as CEO of software company CAI Software LLC in Smithfield, following a planned transition with the retirement of founder Jim McCooey. Rigney was formerly CEO of Zmags, which provides SaaS-based, or software as a service, publishing platforms for digital content.
PBN: You had a quote in a press release mentioning growth plans for CAI via organic means and strategic acquisition. Can you elaborate?
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RIGNEY: One attribute that makes CAI special is that we have a strong product offering in several very unique industry verticals – for example, lumber/millwork, seafood, meat and specialty food processing and distribution – and a regionally focused, managed [information technology] services practice.
Each has a substantially large number of prospective customers. Therefore, we believe we can continue selling and winning new customers based on the strengths of our products and how they meet customers’ needs.
We will continue to look at acquisitions that may be of value or that strategically complement our current business model. … This may be by adding a new product line, or opening up a new geographic market.
PBN: What is strong go-to-market execution, and how is it done well?
RIGNEY: Strong go-to-market execution is building marketing and sales plans unique to a product, its customers and the strengths of a company. On a monthly basis, these specify actions, expected metrics of success and expected results. That’s the plan. Good execution comes about because the plan is never right.
Adapting to reality and rapidly testing to find what works – and then continuing to test – can ultimately reveal the secret to more efficiently winning new customers. The same process applies to product and technology development. Foundational to this is financial discipline. So, have a plan, know that it will go off track and be ready to adapt, test, learn and repeat.
PBN: How do CAI products best serve the needs of the lumber and building market, and why?
RIGNEY: Our software is flexible enough to accommodate processes that are often unique to that lumber/millwork customer. This does not necessarily mean we create a customized solution, just one that is highly configured. Because we have a large number of lumber/millwork customers, we’ve developed unique expertise in understanding their needs, and how our product and services can address their needs.
PBN: How do you think your previous role will help you at CAI?
RIGNEY: I’ve been very fortunate to find success and happiness working at growth-oriented companies in roles that mix sales/business development with product development. I’ve had the chance to learn some techniques and processes that work. This learning came about because lots of mistakes were made along the way.
PBN: How does this translate into real life and your new role at CAI?
RIGNEY: Be curious, ask questions, be persistent, never give up, be willing to take smart risks, be disciplined and choose to work with good, trustworthy people.
Susan Shalhoub is a PBN contributing writer.
