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Welcome to Portfolio Perspective: Managing Risk & Seizing Opportunity, a podcast focused on the asset-based lending industry. Join Andrew Pace, Chief Client Experience Officer at Asset Compliant Solutions, as he interviews experts, shares insights, and explores strategies for managing risk, optimizing portfolio performance, and seizing opportunities in an ever-evolving financial landscape. From regulatory changes to technological advances, each episode provides actionable takeaways and deep dives into industry trends. Whether you’re a lender, servicer, or recovery expert, this podcast offers valuable perspectives to enhance your approach and improve outcomes.
That's really the lifeblood of the of the American economy is really access to capital by small business. And that's not just the, you know, most credit worthy at the very lowest lowest rate. That's that's folks at all levels need access.
Andrew:Welcome back to ACS Portfolio Perspective. I'm your host, Andrew Pace, Chief Client Experience Officer at Asset Compliance Solutions. Joined today by Rob Charabelli, president of Channel Partners Capital. Rob joined Channel Partners Capital in December 2023 and was named president in January 2024, bringing over thirty four years of financial service leadership experience to the role. He spent twenty years with the Lagolandin, spearheading operational excellence initiatives across multiple leadership roles.
Andrew:At Channel Partners, Rob drives end to end strategies spanning revenue growth, operational efficiency, product innovation, and market leadership. Since his arrival, he's successfully navigated the company through its acquisition by Onset Financial in April 2025, achieving record employee satisfaction scores post acquisition while expanding both equipment finance and working capital solutions. Rob holds a BS in finance from Indiana University of Pennsylvania and an MBA from Villanova University. He resides in Westchester, Pennsylvania. Rob, welcome to the show.
Rob:Thanks, Andrew. Glad to be here.
Andrew:Well, let's start with one of the most transformative chapters in your company's story, the acquisition and what came next. Change at that scale is never easy, Rob, but often reveals a lot about leadership and culture. The Onset Financial acquisition was a significant milestone. Can you walk us through how that process unfolded and what your priorities were during integration?
Rob:Yeah, sure. So, was and in the intro, you made it sound like it was my doing. Was it takes a team, and in this case, it takes several teams because, you know, we went from private equity ownership to ownership from Onset. So it's kind of like the private equity owner channel and Onset all sort of working together with our, you know, attorneys and investment bankers, etcetera, advisors to sort of land the plane and get the transaction done. We were approached by Onset, I guess it was at the funding conference, say March 2024, and we closed the transaction a year later, which was about a week before the funding conference in 2025.
Rob:So it took us more or less a year from the first introduction to all the talking and understanding the businesses and how we could come together and to finally get it closed. And so, you know, from our perspective, it was only about four months after I'd started with the company, so it quickly became an important part of what I was supposed to be doing for Channel, And so it was really interesting because the beginning was very much about how do the two companies come together, what are the cultures, does it feel right from a people perspective, what's the focus and aims of each of the two businesses, you know, how do we go to market, who are the customers we're going after, and how do we approach the business? And it quickly became apparent that sort of, you know, we were small ticket, they're large ticket, so it was a really nice integration. There was very, very little overlap between our two businesses. So, and culturally, it felt like a really nice fit.
Rob:You know, we like to see ourselves as a really people centered and partner, customer centered company. They're very much the same. So that felt like, hey, a tie up between us two are going to feel really good. So, you know, then you quickly go to offers and letters of intent and then into due diligence. So, you know, due diligence, you're trying to provide as much information as possible and really letting them get to know our business.
Rob:So it was nice to see the two companies work together and become one. One of the things that Justin Nielsen asked to focus on was, I want the two teams getting together every two weeks so that we could become a team through the process. So we didn't become one after the acquisition, but we were a team kind of working together up until the acquisition, and that really allowed us to propel forward post acquisition.
Andrew:Yeah. That's great. And, you know, obviously maintaining company culture during a transition like that can be challenging, and you talked about, you know, one step that you guys implemented, you know, getting together, you know, every two weeks. What else did you guys do to help keep employees engaged and aligned, especially as the organization started to evolve?
Rob:Yeah. As you sort of expose our company to theirs so they could better understand it, the teams start to meet with each other, you know, IT to IT, HR to HR, you know, portfolio management, sales, etc. So all that, you know, they start to understand each other and how they approach the business, and so, you know, and through that process, they really start to understand overall kind of how things are, you know, how the business is performing, but also kind of how we approach the business. So, that was super positive. I think the other thing that you mentioned in the intro about the the increase in our survey results, we survey our our employees twice a year, and we had one in February just before the acquisition and then one in August, you know, several months afterwards.
Rob:And the fact that it went up and we have very we feel a very high scores anyway. The fact that it went up showed that, you know, that both sides, both onset and and channel had done a really nice job communicating through the transition, making people feel comfortable with it. You're always a little unsettled from these kinds of things, and so everybody being so comfortable that the responses go up was a really nice surprise, and it showed that all of the work on the communication and, know, Justin and his management team spending time with our group so they can really get to know them was time well spent. So that was a really nice for us. And again, post acquisition, it's been a great tie up for us.
Rob:So we're really excited to continue to work together, and we're just getting started.
Andrew:Yeah. So, you know, back to the survey results, talked about communication. What else do you think contributed most to that positive momentum that you gained coming out of the acquisition?
Rob:Well, kind of through the acquisition, there was a lot of we had several calls that were just opportunities for where in some of them we were communicating, so here's what's happening and here's about onset and here's about us. And then some of them were just open sessions where employees could just come and ask questions. Some of your listeners will know about Brad Peterson. Brad would kind of reach out to people on the call and say, I know you've got some questions. Come on, bring them forward and sort of pull questions from the team so that they could ask things that they might be thinking but not necessarily vocalizing, and a lot of that dialogue would just happen on these sessions, And then I think just Justin making himself available, going out to all of our offices, spending time with employees in formal and informal settings so that people could just kind of rock up to him and ask a question, you know, those are pretty important and shows a lot of effort for him to kind of make those rounds and make the efforts.
Rob:And so I think it's just allowed everybody to be pretty comfortable. And now they see that really a lot of the post acquisition hasn't resulted in a lot of change other than, you know, us really considering, you know, onset making investments in channel and channel really kind of going on offense and looking for kind of pro growth going forward. So that's been fun as the company really looks to to move on through the year and into next year.
Andrew:Sure. Obviously, you've had a diverse career path before stepping into this role. How did those varied experiences prepare you to lead you through such a significant change?
Rob:Yeah, so I think a lot of, through my career at GE and DLL, kind of two or three years, was always something different and often in a different part of the business, so sales, sales management, general management, asset management, operations. Worked abroad for a few years in The UK and Ireland and then back in America. So it just always gave you different views of the business, interacted with different parts of the business. And, you know, because a finance person, a collector, a sales people, they all think differently and they act differently. And so it allows you to communicate effectively with those teams because they all have kind of different ways of how they look at and approach the business.
Rob:So over all those years, and you mentioned them, it was quite a few of them, it's been nice to be able to just see different parts of the business and then really understand them. That's really helped me in my current role. I mean, know, channel is sort of a fast growing company and, you know, growth can definitely put strains on parts of the business. You know, things that work now may not work in six months or eight months as certain parts of the businesses grow, and so we're really focused on monitoring and managing all aspects and really trying to understand what are the parts of the business that work now but might constrict some of our growth going forward, and how do we start to put plans in place to address those.
Andrew:So those leadership lessons really set the stage for what came next, an incredible period of growth, so let's move from transformation to scale and talk about how you built the systems and the infrastructure to support such rapid expansion. So scaling from 30,000,000 to more than a billion in volume requires a complete shift in mindset. How did you recognize when your existing systems and processes needed to be rethought from the ground up?
Rob:Yeah. So sometimes it's just small, subtle changes. So, you know, in some cases, you're adding people, you know, and just scaling up the department as the department sees more activity and workload. Sometimes it's understanding that the systems, you know, may have been fine a year ago or two years ago, but require kind of a rethink as a result of the increase in volume. Sometimes it's the people, so you need more experienced folks sometimes to try to manage larger teams and things like that.
Rob:We've definitely made a lot of investments in just, you know, early stage and middle stage management. We did sort of a homegrown program that we've run a lot of our employees through, and we supplemented it. It facilitated by an outside firm, and it takes place over kind of a three or four month period, and Brad's been very involved in that. That's really helped to kind of take our managers, you know, the capability to manage larger teams, or in some cases, they may have managed a team and now they're going to manage managers who are managing, sitting over a couple, so that's really been helpful to just allow the company and the business to continue to scale. So, and some of it's just an awareness of, you know, what are the areas that maybe aren't, you know, on fire now but maybe are smoking based on the increase and understanding we need to get ahead of this and we need to start to take some action in certain areas.
Rob:And again, we listen to the employees. They're often the ones working in the various areas and understand that things need to be addressed. And again, through Channel and our private equity owner before, but now especially through Onset, they're really happy to make those investments to try to make sure that the company can grow in a sustained and stable way.
Andrew:I think that's great. Investing in your team's professional development, I think, great, right? Because investing in it just helps them become better leaders and managers for the organization.
Rob:Yeah. Well, you want to see I mean, it's nice to see when the company grows, it's for everyone's benefit. The opportunities become bigger. If you look back just a couple of years ago, we probably had half the number of people. And so when the company gets bigger, you know, the scale and scope of what the existing managers do, it creates more opportunities for, you know, team leaders and managers and directors and things.
Rob:So everything starts to get larger and the opportunity base for everybody that's decided that they wanted to come and stay and grow their career with Channel, you know, we can reward that with more opportunities. It's really nice when you see like a real rockstar progress in their career or move around to different departments and continue to contribute to us. That's critical to taking us from here to there.
Andrew:What were some of the most important infrastructure changes you made to support that kind of growth, whether technology, workflow, or even the structure of the teams?
Rob:Yeah. So, some of it had to do with structure, so definitely we did some reorganization and changed we approach certain things. I think there's definitely been some IT changes and simplification really of the IT stack that we use. We have a very active and very capable IT team, and we have a, that's very responsive and really helps us to take small requests that just bother people on the floor for small things, but can provide some efficiency. We do have an operational excellence team, so there are a couple of folks internally that work with the individual departments.
Rob:They can go in and map the activities, kind of look for some of the inefficiencies, and really help the groups in some cases tee up new IT enhancements or process enhancements to try to capture some of those savings. So, that team kind of moves around sometimes in the business unit, sometimes in the platform to really try to make positive adjustments. So that's been really helpful. Again, it's usually a little bit of everything. It's a little bit of people.
Rob:It's a little bit of process and it's technology. You don't want to just rely and say, oh, it's the only way we can get, you know, savings or support or efficiency is through the system. It's sometimes systems, but there's other things you could do to try to to try to, you make positive change.
Andrew:Managing a $50,000,000 portfolio is one thing, but managing a $500,000,000 or billion dollar portfolio is a different world. What are the biggest operational differences at that scale?
Rob:Yeah. I think some of the principles are the same, really. Think the larger the portfolio, the more you have repeated processes, and so the more you can have a positive cost benefit to trying to install some technological changes. It's interesting, we just named somebody that's going to be our head of AI, and so, I think like most companies, we feel like, oh man, are we behind on AI because everybody's talking about it? There must be like secrets out there that we're not aware of.
Rob:But there's so many vendors now that are helping customers in our space deliver AI. So sometimes it's not even us doing it within our own, it's kind of what partner do we need to work with in a certain particular function, front office or back office, and how do we grab the AI that they've been able to install in their product and leverage it for our benefit. So some of that has really been helpful. But, you know, scale is always helpful. You know, sometimes it's painful getting there, but it's always helpful because, again, the activity becomes, you know, there's more and more of the activity.
Rob:The more you can kind of batch process some of those things apply technology to it, the cost benefits just become greater. And obviously, you hope as your as your book grows and as your business grows that you're growing your cost line, maybe not quite at the same rate. So you've got to make investments for sure. But hopefully you're doing those at a rate that allows you to scale and to increase your profitability as the business grows.
Andrew:Thank you. As you reflect on this phase of growth, what would you say are some leadership habits or decisions do you think were made that made the biggest impact?
Rob:I think prioritization kind of comes to mind because it's almost like your house. You look at your house and you're like, Man, I need to paint, the roof needs attention, some landscaping to get but you can only sort of do one at a time, so you've got to kind of put your punch list and your wish list together and prioritize it. You can't change everything all at once, so you have to really understand what's on fire, what's smoking, and what's humming along just fine, and really start to pay attention to some of the things. At the end of the day, you know, most companies and ours is the same, you're kind of staffed to run the business, so every little extra project or change you put in there puts a little bit of strain on everybody because they're now splitting their time from processing the business but also making changes and you know, switching out the tires as we're hurdling down the highway kind of a thing. So you have to have that balance that you're not you know, over correcting and over, you you don't have too many projects running and you're stressing out the group that's trying to also manage it because you don't want that to kind of bleed out to your partners and customers so they're feeling that you've got your eye off the ball.
Rob:So you gotta have kind of that balance and the prioritization for, you know, what needs the most attention right now and understand that, you know, some of these things are just gonna take a little bit of time and sequence them accordingly. So
Andrew:Well, you said roof, paint, landscaping, kind of sounds like things I need to get done around my house this time. I won't be doing much of that outside now that snow is not.
Rob:Not in Buffalo.
Andrew:Yeah, exactly. You obviously the foundation of scale has positioned your company to branch into new areas. One of the most interesting has been your expansion into working capital solutions. Let's dive into how that complements your equipment finance platform. So working capital is often misunderstood in the small business space.
Andrew:How do you simplify or demystify access to those funds for your customers?
Rob:Yeah. So working capital for us is the benchmark of the company, so the bedrock of the company. You know, we started as a working capital provider, so we've been doing it for all sixteen years. And, you know, some would say that, you know, some of the principals of the company are really as knowledgeable about the product and have been as innovative in the space as anybody across the industry, and the businesses continue to grow as we become kind of more innovative. I don't know why it sometimes gets attention as kind of a gotcha project or product because candidly, it's much simpler and straightforward than equipment finance can be with residual values and things like that.
Rob:It's very straightforward. You know, what's the lend? You're funding the end user and what's the term and what's the payment terms? It's all fairly simplified. You know, for us, because of the people that we do, you know, we're in the third party space, so the partners that we work with are banks and fairly large equipment finance providers and brokers as well.
Rob:You know, for us, we really wanted this to be a sustainable product. You know, we want to treat these are our customers and their customers, so we want to treat them in a way that the product is transparent, people kind of know what they can expect, and then it gets delivered upon that. Again, because of the amount of time that we've been in the market, the sustainability of some of the relationships we have, we feel like we've delivered that. We also have things like Trustpilot, where end users can, you know, can complain, you know, lodge complaints or post things that, you know, that they're not comfortable with, and we try to address those as quickly as we can and try to make sure that to the extent that somebody misunderstood things that we can correct that in reasonable way. So, in general, again, know, we're really happy with the product.
Rob:We've been with it since company started, and it's, you know, a lot of our business relies on repeat customers, so we want them to come back for the second and third, you know, as they have projects to grow their business, we want them to come back to us, and really, we see a lot of that retention, and that's good for our partners, that's good for us, because it shows that their customers had a good experience the first time and have come back second, third, fourth time for additional working capital to grow their business, so.
Andrew:Thank you. Thank you. As far as unsecured lending, it kind of carries a different kind of risk. How do you balance the opportunity it offers with the risk it could potentially present?
Rob:Yeah, I think, you know, for us, we've been in it a long time, so I think we, you know, the best way to manage risk is to understand risk, and to, you know, we have a lot of, we've elected not to use outside parties to manage a lot of our risk modeling and that kind of thing. We've invested in the team here and we've managed that internally, and because we've been in the working capital space for sixteen years, we have a lot of really rich data to understand, you know, market segments, you know, all of the various characteristics of the customer base, you know, revenue, the bank information that we get, you know, if they're an existing customer, what their payment profile was like when they were on us for the first or second transaction. And so, we really kind of leverage a lot of those, plus the external, you know, credit reference agencies that we get data from to really understand the risk profile of the customer and make sure that we price it appropriately. So, it's, you know, your recovery rates are going be less generally in working capital because it's not like equipment finance where you've got a nice chunky asset behind that you can try to mitigate your losses from.
Rob:But again, we've got a pretty good background and the collection staff is very, very experienced in working with customers because a lot of times you can work out payment arrangements and things and that helps you from a recovery perspective to the extent that somebody's encountering some sort of issues. You know, our team really manages a lot of that well to try to keep as low our risk costs. We get a view into some of our competitors' risk costs and things and the profile of their book when they do securitizations, and we're pretty proud of the of the profile of our business when we go to market with our securitizations, which we just did recently in in August.
Andrew:And from your perspective, how how do working capital and equipment finance products complement each other and create a more holistic solution for clients?
Rob:Yeah. So, I mean, a lot of the folks that we do business with do both, or maybe they're niched in one versus the other or a preference, but often they're doing a little bit of both. And so, you know, it's nice for us to be able to offer complimentary, you know, to support them on both sides. We only started equipment finance in 2020, so we're sort of newer to game on the equipment finance side. And the growth of equipment finance that we've seen over the last four or five years has also driven growth in the working capital space.
Rob:So both benefited from us being able to offer both. And again, it's, you know, our account reps typically that are visiting those partners can talk about both products and provide strategies and training and work together to try to grow their business, which grows our business.
Andrew:So, you know, the alternative finance market's been evolving rapidly. What trends are you seeing right now that are shaping how businesses seek capital outside traditional banks?
Rob:Yeah, I mean, I think that's kind of where we've lived, right? So, I think we've had kind of private equity ownership up until very recently, and with Onset's an operator like us, so now they're, you know, we're wholly owned by Onset. But I think it's good news for small business because, you know, in addition to the banks, I think you're seeing the non bank players, you know, look at this space as a viable alternative to put assets to work or put money to work. And so you're seeing, you know, new companies sprout up and new teams form to start to deliver to the market. You know, that offers, you know, more options to end users.
Rob:And, you know, that's really the lifeblood of the American economy is really access to capital by small business. And that's not just the, you know, most credit worthy at the very lowest, lowest rate. That's folks at all levels need access to either, you know, keep their business moving along or growing or what have you. You know, that's what makes the economy so vibrant. So I think these, you know, it's exciting to see so many new players want to come into our space backing new groups that are sprouting up for working capital or equipment finance.
Rob:Again, I think it just increases that availability of capital, which drives the economy forward. It allows small businesses to put their ideas to work and to grow their business, so I think that's good all around.
Andrew:That leads perfectly into the next area I'd like to explore with you, how your approach to risk management and credit modeling has evolved to support that diversification. So many lenders still rely heavily on industry data, but you've developed your own proprietary risk models. What drove that shift and what advantages has it created?
Rob:Yeah. I think, you know, almost from the moment that we started doing our own, you know, putting the assets on our own balance sheet, we've been very focused on the data side, and so we have a fairly large team here of, you know, sort of math experts and quants that help support us in developing our own proprietary models. So, again, a lot of information from the credit rating agencies, plus what we get from the application and especially on the working capital side, collecting bank information. We've been able to create models that we think are sort of, you know, that's kind of the special sauce of channel to a certain extent. The more precise you can be, you know, our models are based on our data, so it's not like, you know, the industry data, is sort of broad.
Rob:It's very much based on the unique customers and partners that we have and the business that they send us. So they're really tailor made to our business. And so, going forward, the more precise you can be, you know, the more precise that your pricing becomes, and if you really can be precise with your modeling, you can take more risk because can kinda, you could be more precise of separating the goods from the bads and take more risk. So, we've just recently just relaunched our working capital models, so just in the last couple of weeks here, and again, a lot of rich data goes into that, even though it's only been a few years since we did it last, your predictability goes way, way up. So it's a huge lift that our commercial teams can then use to be real creative in their pricing and structuring.
Rob:Our equipment finance, we're in the process of redoing now, and that'll sort of launch in Q1, Q2 of next year. And again, that's gonna put us in really good footing. You're always kind of tweaking and tinkering a little bit, but but but these are two big steps that we've taken. And, you know, not coincidentally from from the onset acquisition, they're happy to have us invest in that team. And so we're excited about these two developments that they're gonna put us in a good place to really go on offense next year for 2026.
Andrew:Yeah. That's great. You used the word precise a few times, and, you know, that precision in underwriting seems to be a core part of your strategy. When you look at strategic credit decisioning, how do you manage different risk tiers while keeping portfolio performance strong?
Rob:Yeah, I mean, I think it's not so much about having the lowest risk cost, it's about your risk cost being predictable. You know, whatever you put into your pricing models. We're an independent, so we're not bank funded, so we're gonna be, you know, generally a little bit higher from a cost of funds perspective than a bank would be per se, and that's who we compete with in some cases. So, our perspective, we want to take risk in all tiers and not just the most bankable credits. And the way to do that is to have that predictability.
Rob:Know, you're pricing it according to the risk of the segment. So everything we do is risk based pricing. So, you know, when it gets run through and it gets scored, again, because we're predominantly a small ticket lender, you know, that drops into a tier and the tier has an estimate of what we think the losses would be, you know, based on the story and what the models tell us, and then that drives the pricing forward. So it allows us to take risk in every band, or most bands, let's say, and to price accordingly for it, and again, the more bands that we can support, the more we can say yes to our partners, so that's a very good thing, and not just AB or A and A minus kind of a thing. We want to say yes in a broader way.
Andrew:In looking ahead to 2026, what are your growth priorities, and how do you see the market evolving over the next couple of years?
Rob:Yeah. So we started two businesses over the last kind of three, four years. Trio in New Jersey, which is kind of a vendor focused business, and Elite, which is a working capital business, which is sort of more in the ISO and broker space. So both of those are still sort of three, four year old business. We started them from scratch, you know, hired the team, dropped them in, supported them from a systems and process perspective and let them go to work, which is kind of a hard way to do it, to be honest.
Rob:It's easier when you buy a portfolio because you've got earning assets along with the people. But in both cases, that's been hugely successful. So both have progressed really nicely, but they've still got a lot of runway and a lot of growth opportunities. So we're really investing heavily in both of those, and that's people, but it's also, you know, unique characteristics and things that their customers and partners are asking for that we might not get asked for from our other business lines. You know, Channel's the business based here in Minnetonka that was been around for sixteen years.
Rob:So it's a little more mature, but in the third party space, you know, it's a giant opportunity. So there's still lots of room for us to continue to grow. And we wanted to continue to grow both the working capital and the equipment finance, and we see opportunities, you know, all over the place in both cases. So, we also want to, you know, over time probably move upmarket. We're, again, small ticket lenders, so we probably want to increase that transaction size over time.
Rob:And Onset, again, is kind of a mid and large ticket lender, so, you know, there's still a pretty big gap between our strike zone and their strike zone, and we'd like to start to move north a little bit to be able to fill that in. So you'll start to see some of that progression over the next year or two as we we move north. So
Andrew:any any particular industry that you guys are are looking at or just generalists? Just, you know, anything?
Rob:Again, at this moment, again, it's been a couple of years since we started because the last one, Trio, was in 2022, I think it was. So it's been sort of three years since we've So we're always open to looking at sort of new lines or new groups that have something that's a little bit different than what we're adding now. So you may see something pop up. We're pretty active in the industry and try to keep abreast of what's happening. And so if opportunities come, we're certainly open to them and onset is as well.
Rob:But a lot of it is we just see a lot of growth opportunities in where we are. I mentioned we're exploring AI and that could really benefit, you know, our origination process, so our partners are gonna be able to feel that in speed, speed turnaround, and just how we get things done. We're also looking at just how we interact with our customers from a digital perspective. We just hired a person to manage a lot of our portals and things, so that, you know, that people could get answers, you know, quickly and easily, and they call and get them, or they go online and get them, and we can provide that quickly, and, you know, however the partner wants or or end user wants to get their answers, they can interact with us in that way. So we're really looking increasingly how we increase the the modes that that people interact with us.
Andrew:So Rob, the Vikings and the Eagles are in the NFC championship. I mean, that's the I mean, you you still gotta be pulling for the Eagles, right?
Rob:I do live in, Westchester, Pennsylvania, which is very close to Philadelphia. So, and and so, yeah, I I'd have to shade a little bit towards the Eagles, I would say.
Andrew:Yes. Will say, the Vikings, the Bills, have yet to win a Super Bowl. I think both teams have been there four times and have never won, so I think if it's not the Eagles, I'm sure you, you know, you'd be pulling for for the Vikings just because
Rob:It's my new adopted team.
Andrew:Sure. Sure. New adopted team, right?
Rob:For sure.
Andrew:Do you have any questions for me? I've been I've been I've been asking you all the questions. Do have any questions for me?
Rob:No. All good. All good.
Andrew:Awesome. Well, that's an outstanding look at how innovation, leadership, and strategy come together to build a resilient finance company from navigating a major acquisition to scaling beyond a billion in volume and expanding into new lending verticals. Your story shows what's possible when discipline and creativity work hand in hand. I really appreciate you joining me and sharing your experience and insights. For our listeners, be sure to follow Rob and their team to keep up with their continued growth and market leadership.
Andrew:Thank you for being a part of ACS Portfolio Perspective. I'm Andrew Pace. I appreciate everyone who tuned in today. Be sure to subscribe and catch future episodes as we explore the people and perspectives shaping the equipment finance industry. Until next time, thanks for listening and go Bills.