Is there any danger of growing too fast?
With a service company, you have to be careful how fast you grow. If you’re selling a tangible product, say toothpaste tubes, you want to sell as many as you possibly can. But there are so many working parts and things going on when managing housing for an event. It goes back to process. Once we’ve got a system, then we should have a good idea of our exact threshold.
“If a new housing company starts up tomorrow and someone has a bad experience, it reflects poorly on every housing company.”
Pse currently has more than 350 events. How many more would you want?
Our philosophy is we really want to be known as the go-to company [for events]. If a tournament really wants to work with the best they would seeks us out. We’d rather have a smaller portfolio of clients but have the best events—the kind we really enjoy working with that provide a challenge. At the end of the day, we’re problem-solvers.
Do events benefit when housing companies like Pse and T3 consolidate?
I think it’s a good thing if the consolidation is done by organizations that truly want to provide a great service. It’s not a secret that there have been a lot of negativity with event organizers, hotels and CVBs working with certain housing companies. There’s a lot of inconsistency. If a new housing company starts up tomorrow and someone has a bad experience, it reflects poorly on every housing company. We want to see healthy competition—it’s good for everyone. But the downside is that with more competition, there could be more dissatisfaction out there, and that’s bad for everybody.