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company at a critical moment of transition , where there would otherwise have been a gap in leadership . I , on the other hand , came onboard as the Controller to replace someone who was retiring .
“ Our next step was guiding each division through an ERP transition to rebuild our technology infrastructure and enable more detailed real time reporting ,” he continues . “ This allowed us to analyze how the business was performing and identify areas of further improvement . We also improved a lot of our technology , accounting practices , and reporting functions to make more strategic decisions .
“ However , during this process , we realized that we needed to take that effort out into the field , to our terminals , facilities and our transportation fleet . Having occupied the Controller position for around three years , I moved to the role of Vice President of Operations to oversee this process , by which point ROC had started to gain momentum
▼ Jack Cason and Pat Cason as a growing wholesale business . Upon reflection , we were lucky to be able to attract talented people with excellent experience across operations , environmental regulations , health and safety , and transportation and logistics .”
Family values
Jason shares more details as to how the management team successfully identified opportunities for wholesale growth . “ After selling the stores , we were left with a pipeline-connected fuel terminal in Las Vegas , some rail access in the north of Las Vegas , and a few bulk plants in southern Nevada , central Nevada , and Arizona ,” he explains . “ We started looking at our existing distribution footprint and our supply points , eventually identifying an opportunity in southern California ( Hesperia , CA ) and acquiring a plant there in 2018 .
“ This facility was a strategic decision in terms of geographic location , as it boasts plenty of warehouse space and storage capacity , as well as extending our distribution network into California from as far north as Bakersfield to San Diego in the south . We then continued to look at other acquisitions , as many companies had experienced a similar journey to ours but hadn ’ t managed to implement an effective succession plan like we had , meaning they were open to acquisition .
“ Through both acquisitions and organic growth , we ’ ve been able to grow further into Arizona and Utah , as well as strengthen our presence in northern Nevada . We ’ ll continue to look at strategic acquisitions to expand distribution when opportunities are presented to us . However , we don ’ t want to grow too quickly as our priority is taking care of our customers and delivering exceptional service .”
As ROC has evolved , so too has the landscape in which it operates , with
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