Tech and Strategy for Entrepreneurs


AP Logic creates software that improves the interaction between people and the world.

Jim Ratichek

President, CEO

A pragmatic dreamer, Jim seeks ideas that solve real problems and he creates the systems to make them reality. Not one to take an existing path, Jim started his first business at 19, eschewing college degrees and salaried positions. A dose of adventure, passion and ADD keeps the wheels turning and the opportunities coming.

Jim sees the human-to-machine interface as the most fascinating, frustrating and rewarding area of technology, and hence its' become the focus of AP Logic's effort to make software work in the real world.

Outside of the office, Jim can be found flying, turning wrenches, running or exploring. He enjoys mentoring those who desire to take a path less-traveled.

Ken Vigil

Ken Vigil

Director of Software Architecture

With an insatiable curiosity and an uncanny knack for seeing applications for new technologies, Ken combines the best attributes of a dreamer with a perfectionist. As one of the company’s founders and directors, Ken's job is to help guide the future of user interface design and development on the web.

Ken's attention to each detail and his laser-focus on the major objectives makes him ideally suited to this role. He resides on the central coast with his wife and daughters and plays soccer when he’s not investigating a new scheme for world information domination.

Kristofer Gerkins

Director of Sales

Kris leads the relational side of a very technical business. Born and raised on California's Central Coast, Kris combines a deep, inner drive and intensity with small-town friendliness that makes him approachable and fun. With 12 years selling and consulting in technology, he's been a prime player in businesses from international nonprofits to Silicon-Valley startups.

Like many of us at AP Logic, Kris has travelled a unique road in life, honing his skills in the fire of real experience. In that respect, he relates directly to our clients also. He knows the struggle to carve out a niche and the will to win. Beyond winning at work, Kris loves nature, friends and his lovely wife Sarah and their family. He enjoys all that the central coast has to offer and lives out a balance that every healthy competitor needs in order to run the long race.

Rebecca Flores

Consulting Logistics Manager

Rebecca is a bright and educated student of life who brings over 12 years business experience in customer service and sales from retail to services and beyond.

An intuitive manager, Rebecca is a force of nature - but still balanced. She's mastered the art of persuasion - but never manipulates. She knows when to take charge - and when to watch and wait. This is her secret to success in a business with entrepreneurial leadership and entrepreneurial clients!

Ultimately, Rebecca is the glue of our sales & marketing department and we'll answer to her if something slips through the cracks!

When she's not breaking down walls and getting things done at AP Logic, Rebecca spends her personal time browsing TED Talks and cultivating the mind and heart of an ambitious, compassionate little man that calls her "Mom".


Building A Business That Is Bigger Than You (Guest Blog)

Article written by John Burley, Principal, Burley Consulting for

Not too long ago, I wrote about some surprising reasons that a company can be undervalued. One of them was the owner being too important–the company expert, the oil in the well-oiled machine, the chief problem solver, the one who holds the relationship with the customers.

Here, we explore this through the eyes of the buyer and from the perspective of some experts in the field. Most importantly, we look at one way you can fix it.

Dusty Gulleson is the CEO of eResources, and has a few acquisitions under its belt. Dusty hired me to help eResources buy companies, and with every single target there was a consistent question: “who has the primary relationship with the customers”. If the answer was “the owner” then we were usually done. There are lots of problems than can be solved. There are lots of issues you get past, but for Dusty and many others, this one is a non-starter–and for good reason.

We could find a nice, profitable, clean company that is a great strategic fit, has great customers, low customer concentration, is growing, has great employees, great technology and more, but if the customers are there because of the owner personally, then we’re not interested. Think of it this way, if the customer “feels like” they are doing business with the owner, then does the business really have any customers at all? That’s a strong statement, but when buying a small business, you are often buying the business’ ability to produce a certain amount of cash flow in the future. If the owner is gone and all the customers were doing business with the owner, can you really count on that future cash flow?

Here’s the challenge to overcome. Most small businesses are successful because of a successful entrepreneur. When you talk to the customers they don’t say “I use ABC company down the street” they say “I got a guy who handles that”. Their guy might be the CEO of the company that’s actually servicing them, but in their mind its “I use Bob, he’s great”. The problem is, nobody wants to buy Bob.

So, I set out to find a systematic way to tackle this issue. Enter Brand3, Inc. I found myself on a web conference with Matt Christ and Orsi Herbein, the owners of Brand3 who walked me through a methodical way to deal with this issue from their ‘legacy branding’ process.

1. Transfer the mindset of the customers from identifying with the owner, to identifying with the brand
The customer experience has to be realigned to the brand–not the owner. Once this happens, the transition to brand loyalty begins. Simple survey tools like Net Promoter Score (NPS), with some modification, can measure owner dependency issues and provide insight for what needs to be done to realign the customer experience.

2. Align internal cultures away from the owner, and into a brand experience model
Realignment of an internal culture usually requires adjustments in the areas of systems and processes, however building a “brand motivated culture” is the foundation for real change. This can impact the attitude and dedication of a team, thus shifting the identity of the company from the owner to the long-term vision and legacy of the company.

After-all, when we talk about “brand”, we are really talking about “identity”. Employees that identify and rally around a company and a mission, can be transferred to a new owner. Employees that rally around the owner, aren’t very valuable to a new owner.

3. Increase the goodwill value of the business
According to Orsi Herbein, Brand3’s Creative Director, “brand is the most powerful intangible asset a company can have.” The measurable results of this are loyal customers with potentially higher margins and reduced competition. The business’ brand should also be well documented and secure with appropriate trademark registration. This, combined with the business’ ability to manage and maintain a consistent image and message, is a critical step to long-term value and sale-ability of the company.

4. Build a national-quality image
Everything you communicate is either building a consistent brand experience or creating space for your competition to do it better. A small business with a national-quality image is set apart from the mom-and-pop shops, and can be worth more as a result.

Matt Christ, Brand Strategist for Brand3 puts it this way: “A powerful brand experience is the key driver to owning market share. Your brand is either a liability or an asset, there is no middle ground.” This translates to buying and selling companies as well. Is your brand an asset or a liability? If it’s the latter, now is the time to get to work and fix it.

PUBLISHED ON: JUN 21, 2017 Read original article here
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Dream Team: Finding Unicorns for Hire! ( Strengths and Weaknesses)

Walt Disney was told he was “uncreative” prior to founding Disney. Colonel Sanders of KFC Chicken didn’t succeed until age 65.  Judi Sheppard Missett founded Jazzercise after she quit being a professional dancer and was failing as a dance instructor.  She now has 7,500 locations.  What do all these people have in common?  They had untapped gifts – and corresponding weaknesses – which had to be overcome in order to succeed!

But come on – don’t unicorns exist somewhere?  That visionary, focused, perfectionist, fast-mover, who always sees the big picture, but handles tiny, detailed tasks with ease? You can keep looking, but what you’re going to get is more of a chameleon than a unicorn. When you make ridiculous job demands and ask for the best of every personality attribute, you’ll get ridiculous applicants: typically an impostor, an ego case or someone who’s just plain confused about their strengths.

At our company, we decided it was better to be realistic than to keep hunting for unicorns. We have built a whole culture around it internally where we have ongoing discussions about our unique strengths and weaknesses. For instance, our team knows that I wish everyone had ESP and could read my mind but in reality that’s just a typical weakness of a visionary – failure to communicate in detail. Or we discuss how most engineers hate to promise things without all the information, and established that there is a healthy competition between sales and production teams. This open line of communication feeds a culture that pervades our hiring style as well.

When hiring, the goal is to create realistic job descriptions that match the true personalities of the typical people we are trying to hire. Fast-moving sales people don’t have to wade through details and we don’t want them to. In fact, we appeal to their hatred of procedure and rigor.  Analytical and architectural types are not expected to produce deliverables every hour of every day – they need space to think and analyze trade-offs – and we tell them that.  Job descriptions and ads reflect this: Short, goal oriented ads for big picture and fast movers.

Finally, during interviews, we put people at ease.  I tell them about my own weaknesses and those of other positions – about the very real trade-offs of each position and personality.  An then we draw them out by asking questions about how they’d handle seemingly ambiguous situations – to figure out how they naturally react and if they’re being dead honest with us.  And after a year or two, we can catch inconsistencies – chameleons – with regularity.

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