Bryce Kaspar and
the Cost of Almost

A waste invoice is an unlikely place to begin a story about selling. It arrives, it gets paid, and almost nobody asks it to be interesting. Bryce Kaspar built a company around asking more of it. Years later, leading Growth Era, he is asking similarly awkward questions about sales: what happened after the meeting, who followed up, and whether the information in the system bears much resemblance to the customer.

The subjects sound far apart. One concerns what a business spends to have things taken away. The other concerns how it brings new business in. Read Kaspar’s career through those two jobs, however, and a pattern appears: his businesses work on recurring tasks where a little neglect can become a considerable expense. The drama tends to arrive on the financial statement, well after the boring part has been ignored.

Kaspar is based in Atlantic Beach, Florida. He leads Growth Era, the sales enablement company formerly called nextsales, whose co-founders include Andrew Jacoby. Its work reaches into prospecting, pipeline support and CRM operations. Those dry descriptions become more revealing when set beside his earlier business. He has spent years working where a company’s ambitions meet its administrative habits.

The price of taking things for granted

In 1999, Kaspar founded Waste Reduction Consultants. The company served businesses with multiple locations, helping them manage waste removal costs through procurement, service optimization and information. Its work included automating invoice audits and processing, as well as managing requests for hauling. A service that might have seemed a fixed overhead became something a customer could examine and manage.

On January 9, 2012, Cass Information Systems announced that it had acquired the business. Kaspar, its CEO, would join Cass and continue managing the Jacksonville operation. Cass already worked on complex business expenses; the acquisition added another category to that operation. For Kaspar, the transaction joined a company he had founded to a larger processing business.

There is a useful lesson in the particulars. Waste removal involves contracts, bills, service requests and repeated decisions across locations. The value of managing it comes partly from making those decisions visible. That early business gives his later interest in sales records an intelligible history. Both jobs depend on knowing what actually happened, rather than accepting the reassuring version that has made its way into a spreadsheet.

The meeting was only the beginning

When nextsales announced its change to Growth Era in 2023, the explanation went beyond a new name. Outbound sales development put meetings into customers’ calendars. Kaspar described problems elsewhere in the selling process that the business could also address. The company was widening the area for which it wanted to be useful.

He singled out two practical difficulties: deal information that was inaccurate or out of date, and follow-up that lacked consistency. Growth Era had built a Funnel Management offering internally to address them and was piloting it for the wider market. The sequence matters. The company described finding a problem in its own work, building a response and then considering that response as a service.

That expansion gives the name Growth Era some substance. A meeting is an event. A sale requires a sequence of judgments and actions after it. A company can pay to create the first and still lose its way during the rest. Kaspar’s explanation put that interval at the center of the business’s next chapter, with accurate records and systematic attention doing a good deal of the work.

A calendar with 23 reasons to go

In February 2026, Kaspar supplied a more cheerful illustration. Before traveling to Pack Expo East in Philadelphia, he wrote that he had 23 meetings arranged with prospects he considered a good fit. Growth Era had generated them using the outbound system it offered customers. The service company had put itself on the receiving end of its own service.

His opening line was the old A-Team catchphrase: “I love it when a plan comes together!” There was a little television in the announcement and plenty of calendar management. He joked about the familiar journey home from an event, when the consolation is that a company must maintain a presence. He wanted new customer opportunities to be part of the return on attending.

The distinction between those two things is central to the story. Twenty-three appointments do not tell us how many customers resulted. They do show what Kaspar chose to celebrate: preparation that could be counted before the trip began. Even the joke depended on having done the unromantic work early. The plan came together before the exhibition doors opened.

A classroom before the cold call

Growth Era’s next extension concerned the people doing the work. On March 3, 2025, it announced an online Sales Academy based on its internal training for sales development representatives, or SDRs. Kaspar described a gap between the preparation of many candidates and the foundation needed to begin performing in the job.

The academy’s curriculum included prospecting, lead nurturing, handling objections and sales communication. It combined instruction with exercises, practical use of sales tools and a certification on completion. That design takes the problem back one stage further. Before asking why a representative’s calls fail to produce opportunities, a business might ask how the representative learned to make them.

A partnership with Hyperbound added AI role-playing, scoring and feedback. Trainees could rehearse conversations and objections before speaking to real prospects. Kaspar’s stated aim was to apply the company’s training knowledge with greater scale and measurability. The attraction is easy to understand: a practice call can be repeated without repeatedly interrupting a stranger’s afternoon.

Here, technology serves a specific learning task. The representative still has to listen, qualify an opportunity and conduct a useful conversation. The software supplies a place to practice and receive feedback. It is a concrete use of AI within a company whose CEO also spends time questioning what businesses expect new software to accomplish.

Before buying another button

In February 2026, Kaspar laid out what he wanted settled before approving new tools: precise definitions, rules for execution and written alignment. Terms such as qualified or launched need a shared meaning. Responsibility needs an owner. Colleagues who describe the same process differently are likely to carry those differences into whichever platform they buy.

It is an argument with consequences for management as much as technology. A tool can make a process run more quickly while preserving all its disagreements. Kaspar’s proposed preparation asks people to resolve those disagreements first. For a business leader, that means accepting some work that a purchasing decision might otherwise appear to remove.

“Tools don’t fix ambiguity. They scale it.”

Bryce Kaspar · February 2026

In April, he turned to CRM data. His suggested audit was small enough to begin: sample 100 accounts, inspect five fields used in decisions and count the entries that are wrong, absent or inconsistent. The recommendation continued beyond the inspection. He wanted written standards, responsibility for fields and rules for missing information. Cleanup was supposed to become an operating habit.

His January writing on follow-up brings the discussion back to the person receiving the message. Someone who watched a full demonstration and asked about price has supplied different information from someone who briefly visited a feature page. Kaspar argues that subsequent contact should reflect that difference. A standardized process still needs room to notice what a buyer has already told it.

He adds two other cases: a prospect referred by a satisfied customer, and someone spending time in technical documentation. The referral arrives with trust that an impersonal sequence can squander. The technical reader may need evidence and detail rather than another general introduction. Kaspar’s alternatives include a shorter meeting, a relevant recap or a discussion of internal timing. These examples give the operator’s argument a human scale. The person inside the process has a history with the company already. Remembering that history is part of the work, even when the record of it lives in software.

The patience to finish the building

Kaspar’s public examples often concern time and dependence. In March 2026, he described the risk of relying too heavily on one source of sales opportunities, acknowledging that he had learned the difficulty through operating experience. His suggested response was to examine the mix of channels and the different circumstances that could interrupt each one. He compared that mix to a portfolio.

Another analogy reaches for construction. A property cannot generate rental income while it is still being built; a new sales effort must also pass through the time required to close business. He described the danger of leaders judging an outbound investment after five months when the underlying sales cycle could run from nine to eighteen. The dates on the expense ledger can move faster than the customer’s decision.

These are arguments for agreeing on expectations before the pressure arrives. They also make Kaspar’s professional interests unusually concrete. Bills need checking. Meetings need preparation. Representatives need practice. Customers need follow-up that makes sense. A business needs enough patience to see whether its new process can work.

Across the distance from Waste Reduction Consultants to Growth Era, the recurring subject is the ordinary work that makes a commercial promise credible. It offers a less theatrical picture of entrepreneurship than the moment of the pitch or the announcement of a deal. Kaspar’s examples keep returning to what happens around those moments. Almost having a system can be a rather expensive arrangement.