Quantum Storage Systems has come a long way since 2009. What started as a focused industrial storage company has expanded into multiple divisions. At the heart of this rapid growth is a philosophy centered on quick decision-making, strong distributor relationships, and a relentless commitment to customer experience.
One key player behind Quantum’s success is Director of Sales Ed Granger. With over 30 years in the industry, Ed has seen firsthand how Quantum’s approach has set it apart from competitors. We sat down with Ed to discuss the company’s evolution, leadership philosophy, and why customers and employees alike stay loyal to Quantum. Get to know Ed in the interview below!
Q&A with Ed Granger, Director of Sales at Quantum Storage Systems
You’ve been with Quantum since 2009. How has the company evolved over the years?
When I first started with Quantum, I was the director of sales for the entire organization. We have since developed a healthcare division, a foodservice division, and an industrial division. Our company is now six to seven times larger than it was in 2009. It’s been tremendous growth.
What do you think contributed to that level of growth?
It’s definitely a top-down success story. Dean and Larry, who really are the owners of the company, make decisions very rapidly. My previous company had a ‘meeting culture’ where every decision required another meeting. Here, we’ll have a 45-minute meeting and be off and running. That quick decision-making and ability to react to the market has been a huge factor in our success.
What’s your leadership philosophy when managing your sales team?
My regional sales managers are experts in their territories, often more so than I am. So, I let them become the CEOs of their own regions. They have the independence to make decisions, and if they need input, they come to me. That empowerment creates a strong, engaged team that truly owns its success.
Quantum has a reputation for being a great place to work. Why do you think so many employees stay for years?
We hire top professionals and give them the resources they need to succeed. It’s simple: you can be the best player on a bad team, or you can be part of a great team where everyone is at the top of their game. Quantum is the industry leader in our space, and people recognize that.
Customer experience is a major focus at Quantum. How does that play into your sales strategy?
I’d say the customer experience is better now than it has ever been in my 15 years here. Our team makes sure customers have a smooth, hassle-free buying process. Customers have choices, and if they have a bad experience, they’ll go somewhere else. That’s why retention is a huge focus for us.
You’ve mentioned Quantum’s agility in decision-making. How does that impact the company’s ability to innovate?
It allows us to move quickly and stay ahead. There was a rumor floating around that when Quantum decided to get into the wire business, their first order was 144 container loads of product. When I went down to interview with Dean and Larry, they showed me the warehouse, and indeed, there were over 144 containers of wire shelving there. Most companies start with a fraction of that. That’s the kind of aggressive, confident approach that sets us apart.
What advice would you give to other sales leaders looking to build a strong team?
Don’t micromanage. Trust your team. Give them the tools they need, and let them own their success. And most importantly, don’t surround yourself with people who think exactly like you do. Different perspectives lead to better decisions.
Finally, as someone in the organization industry, how do you handle personal organization? Do you have a junk drawer?
Sure. The junk drawer becomes a junk drawer because it’s something that you don’t want to throw away because you think there’s a potential chance that you might need it at another time. But as time goes on, you realize there are ten things in there that you don’t need anymore.
Ed, thanks for your time and insight on Quantum.
