Pete Roszell

Life-saving service for thousands of locations. I first got the idea from an unresolved Wal-Mart need. Business is in concept mode.

After selling Commercial Lighting, I lived part-time at my beachfront residence in Playa Del Carmen, Mexico. I believed there would be a massive population of baby boomers who would retire to Mexico. I purchased land and was in the process of designing condos while the Real Estate crisis back in Colorado continued on. I sold my land in Mexico and went to work on the Colorado opportunity. We were able to find large numbers of stagnant, fully developed residential home sites (lots) in Master Planned communities. These lots were developed by national home builders and were now owned by banks. There was a tremendous amount of capital invested that seemed ripe for the picking. Our target was blocks of lots that were large enough to justify a model home (or two) with onsite sales staff. Using new, sophisticated technology, we were able to identify hard-to-find opportunities, never needing to purchase on the open market. The market was still very weak in the early days of the company and we had to use guerrilla marketing tactics to succeed. The market steadily improved. Triton rode the economic recovery and continued buying these distressed assets. We eventually built and sold over 550 homes. We built and sold-out communities in Colorado Springs, Denver, and Fort Collins.

We worked with FSG for a number of years and I realized that they were achieving a better position to expand to the entire nation. I continue to have a very strong relationship with the CEO of FSG. He is quite an amazing person. I sold the Company to FSG.

Commercial Lighting was my first business. I loved the complexity of commercial facilities and wanted to work for the biggest and best Companies. We expanded from Denver to offices in Phoenix, Albuquerque and Salt Lake City. My focus was on building deep, long-term relationships and serving our customers with more value than our competitors could. We achieved this by having people who understood the technology better than any potential alternative. My focus was on having highly technical, customer-focused people. It was our differentiator. Our sales force created a customer base from the Fortune 500. (Wal-Mart, McDonald's, CBRE, Simon Malls, even Lockheed Martin and DOD). These companies are exceptional operators and excellent customers. We were self-performing from sales to design and installation. I learned how to operate my own business from working closely with these amazing customers. Our customers respected us because of what we knew and what we could do.