These days Sam Geist is an author, professional speaker, consultant and facilitator to organizations across the globe. But he once was a retailer who turned a small Toronto store into a national sporting goods chain. Geist sold The Outdoor Stores to his largest competitor in 1980 and turned his attention to running an advertising, marketing and consulting firm, which he did for 14 years. With the perspective of both client and marketer, Geist wrote “Why Should Someone Do Business With You… Rather Than Someone Else?” and “Would You Work for You?” His third book, “Execute… or Be Executed” was published earlier this year by Addington & Wentworth.

Do you miss running stores?
I miss the excitement … the rush you get when the product you’ve purchased is exactly what customers want and they show you that you’re right on by buying, buying, buying. But I don’t miss the long hours and the nail-biting time between buying the goods and my customers buying them. I recognize that retail today is a tough business — tougher than it was when I was in it, so I empathize with today’s retailers.

Notice any differences in tactics between U.S. and Canadian retailers?
Canadian retailers are more conservative in their buying, in their promotions and in their merchandising. However, so many American retailers have come to Canada — from Home Depot to Pottery Barn to the Apple Store — that Canadian retailers are getting the message and adjusting their tactics to become more aggressive competitors.

Your bio mentions “a valuable double-edge perspective as that of client and marketer.” Have any specifics to share?
I was able to give advice based on my own past experiences on everything from logistics and financial management to merchandising and people management. I was also very conscious of the need to establish a close relationship with my own clients.

You’re now a speaker/facilitator. In that role, what’s the most salient thing that you’ve learned about businesses?
When I ask the question, “Are your people capable of a lot more than you give them credit for?” of everyone in an audience, nine out of 10 respondents answer, “Yes.” It is therefore management’s responsibility to allow the people who work for them to do more, be more and be proud of their contribution to the overall organization’s results.

Sounds like your next book.
Right now my focus is on the No. 1 issue faced by most businesses today, which is a failure to execute. “Execute… or Be Executed” addresses this issue.

I’d like to update “Why Should Someone Do Business With You… Rather Than Someone Else?” [because] so much has happened since I first wrote it back in 1997.

After that, I’d like to turn my attention to a book that focuses primarily on getting and keeping good people, since as a facilitator I see every day how absolutely invaluable good people are.

Speaking of your books — would you work for you?
Yes — for most of the week, anyway. I do have two employees who have worked for me for 23 years and 17 years so I must be doing something right. Actually, writing “Would You Work for You?” forced me to do my own self-evaluation and ultimately helped me become a better listener.

What other passion or interests might you have pursued?
While I really love what I’m doing, I also really enjoy basketball. I suppose you could have twisted my arm to become a basketball coach.

What book is on your bookstand?
I’m re-reading “The Breakthrough Strategy” written by Robert Schaffer in 1988. Tom Peters recommended it in his blog.

Music on the iPod?
I listen to a wide variety of music, but a few favorites never really leave my iPod — Credence Clearwater Revival, Elton John, Billy Joel and Bruce Springsteen.

Little-known facts about you?
I still fit into my high school basketball jacket and recently wore it to my high school reunion. I would trade a glass of great red wine for a bottle of French Kronenbourg beer. I iron my own shirts. I’m a nut about [having] “just the right suitcase”; I keep getting new ones in hopes of finding it.