Tyler Carey has worked in publishing and technology for over 20 years, with a background including work at Wolters-Kluwer and Harris Connect. His roles have included account management, sales, marketing, product development, social media management, and technology consulting. He is an experienced conference speaker, often presenting on the impact of technology on different industries, sharing strategies to adapt emerging technologies into more traditional organizations. In 2017, Tyler was promoted to Chief Revenue Officer, overseeing the company’s sales, marketing, and business development efforts as well as the growing staff supporting those initiatives.
On this episode of the BookSmarts Podcast, Tyler discusses the ever-growing complexities of managing publishing workflows in a fast-paced, digital world. He provides a deep dive into the recent influx of industry regulations like ADA Title II, the push to get trend-driven books to market more quickly, and the universal challenge of inbox and time management. The conversation also explores practical tools for organizing the chaos—from Gen AI assistants to analog bullet journals—and the importance of community, mentorship, and mental health resources to combat stress in the publishing industry.
To learn more about Westchester Publishing Services and how they help publishers with their editorial and production workflows, visit westchesterpublishingservices.com. You can also connect with Tyler on LinkedIn or catch him in person at upcoming industry events like the IPG Autumn Conference.
Digital Transcript
Joshua Tallent
Welcome to the Booksmarts podcast, where we talk about publishing data and technologies, and send you away with insights that will help you sell more books. I'm your host, Joshua Tallent. So this month on the Booksmarts podcast, I'm chatting with Tyler Carey, who is the Chief Revenue Officer at Westchester Publishing Services. Westchester is a company that helps publishers with a variety of different tasks and responsibilities, and Tyler might talk about that a little later. But we want to talk today about, you know, managing your workflow, being a person in the industry. Tyler, thanks for joining me today.
Tyler Carey
Hey, thanks for having me, Joshua. Always excited to be here.
Joshua Tallent
Yeah, I appreciate your time, and I really appreciate... I mean, you're really active in the industry. I see you all over the place. I always, obviously, see you at conferences and things like that. But it's great to know that there's somebody doing hard work, helping publishers with all the things they have going on. So I just wanted to start off here. You know, from your seat as a vendor that helps publishers through editorial and production accessibility phases, the book's life cycle. What do you see happening in the industry right now that you think is worth talking about? Where do you see publishers putting their attention?
Tyler Carey
Yeah, and I think there's always a nonstop flow of distractions, you know, that are going to come in or new topics to address, and it's tough to kind of keep track of all these things and prioritize things within the window that we're involved in the book publishing process, which usually starts when a manuscript is ready for copy editing or ready for typesetting, through to all the final files that then we or the publisher have to push off to distributors, printers, and all the other channels they send things through. We have a lot of conversations with our, you know, 700-plus clients about those kinds of things related to our piece of the workflow. But, you know, you get together for lunch or Zoom with somebody, and other topics come up. And so, I mean, the things that we're hearing the most about that sometimes overlap with what we're working on, but sometimes are just kind of the general stresses in the industry or the factors hitting everybody. They really include things like ADA Title II right now, and that's affecting not just U.S. publishers, but also folks distributing into U.S. school and library markets. You know that there's been a lot of emphasis recently on kind of how this differs from the EAA, how it's similar, and so we work pretty closely with our clients to kind of help them navigate what they may or may not need or want to do with their list, what their level of requirement is. Obviously, we're not attorneys, but I mean that topic's taken up a lot of time and discussion recently. The same way that the EAA and accessibility in general did, the same way that EUDR did with sustainability. It feels like every year there's another either regulation or kind of best practice that's causing people to rethink their workflow. So I mean that ADA Title II is certainly one piece. Another topic that seems to come up quite a bit is getting books to market more quickly. And so, certainly, there was the era like 30 years ago of like the instant book. Like, you know, there would be something about a politician or a scandal or a celebrity. You know, like, you know, the books that Howard Stern wrote went from—in the late 90s, early 2000s—went from manuscript to on shelf very quickly, you know. I mean, so there was this kind of movement, especially the celebrity books back then, to do that. You know, then we all kind of calmed down and took a more typical production cycle to the amount of time an author gets with things, an editor and production. But we're starting to see a bigger trend line towards if somebody is able to sell a romance novel, and it sells really well, and it gets the Netflix rights or the Apple TV rights, and let's get nine more of those books out. You know, so I mean, there's a piece where, especially in self-publishing, there's a lot of very prolific authors, and more traditional publishers are often acquiring books from those self-published authors and trying to get them to market more quickly and kind of keep those series going. So you're seeing a lot of not just genre, but also just kind of rushing to get books to market more quickly to address topical things or trends. So we saw with romantasy, especially over the past two years. So I mean, whether you're publishing romantasy or not, the toolbox that people built to publish those kinds of books and publish them at volume and quickly is something that we're hearing a lot from publishers about. They want to kind of compare notes on best practices about how to handle managing that print, how to handle managing it with your booksellers.
Tyler Carey
That you know they're going to be able to take the metadata and the marketing materials early enough in the process so that they can have it on an end cap within a, you know, couple of months of, you know, end to end on the book. So I mean those are topics that we're hearing, but you know they all kind of trickle up into helping us kind of keep track of everything that's going on. So you know I mean it's kind of this larger holistic conversation we're having with people of the industry moving real fast right now, and you know if you blink you might just miss it kind of thing. So...
Joshua Tallent
Yeah, and that obviously, you know, trying to... With all of the other media types that are out there, and so you have a lot to think about. How do we get more people to read more books? You know, and you have to have the right kind of books out there for people to have. I am curious. You know, you mentioned EAA and EUDR and ADA. Do you see another one of those regulation schemes coming down the pipe? Anything that you've been hearing, kind of the titterings of in the background, maybe that publishers need to start thinking of now, so they're not waiting until it actually hits the market?
Tyler Carey
I haven't seen anything else show up in my alphabet soup recently between EAA, ADA, EUDR, and the other letter combos of regulations and best practices. But no, I think what we're seeing right now is kind of the extension of those things. Where I mean, I think EUDR, even if it ended up pivoting after its initial announcement towards what it actually was going to be in practice, I think it made publishers that weren't necessarily focused as actively on sustainability understand that it's going to be part of the process that they need to, you know, not just comply with, but kind of build their workflow around. And the same thing we're seeing with accessibility. There are very few publishers that I speak with that are holdouts. You know, at this point, I mean, I think everybody is also having the reality check of how much can they do within what budget and how quickly when it comes to accessibility. But it feels like a lot of these things start to align with, like, what you see some of the workflow committees for, say, BISG covering. I mean, you're seeing kind of like different areas of focus that the Book Industry Study Group has been talking about for years. All of a sudden, there becomes like one regulation, and then all of a sudden you start seeing a lot of these committees within BISG or within other industry organizations kind of really finding something where they can kind of point to and say, "Well, there, that's something with sustainability, and this is how it starts to affect you, so that you can unpack it within your workflow." So I don't have a crystal ball to say what the next regulation coming down the pipeline is, but I think it's something where we're all now having to keep track of more and find out more about how we can make our enterprises, whether they're big mega enterprises or smaller publishers that are putting out, say, five books a year, you know, how to make them manageable within the footprint of what we do.
Joshua Tallent
Yeah, yeah, and that brings a lot of stress. That brings a lot of concern to publishers, the individual people at publishers who are doing the work and trying to do things every single day. What do you think, though, are the biggest challenges? What is maybe the biggest challenge you see affecting publishers today?
Tyler Carey
Yeah, I mean, I think related to all that. I mean, the biggest with all the stimuli, right? The biggest challenge right now is time management, plain and simple. I mean, I think the amount of stuff that we're all asked to do, no matter what your role is, that keeps growing every day, and it's not a workforce, you know, kind of problem as much as just kind of what we do now in production now encompasses a lot more than what production encompassed 30 years ago. What editors are responsible for now with language shift tagging for accessibility and things, you know, there's different tasks added to the plate, so that even if you're in a very wide organization with a lot of people and enough scale to support the publishing organization you work for, there's still just a lot more moving pieces to keep track of. So for a lot of us, you know, we built tools earlier on in our careers. You know, whether we've been in the industry five years, 10 years, or 30 years, you know, there's going to be different tools that we need now to kind of keep track of things and kind of accommodate and adapt to what's being asked of us, not necessarily by our managers, but by the industry as a whole. You know, kind of what the requirements of publishing a book are now. So, I mean, the one example I'd use is that my sales team—I've been at Westchester for 12 years now, and I've been in publishing sales in one capacity or another since around 2000. You know, I think the cadence of communication now is a lot more than when I joined Westchester. You know, if I pull like old Salesforce reports that I have of how many emails I sent in a given month or one of my sales reps, you know, and this is, you know, bidirectional. You know, so the emails coming in from customers and prospects as well as outbound is about fourfold what the level of email communication is now. The same thing's happening with meetings. You know, it used to be something where we would ask for meetings and hope to get meetings with prospects and clients. And now I think it's just, especially with the democratization of, you know, Zoom making everybody's calendar available. Right? You know, all of a sudden it's a lot easier to say, "Well, I want to take a 10-minute meeting with this vendor to talk about a thing I'm hearing in the industry and whether it affects me," and you know, it's not always a sales call kind of thing, and you know, it shouldn't be. And so we're having a lot of, lot more meetings in a given week than we used to. So there's a lot more that we kind of are keeping track of that's objective data like that. But then there's all the other pieces that, uh, you know, the other tasks that get assigned to you, or you're assigning yourself, and kind of how you keep track of all that stuff.
Joshua Tallent
Yeah, it seems like there's just more to do. Like everything is getting more complex. There's always an additional layer when you live in a digital world, and everybody else is living in a digital world. I think it was 10 years ago, I was the one who brought Slack into Firebrand. You know, it's like I was messaging this person on Instant Messenger, you know, over here, and I had Google over here, and somebody would text me on the phone, somebody would email me only. It was all over the place. But centralizing it helped a lot. But at the same time, now I have this one message system that is constantly moving and always something else pinging, dinging, dinging. You know, and the same thing with email. Like you said, the amount of email that I get is tremendous, and I try to manage it as best as I can with everybody else. But it just seems like everything is more. It seems like it's always constantly increasing. So you, I assume, see the same impact yourself in your own personal work at Westchester.
Tyler Carey
Oh, absolutely. I mean, the biggest challenge is just that: is the amount of incoming to-dos and incoming data to track, and then it's that secondary challenge how you prioritize all that. You know, so you can kind of win some of your day back to take care of the things you have to take care of, or you want to take care of. There's a former presidential cabinet member who I may have some ideological differences with, but nonetheless, they said something profound that I heard once, which was working from your inbox means working on other people's priorities. You know, so it's one of those things where I've always tried to work with my team to say, you know, there's always going to be another message. There's always going to be another ping on Slack. It's a matter of trying to, you know, take the agency to say here's the things that I need to prioritize because it's important. There's a deadline. Customer needs this. You know, we need it for a meeting. We need it for a report. You know, versus the things that you can triage. So I mean there's... I think everybody works differently. Everybody's wired a little differently. You know, so it's not like there's something where I try to push top-down to my sales team, say here's how I'd be looking at doing this, you know. But as much as trying to give as many tools and options to people so that they can navigate it with some support.
Joshua Tallent
Yeah, I think I'm probably guilty of that. I do live by my inbox. That is, I try to keep a zero inbox. Well, zero meaning I have fewer than 20 emails in my inbox at any given time.
Tyler Carey
That counts as zero. That counts as zero. Yeah.
Joshua Tallent
But it's a good way for me to keep track of some things that I have on my to-do list. But sometimes things fall off. So what do you do? What kind of tools are you using to help you manage this constant influx?
Tyler Carey
Yeah, I mean, I've got a bunch of toys in the toy box, and I've evolved my approach quite a bit over the past three years or so. You know, I think kind of when we all started working from home, you know, there were things that we all had to adapt if we were in an office or a hybrid environment, where all of a sudden we had to kind of pivot to how we communicated and track stuff. And as we've, you know, kind of come into the next era of work from home and hybrid and remote—I mean, and full time in office for different companies—I think, you know, there's been a further layer of that. So the past, as I was thinking about it for this meeting, has really been the past three years where I've seen a few tools come into play for me. The one that we use a lot, and I'll talk about this one because it's part of our tech stack, but I mean, whether you're on Microsoft, whether you're on Google, there's other similar tools you can look at. But we're a Dropbox shop when it comes to using the Dropbox suite for a lot of what we do and within our client portal and things. They have a tool that's called Dash, which is their kind of locked-system Gen AI platform, and that's something where that's been transformative for me because it doesn't go anywhere near client content. I can kind of lock it down to say, you know, the stuff in my inbox, the stuff in my Salesforce to-dos, the Slack messages. You know, you can kind of pick what you want it to kind of look at. There's similar features in Copilot. You know, if you're a Google shop, there's Gemini features that are similarly... And again, it kind of helps take all of the to-dos and internal messages I have, and I can just type the phrase "daily brief" in when I turn on my computer in the morning, and it says, "Hey, here's the stuff that's really hot. Here's the stuff that's kind of secondary." And it kind of learns from how you're triaging things to say, "Here's the things that you got to make sure you know. This is a quote for a customer. You know, get right on this. Here's something that's, you know, kind of a follow up on something. Maybe you can park this till after lunch." That's been really helpful. And as I said, whether you're using Dropbox as your core piece of your tech stack or not, there's a lot of other stuff out there. The key thing with any of those AI tools, though, I would say, is making sure that you're using a closed network and a closed environment that's not touching anything that's external, anything with content, you know. So I mean, there's things there where, you know, work with your IT group to make sure you're doing stuff appropriately. But I mean that's been really helpful for me. I also do use it to analyze information. So I mean, if there's a long RFP that comes in and I need to kind of start thinking about who I need to bring to the table, I ultimately will sit and read the entire RFP, of course. But if, you know, I need to start triaging, figuring out who I need to bring to the table for something, you know, using those summary tools that are built into Outlook and stuff, they can be really helpful to kind of start thinking of things and getting ahead of things. Or if you're in Excel and you know if you're good with Excel, which I'm very good with it, but even if I can figure out a tool or a method that's going to help me get 15 minutes of my day back, so that I'm not having to kind of sit down and create formulas to do something where somebody else may have thought of it before, it's the same as when I used to Google how to do an Excel formula, but it's now inline in Excel. For our clients, you know, we also try to provide some support because you know we're a very client-centric business. People are sending us manuscripts to typeset. They're sending us files to convert into EPUBs, things to copy edit.
Tyler Carey
So we did build our client portal on top of Dropbox, where clients can drag and drop a project in. It doesn't remove that human layer, though. They still have a customer service rep or a production editor going back and forth. But the client portal piece is really our project management system. They can log in at any time, see where something's sitting. So you know, if then they're also getting proactive reports from the customer service reps and production editors and project managers. But the ability to kind of real-time log in rather than send an email and wait for a response—that's been something where, again, we're trying to give some asynchronous communications capabilities to our own clients and direct reporting pieces. You know, the last thing I'd mention is just kind of it's not all digital, and it really shouldn't be. So, I mean, within my own toolbox, you know, I mean, study after study has shown that we process info differently when we write things down. So, I mean, I use a bullet journal, which if you're not familiar with bullet journals, just, you know, look around online about it. It's a system that basically, you know, you set like a daily list of to-dos and you add to it instantly as things come up. And that doesn't mean every email that comes in gets added to the list, but the priorities that you're not going to tackle instantly, that you know you're going to want to get back to, you're throwing it in a list. And at the end of the day, you look at kind of what you accomplished, what you didn't, what you want to triage to the next day, what you want to say is not important, and maybe we'll park it for later in the month. And so, having that kind of like analog screen in addition to the digital screens that I'm looking at all day kind of does help me keep kind of centered and grounded, which I think is helpful for me. So I don't know. I mean, what's your toolbox look like, Josh? What are you doing to kind of organize the chaos?
Joshua Tallent
Well, I am curious about the bullet journal. I've tried doing a physical journal before and a physical to-do list, and sometimes it works well. But the problem I always had was now I have to sit down and actually copy these things over from this page to the next page, and that whole process of it just takes time, and every day I'm going to have to go copy the same thing I forgot to do or didn't have time for today. It's now five days later, and I've written it five times. You know, so that's a little frustrating to me. But at the same time, I get it. I understand, you know, the value of having that. So I'm always kind of interested in those solutions, even to the point where, at one point, I bought a paper tablet for the purpose of trying to get away from being on a screen all the time, but also have a digital record of whatever I was writing, and it lasted a little while, but it ended up being replaced with an iPad. So it's a... yeah, I think for me a lot of, again, a lot of my to-dos end up being what's in my inbox and what I'm actually having to deal with. You know, we have, you know, HubSpot that we use internally for tracking our sales process, so we're, you know, we're doing tasks in that all the time. And a lot of the bigger projects, I just have a list that I'm going off of of, you know, things that I need to be working on that are, you know, bigger projects, and they come up every week in our ops meeting or every... in our management meeting, to forget...
Tyler Carey
...those ones. Yeah, yeah.
Joshua Tallent
So now with the...
Tyler Carey
I'm curious, Joshua. Do you use like flags, categories? I mean, what are kind of takeaways for the listeners that help you? I mean, especially when you get down to 20 messages, which I'm really impressed. You know, but how do you flag those things so you know what to come back to? You know. Yeah.
Joshua Tallent
I have flags of, and probably don't do it nearly well enough, but I do have a lot of tags that I'm... labels that I use, and we use Gmail as our backend. So tons of labels that I apply to everything. I have automatic filtering that happens to a lot of things, to, you know, for BISG board meeting kind of details that always gets flagged automatically when it comes in. I use a lot of browser tabs as well, and groups of browser tabs to help me, you know, centralize things. I've got different projects I'm working on. They have a tab group, and I can, you know, keep all of that tab group in a specific place and be able to, you know, come back to it easily. There's a lot of things that I'm doing. Just, you know, I tag something in an email. I send off the response, and I wait to hear back. And that's where I sometimes lose the thread because somebody doesn't respond, and I don't, you know, they didn't see my email. They've got a million in their inbox, and so they don't respond nearly as quickly or something. So then I'll lose the thread. So you know, what I try to do is keep a running list basically of things in my note-taking app, that you know things that I need to remember to keep up with. It's not a great system, honestly. It's not, you know, it's not bad, but it's definitely ripe for improvement. So I'm glad we're having this conversation. It's encouraging me to reconsider how I handle that. And in the age of AI, it makes a ton of sense. You know, using Gemini or some other AI tool to help me organize all of that more efficiently is probably where I should be thinking.
Tyler Carey
It's actually kind of funny sometimes with some of the AI layers that are in different mail tools, some of which I like better than others. But you know, for my personal mail, I use Gmail, and I'll get like a reminder, you know, kind of like from Gemini, like, "Hey, you never got back to so and so," you know, it's kind of like shaming me, but it's like, oh, thank you for reminding me. I should schedule that appointment for my kid. You know, so yeah. So it is kind of... I think, you know, different... As I said, everybody's wired differently. Everybody has different demands and priorities. You know, but it's kind of interesting to see how we all are arriving at systems that work for ourselves, or we're trying to. You know.
Joshua Tallent
Yeah, and it's always this is a thing. You can't just live on the system you've always had. I've made that mistake in the past, and I've tried to readjust and readapt to the new technologies and new ideas. And sometimes it works. Sometimes, you know, some new idea, new system that I decide to implement actually sticks, and it really works well for me. And in other cases, it doesn't. You just kind of try to adapt. But, you know, the stress of all of this, though, can still be problematic. Some people, all of us, at some point or another, struggle with the stress of, you know, all the things barreling down on top of us. And we're in the middle of summer recording this right now in July, so most people are probably like, "Well, I'm going camping this weekend, or I'm going out to the beach, or whatever. So I'm not nearly as stressed as I would be in September." But what do you... What are some thoughts that you have for people that are in publishing and trying to tackle everything that they've got on their plates? What are some thoughts you have about helping them kind of keep that from being as big of a problem?
Tyler Carey
Yeah. I mean, and I think it's funny you mentioned about it being summer and relaxing because I was just on the phone with a publisher yesterday, and the head of one of our trade clients, and he was like, "You know, I remember when July used to be quiet, you know, like the agents disappeared and the authors were on vacation." He's like, "This is like the busiest July I've ever had in my life," you know, when he and I spoke about this. But yeah, I mean, I'd say there's a lot of avenues for help, and you know, I've been in the industry coming up on 30 years now, and I'd say the avenues for help now are needed. It's a stressful industry. On one hand, I think, you know, I talk to friends who are carpenters, attorneys, school teachers—they're all stressed too. I mean, I don't think publishing has a lock on that. You know, I think everybody has a different work stress. I think there's stuff that's available to us in publishing, though, and just as people, that's worth doing. I mean, the one thing I'd say that is key for any of us, whether you're senior in your career, whether you're just out of college and starting out, anywhere in between, you know, is find a mentor. I mean, whether it's within your organization or through an industry org, and I know you and I are involved with BISG a lot. I've certainly benefited from meeting folks on the different committees over the years. They've kind of helped mentor me in different ways. It's always good to have a sounding board, especially one who may be a rung or two up the ladder from you on an org chart, because they may have been there and done that, and they can share their expertise. Another thing that I'd say for folks in publishing is beyond finding your person, you know, your kind of mentor person, I just suggest participating in groups. I mean, a lot of us go into publishing, there are roles within the organizations that are much more social than others. Roles that are more solitary. You know, there's kind of something for everybody in publishing. But even if we are in our comfort zone, where I like working from home and I like kind of my solitary role, it's good to get out there and meet other people in the industry, just so you have those connections. So I mean, whether it's BISG, if you're in the UK, the IPG, Association of University Presses, any kind of industry org, you know, that you can kind of latch onto. There, you know, New York Book Forum is a great one because your company doesn't have to be a member. You can just join for a membership fee, and it's like nothing per year. I mean, it's, you know, $25 or $50 or something, where you get access to the virtual events, and then you can sign up for the in-person ones too. Those kinds of things are really helpful, I think, so you can get to meet other people in the industry, you know, kind of cross-functionally, and just get out there and see more people. Because you know, we all need help from time to time, and sometimes it's a mentor, sometimes it's building up more social connections in the industry or networking. But I'd say, you know, that the industry nowadays versus when I joined, I'd say is much more in tune on the topic of mental health than when I started. So I mean, there's avenues that are open to all of us. You know, your company has insurance and an employee assistance program, but there's even like apps and things now that you can go to for help that weren't there. But I mean, just like it's a self-determined step to say I need help if you're really stressed out and it's really getting to you, and that can happen in a lot of ways. I mean, it can just be work and stress level, which affects all of us. It can be depression. It can be alcoholism. I mean, there's a lot of different factors in the industry where this can kind of present itself, and you know. So I think it's the kind of thing where it's that first step of identifying that you need some help. You know.
Tyler Carey
Whether you're dealing with something that's a 12-step program, or whether you're dealing with something where it's just picking up the phone or going to the website to the EAP and asking for help, but I mean, I think we're all worth it. You know, it's we're all valuable to the people around us, not just at work but at home. And you know, you deserve to take advantage of those kinds of tools and things. And I'd say for those of us who've, you know, evaluated different options for support and going down different paths. You know, I'd say a lot of us come out with a lot... you know, kind of a lot deeper toolbox on the other side of that. You know, some moments of clarity that help you go, 'Oh, well, that's something I don't really need to be worried about,' or 'Oh, that's a stimulus that, you know, maybe I can just kind of ignore at work.' You know, instead of kind of, you know, kind of, you know, getting anxious about something. You know, so I mean, there's, it's a journey, obviously, but you know, I think it's something where when I started in publishing, that was the kind of thing where like you'd get your benefits package was kind of like, you know, in these hush tones: 'We have an employee assistance program,' whereas now it's something that I think is much more commonly talked about, and it's tools that are available to all of us. And as you're managing stuff, if you need more than the bullet journal, and if you need more than, you know, using Dropbox Dash or Inbox Flags, you know there's other kinds of help aside from organizational help that are out there to help you, and you know it's worth doing. So yeah.
Joshua Tallent
Yeah, and I think that idea of having a mentor, having friends, having people in the industry that you're connected with, that you see, that you talk to, obviously we need people. And as somebody who works from home every day, because I'm, you know, our whole company is remote. I need people. I need people to talk to, and you know, have those encounters that you would normally have at the water cooler to chat about in life and to be part of the industry, but connected as a person. I think that's really helpful as well to think of it that way. So, thanks for that. I appreciate your thoughts on this. It's obviously a little different than talking about, you know, necessarily what Westchester does. So, just briefly here at the end, what does Westchester do? How do you help publishers with workflow and solutions?
Tyler Carey
Sure. Yeah. I mean, we work with over 700 publishers around the world. We're headquartered here in the U.S. We have offices in the U.K. and in India, and we work with all kinds of publishers. I mean, we work with large publishers. You know, some of the Big Five. We work with folks who are sole proprietorships, where they may have written a book and self-published it and said, 'You know, I can do this. I'm going to help other people publish their books.' So there are some publishers we work with where they maybe put out three or four books a year, and it's a labor of love. Might not be their full-time job. So it's every genre and vertical in the market, and every end of the spectrum from kind of, you know, small DIY operations up to, you know, large enterprises. We help these organizations copy edit, typeset for print, proofread, index. We have a whole list of services up on the website. It's about, I think my last time we tallied it, like 120 different things we can do on a book. But the key thing is we try to help folks take a manuscript through to final files for a printer, accessible digital files that you can trust, you know, to sell in the library market or to sell in, you know, Europe or to align with school markets, and just try to make it an easy process and affordable process as possible, so that you know they can focus on all the key things, you know, within their production or manufacturing department, rather than having to typeset every book. You know, we're kind of that capacity release valve for people. We're not always doing all the work. We're doing the stuff that they want to get off their desks, so again, they can manage their time and have a fuller day, so there you go.
Joshua Tallent
That's good. So, where can people follow you online, Tyler?
Tyler Carey
Sure. Well, WestchesterPublishingServices.com. Westchester also has a large presence on LinkedIn, and I'll send you for the link my personal LinkedIn profile as well. And those are the primary avenues for us. And you know, as you said at the top of the call, you and I tend to show up at pretty much every conference out there. So I'm sure if you see Joshua, you might see me across the exhibitor hall too. So always great to see people in person at conferences. And the next conference we're attending is the IPG Autumn Conference in the UK. So if anybody's headed to that one, we'll see you there.
Joshua Tallent
Great. Well, thanks, Tyler. Really appreciate your time. Thanks for coming on the show.
Tyler Carey
Thanks for having me, Joshua.
Joshua Tallent
That's it for this episode of the Booksmarts podcast. If you like what you've heard, you can leave a review or a ranking on Apple Podcasts and Spotify and wherever you listen to the show. We also really appreciate it when you share the show with your colleagues. If you have feedback or comments or ideas for the show, you can reach out to me at joshua@firebrandtech.com. Thanks for joining us and getting smarter about your books.