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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

people, data, stan, rti, world, industrial, cars, problems, innovation, vehicle, autonomy, technology, collaborate, company, cloud, solution, intelligent, connectivity, run, trusted

00:00

On this episode of industrial talk, we're talking to Stan Schneider Real Time Innovations or RTI, about autonomy, the technology that is needed to encourage and to facilitate autonomy, you need to listen to this podcast. Let's get going.

00:20

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat, grab your work boots, and let's go,

00:38

alright, let the celebration continue on industrial talk. This is where we highlight and celebrate you industrial professionals all around the world. Because you're bold, you're brave, you dare greatly innovate like nobody's business, you're solving problems, you're keenly focused on that. And you're making my life and the lives of many around the world. Yeah, you take that to the bank. As mentioned, we are talking to Stan Schneider, CEO of RTI, and we're going to be talking autonomy. But there's, there's this whole level of innovation that is needed. So let's get cracking.

01:18

Be like it or not, it is here to stay. You better be in the game, you better find your trusted innovation team to give you the give you the lowdown on what is taking place in industry, what is happening in industry, from an innovation and technology perspective, because it is necessary for you to create that business of resilience, that career of resilience. And I can't I mean, the conversations that I have all the time is how do I how do I, as a company, leverage innovation, leverage technology, to help my business, be better in the future, whatever it might be, get greater value out of my assets, whatever that is, that conversation happens all the time. And the only way that I can give you guidance on this is you got to find trusted, advisors trusted, because there's a lot of buzz out there. There's a lot of noise out there on innovation. So Stan, yeah, you can definitely trust that gent, and you can trust the people at RTI. Alright, couple of things, before we get into the conversation that I want you to put on your calendar. All right, we need to get back to normal, right? Whatever that is, whatever that next normal is, let's, let's lean on each other, to be able to do that. Let's have that, you know, that ecosystem of people driving to get back to normal, whatever it might be, I want you to put this event, this wonderful event on your calendar. It is of course, the IoT solutions World Congress, and it is May 10, to the 12th. It's in Barcelona. And I've been very fortunate to be there at a couple of times. And it is a spec tacular event. And it is Chet I mean, you're you're tripping over people who have just mad skills. And it is a great, great venue, to collaborate, to network to get the most and solve problems and find the individuals or find the companies that can definitely answer those questions trusted, right. And that's what we're all about. Now, I'm going to also just sort of just encourage you, you need to be a part of the industrial talk ecosystem. What does that mean, Scott? Well, it is, of course, an entertainment platform, but an industrial entertainment platform that brings out the human side of all of these incredible leaders, industrial leaders. But the best part about it is that you get to collaborate, and you get to connect with people who are just all bent on solving problems, and helping each other achieve whatever success they're trying to achieve. Over the years, I've had a number of conversations as you are well aware. And the conversations always, always, it's never really the technology. It's always the human side. Who can I work with? Who can I collaborate? Who can I trust with? Who can I do? Who can who can who can I? Those are always the questions, always the topic, because everybody, everybody wants their business to succeed their career to succeed, who do I collaborate with, to make sure that that happens? So I'm going to challenge you on these conferences. There's a ton out there, you, man, you go out to this website called 10 times.com 10 times s put an S on that and you'll see All of the events around the world incredible website, by the way, and but the reality is, is that what are we doing? What are we doing to get the most out of these events for your company, for solving problems, and I'm going to just share with you how we approach these conferences outside of the fact that we broadcast Yes, one. And that is just a great way of being able to get the attention that you so desire and deserve, right. So we broadcast live at these events, it's fun, it has nothing short of fun. And then we create this video, and the video is fun. And it highlights all of the wonderful things that are happening at the event and the energy. And it just is a great, great combination. one two punch on how to get that attention to you so deserve but the reality is, is that Gone are the days that we just go to a conference, drank great bourbon and eat great food and and Yuk it up with many people, it could still happen. But I think we have to be far more pinpoint focused on why are we there? How does it impact our bottom line? What is the return on our efforts, right. And so you have to think, think in a way of being able to say, Okay, I'm going to IoT solutions World Congress, there's a pre pre activity, right pre, then there's during, and then there's post, I break it up in those areas, if the pre activity includes I need, I need to schedule schedule, firm connections with my existing customers and my quality or whatever quality connections, I'm going to do that. And that requires a lot of pre work a lot of work upfront. Because when you get to that location, when you get to that site, when you get to the event, you're ready to go, you're ready to roll, you're ready to have that conversation on how your solution, your focus, your, your whatever it is, can help solve problems. And then you fill it up. And then you just keep because the reality is, we could go out to LinkedIn and say, Okay, I'm just going to try to find some quality leads out there. And it's just the cost. But the reality at these events, these events that bring everybody together, they're all there, face to face, human interaction is key, get the most out of it. Okay, so you go to the event, you're on a podcast, you're talking about the subject matter you're talking about, you've already done your pre work, you're out there, now you're, you're doing your stuff right there, you're broadcasting, it's great, you're getting a value added, you know, asset right there. And then. And then the real goal, real rubber is is that you follow up, you nurture, you have to keep at it, you got to you've got to continue to nurture the relationships, listen to what is being said, what are the problems that are being communicated? How does your solution Listen, how your solution could solve problems and be able to have that conversation. But the best part, and the most important part is that you're desperate, you're focused on that individual success, right? It's keenly focused, I want that individual, that company to succeed. To do that, too. You've got to open doors for that customer to it's not only just saying, Hey, we got a great solution. Here it is. It's wonderful. And it could be that right. But I want a relationship. And I know many water relationships that go beyond that. It's like, Hey, I hear what you have to say, I know our solution is good. But I'm destined and focused on your success. And therefore, therefore, I'm going to introduce you to this particular individual. And you make that introduction, you're part of the solution. Talk about Goodwill, talk about the way to collaborate. And I'm telling you right now, trusted individuals, important solutions, innovation important. But the reality is, you don't have all the answers. And that means you need to collaborate. And the more you collaborate, the more you have that conversation, you will succeed. And you'd have to succeed because you're that important. You are, you're just that important. All right. Let's get on with Stan Schneider. So I was very fortunate to be able to interview Stan at IoT solutions World Congress in Barcelona, great guy, and you'll quickly recognize that he's definitely smarter than me. He is. He's got a real sense of honesty, and a desire to truly solve problems. So as we start talking about trusted people, Stan is one of them. And if you're looking and if you're trying to say, okay, autonomy is an important component to my business, and I can't send us data to the cloud, I need something that is right there. So that there's this quick, quick response. Like, let's put it this way. Automobiles. Yes, you need quick response. Stan knows all that. His team RTI knows all that. And I think that you need to reach out Schneider CEO, real time innovations. They just go by RTI. That's the website. So enjoy the conversation with Stan. Stan, welcome to industrial talk. Thank you very much for finding time in your busy schedule to talk to the best. And I mean, the best and the well educated listeners that industry has on industrial talk. How are you doing there, Stan?

10:48

Great.

10:50

The last time we spoke it was in Barcelona. And again, I think I shared with you prior to this conversation that I can't even remember that. I feel like I had hair that that time. Well, it's I'm so glad that you said yes. And you and and the reason we're doing this is one absolutely want to know what's what's happening at RTI, what's happening with standard, what's all of that that's all important. And also, we need to talk about getting our life back in order and whatever that looks like from the IoT solutions World Congress. Before we get all into that, give us a little background, Stan on who you are.

11:26

Hi, I'm Steve Schneider, I run a company called Real Time innovations, RTI, we are a software framework provider for autonomy are the largest in the market by a pretty good margin, we build a software that allows you to put together intelligent distributed systems outside of the cloud. So people think AI is everywhere. It's really not it's mostly in the cloud. And we are trying to enable the real world to be more intelligent by taking smarts and letting them run outside clouds. So

12:03

so I don't have to go to the cloud with your with your solution.

12:07

Now we use things like you know, we call it autonomy. Everybody says you say autonomy, right? Things vehicles, and we are in 250, autonomous vehicle designs of an amazing variety of things. But

12:21

I gotta ask the question, is it really going to happen? Well, will the future just have autonomous vehicles where I could just jump in, get on an autonomous vehicle or my car will be autonomous? Will that ever happen? I mean, really?

12:37

Well, sure, autonomous vehicles are everywhere. Now you probably don't realize that, you know, we started out doing flying things. Lots of autonomous flying things, much easier problem but jumping in his car and dry as soon as you get the, the, you know, bio prejudice out of your head that people are better drivers and computers, you can do that. I started my career crashing cars for a living. So did you really? I did? Yeah. University of Michigan. I was a biomechanics impact.

13:14

Researcher. Yeah, the first one? Just FYI. I don't know, Benny, you're the first one. Congratulations.

13:21

He said I was so I was very excited about that is a long time ago. But you know, back then, we were working on things like, you know, smarter airbags, multistage airbags and Side Impact Protection Systems and crumple zones and crushable steering columns and child seats and wheelchair restraints, and on and on and on. We have all of those things now and more along with you know, stuff like any blood brakes and electronic stability control and any drunk driving laws. And back when I was there, I was all excited because 45,000 people a year in the US were dying in car crashes.

13:58

See, that's pretty cool. We take it for granted out right? We just do. We,

14:03

the sad part is that today, right? I mean, pre pandemic, I suppose there were still 40,009 year kind of crashes. So from a safety perspective, you know, we're driving more miles so it's better per mile. But you know, we couldn't even run tests more than 35 miles an hour. It's just too much energy above that. And I don't believe you can ever make cars safe without fixing the number one safety problem in cars, which is you

14:34

well, maybe pre pandemic but postponed or right now during pandemic I never tried so

14:39

yeah. changed a lot of things but I I do think that you know, at least from a statistical point of view, our task will many locate merit, many environments will be better than non autonomous to go through it soon. And it's a you know, The computers will make mistakes you would never make, you know, they'll they'll, some of the famous ones will mistake a truck for a sign making go under something like that. But you make mistakes that computer and ever make falling asleep and

15:15

driving drunk. And personally, I think it's going to map out,

15:19

you know, everybody, everybody's done that they shouldn't do that. And it's just, yeah, so I do think there will be a time when man in place, you know, it's not going to be everywhere immediately. The autonomous vehicles are coming and they will be safer.

15:37

See, I'm all into it. And and, and I'm, I'm very bullish on it. I think it is definitely going to happen. Yeah, it seems sort of, you know, Logan's Run ish, I guess future. But the reality is, is people smart people like you are making it happen and thinking through it. And it, it just gets better. And so, Michael, my my hope is that all I have to do is jump in I don't have to drive, and I'm safer. And I have to deal with traffic either. I could just sort of sit back and you know, hang out. Alright, let's talk a little bit about IoT. In our conversation prior to this conversation. I thought this was absolutely brilliant. And and listeners agree or disagree. Don't send me a text. I don't want to hear it. IoT. IoT is poorly defined. And I agree with you 100% on that one, because it's, it's like the miscellaneous file, right? Yeah. So I tore through the internet of things. And it's like, things and give us a Why do you say that?

16:42

Well, everything, by definition is a thing. That's very everything. So Internet of Things doesn't really mean much of anything, except that everything has a computer in it. And everything is connected, and awful hard to name anything, they won't have a computer and be connected and just a very few years. 2030 years out there. I mean, computers are increasing in performance and decreasing in costs of this stunning rate. I went to the University of Michigan, I remember going to football games, it'd be a stadium with 100,000 people in it. 100,000 people and you just feel like this little thing, right with this huge press of intelligence around you and humanity. Well, computers increase in performance 100,000 times every 25 years. So when I was a little thing in that stadium, I imagined that entire stadiums available for the computing, I have today, in 25 years from now we'll have 100,000 stadiums, a factor of 10 billion, no more than 10 billion 10 billion in 40 years. So it's it's more than than

17:53

But it's it's even even that timeframe. It's compressing even faster there is there's a philosophy out there. By the way, that's bucket list stuff for me. I want to go up to Ann Arbor, I want to be in that stadium, just just to see it. Because it's it's perfectly shaped. It's like perfect bowl. I like it. Alright. Yeah, I digress.

18:15

10 billion action 50 years, it's just it's, it's hard to understand that it really is the only thing that matters, you're building a system that has to last for the next 3050 years, even 20 years. It really is the only thing you should be thinking as the only factor that matters is how do you take advantage of intelligence, which people don't people don't get today. But I do think the IoT is really pretty much divided into three huge I call them spheres, buckets, whatever you want to call them. There's the device monitoring bucket, which is most of the consumer world in a lot of industrial world to is where you have a device, and it talks to a single cloud service. It may be lots of devices, but it's just, you know, one cloud service since I think like your Nest thermostats or your Fitbits.

19:11

Right here, baby.

19:12

Right, exactly. It's connected to a single cloud service, and it can monitor and control things. In the industrial space, you'll hear about, you know, predictive maintenance and things like that where it's monitoring device. That's one class another class. That's probably the biggest class by the way, good. Sort of the easiest in a lot of ways. The other class is optimization, intelligent optimization, where you sensor eyes, a factory or pipeline and you collect a whole bunch of data and you get it up to the cloud. You think about it. And you use that to optimize the system, typically not very real time. Maybe only optimizer once a month, you're going to change how you manufacture something or what you manufacture based on market or something huge class a lot of the big platforms out

20:04

there, isn't it? Hold it before I forget, isn't there an overlap between the device? And then the Intel optimization? You need a bunch of devices to create that? Intelligent operations? Right?

20:15

Yeah, but it's not I don't know if any strong statement, of course, there's overlap everything, it's everything,

20:22

right? Things

20:25

are things I don't know very many device monitoring things that are also integrated in where they're trying to control and activate devices. That's integrated in with a big data collection AI for more many, many different types of devices. Maybe there are it's I'm sure there are actually take that back. It's not. It's not a huge thing. It's not really my world anyway, my world we live in the edge autonomy world third big sphere, where, instead of having the intelligence in the cloud, the cloud might be a player, but the real intelligence needs to be in the edge in the field, where it's running a car, or a medical robot, or power system, or a defense system, or radar or something, you have to have high performance, high reliability, you could never really count on. I would never, you know, safety research, I would never delegate my safety to anything off vehicle. It's just too many too many failure modes.

21:25

So so the edge as a whole is is there's a there's a speed, right? So I have everything sort of there at the site. Right? If I sent that information to the cloud, there's a there's a latency is that is that the benefit of this?

21:43

That's a benefit. Reliability is probably a bigger benefit. The ability to handle lots of high performance can activities another benefit. You know, you just it depends on the application you're trying to do. But the real, the real benefits to having intelligence there with you as you can make sure it's always available, make sure it's always fast, make sure it's connected in the right way. And we sell connectivity technology that says data centric, and I can explain that if you want.

22:22

Yeah, I do. Because well, you're just, you're just full of interesting jargon, that I have no idea what you're talking,

22:28

right. Well, I mean, I mean, trying to make it as simple as possible. In the intelligence world data is everything, right? So data in the cloud is the reason Facebook and Google have such a good map of you is I got lots of data about you. And you know, data is everything, everybody, everybody sort of gets that today. But in the cloud, you have, you know, to make a model of you at Facebook, I've got these months, years decades, to figure out stuff about you and connectivity between you. If you want to make a data centric model of an intelligent vehicle that's moving, the world changes every millisecond or every several milliseconds anyway. And so you have to, it becomes not about the data itself. What about the data flow, getting the right data to the right place at the right time, right, please might be an AI, or an intelligent algorithm that has to have enough data about its surroundings to make decisions. And those decisions happen have to happen in 20 milliseconds, not 20 weeks. And so it's the same concept as it is the data centric cloud world. It's just now really more about data flow that is about the data itself, you have to get the right data that you

23:54

provide it, can I say that there are different avenues of data. Like sometimes data could go into the cloud, because I don't need it right now. I mean, it's goes up there, it's fine as a, but then there, there's data that has to reside on premise, or in the edge or whatever. So that I, I have the necessity to or have the capability of accessing it, or it delivers insights rapidly. Or there are other avenues like that. Not everyone has to be at the edge.

24:28

No, it's definitely there's always layers. Like there's an architecture called the layer data bus, which is a good example of that where you have a go something inside the vehicle, the car people and people get cars more than other things, even though it's only a small part of the opportunity out there. But you know, cars have Lidar is in radars and Video Intelligence and other kinds of sensors and actuators that has to run and that that environment has a very high speed data flow rate. requirements to get the right information to the right intelligence the right time. So you can make decisions. You know, if you're, if you're not in the car, if you're some control center, something that's monitoring 50,000 cars, you might want to know things that are derived from that car, like where the cars are, how fast they're moving, whether they have people in them or not, whether they have some maintenance problem, if there's somebody stuck, what do you do, if you have an autonomous vehicle, it's stuck in a construction zone, you can't really drive anybody there. But I'm actually on the board of an organization called the tele operations Consortium. Not that I think you can delegate safety to a remote operator, you can certainly delegate getting unstuck, to remote on prayer. And that is another layer of different kinds of data. They don't necessarily need direct access to the LIDAR cloud, but they may well need direct access to the video to see what's going on. And then there's a you know, another layer even above that, where you're going to optimize the use of your vehicles and decide whether you're going to deploy them all to Northeastern Phoenix, or, you know, even take some out of that market, or what kind of vehicles might be more effective, or who pays the most money. And the certain kinds of things you do in the cloud today, which is really becoming more of an optimization tells you an optimization problem. So those things are all mixed together.

26:22

How? Oh, great, this is what you know, you've just started, you tripped a lot happening in that little segment, you trip connectivity, this that do this, but I don't even know where to start and tell you

26:37

where to start. Talk to me. Start with the data, start simple start with the systems do I need out of this system, data is coming out of the LiDAR, what data is coming out of the operators or whatever. And they try to build a system designed around the system as components, like object oriented designs that are really designing around objects, which are almost always mapped to physical things. If you instead just turn it all around, it's a complete, I have a great slide where I show an upside down picture of a lake in the forest look, nice reflection, it looks okay. But there's something wrong. You flip it over and everything sort of changed. If you just think about what data do I have, what data do I need? It's why it's called data centric. You start with a data, and then you can build the components around that data, everything gets very much

27:42

easier to deal with. See, I like that I

27:44

like that much harder than you think to actually do that. But

27:47

yeah, because if I saw a, you know, this big old cauldron of data, right, and swirling around, I even have a hard time figuring out that, is that data? Do I want that one? That what that what does that bring? Right? That requires some skilled eyeballs. It's not my eyeballs, it's somebody else's eyeballs. But to do that, I like the fact that you have the data. And if that data is allows you to be a better, you know, make better decisions, then yeah, you might. And then, then if that's the case, then yeah, okay, let's design something around that. And I guess my

28:24

Go ahead. My favorite architecture diagram has exactly two boxes. It has the application, whatever it is, you're doing, yeah. And then, you know, at almost any level, and then inside that there's another box that says data. And what data Centricity does is logically makes it look like all the data in the entire system, this could be this 50,000, vehicle, cars and all their lidars and all their you know speeds and motor currents or whatever are all logically available, any application that asks for it. With the right call quality of service, like delivery requirements, the security and all that kind of thing. It makes it way easier to write applications, and way easier to do things like make a mobile if the, if the application can just request its data and I need it, you know, maybe I need it with 100 milliseconds delay. That's the latency you're talking about. An ad guy, I know how big it is. And I know all that kind of thing. If I can meet that spec, I can be on the vehicle I can be in some controller on the vehicle, I can be in the cloud, I can have the vehicle drive around and change networks it doesn't matter because my applications only dependent on the data. It just makes it way simpler design. It's a it's a definitely a leap of faith in your thinking as a designer to think about the data first because for most people, it's it's

29:56

and there's there's a lot of companies out there that have been collected data they just have data data, I've got data, and then they they deployed these systems, but they really do not take advantage of that data for point of clarification. Stan, you mentioned it a couple of times for some of the individuals that don't know, can you define LIDAR? What does that mean?

30:18

Lidar is basically Laser Ranging LIDAR shines, a laser usually scans. So think of it doing that. And it's, it's measuring how far away each of those scan points are. So just like your old fashioned CRT monitor would scan the screen and draw a picture, it's doing almost the inverse is scanning an environment and giving you 3d distances, everything in the environment, and they can be pretty fast, and they can be very accurate. But of course, you pay money for both of those features. You can have cheap ones that just do one line basically, will give you some idea.

31:02

But everything else is the price is coming down,

31:05

right? You see him sitting around me, the mechanical ones spinning around on the top of vehicles, those are relatively high end, ones that are may have a lot of ability to get a lot of lines. And they they get a new update every time they spin around. There's some fancier ones that are all solid state that use phased arrays and things like that to change where the where the lasers scanning. It's cheaper, it's not as accurate. Can be faster someday it'll be fast and cheap. Faster, better, cheaper, right, choose any two.

31:39

Yes, but but but it's gonna happen. And I agree with you on that one. It just is because they're smart people like you and others that are that are going to make that happen. And I mean, the future's bold. From my perspective, I wish I was younger, just but you've been doing it for looking at your stack card out there. 17 years, you've been? You've been leading the way for a long time.

32:05

I mean, you've seen the data centric world since Yeah. So yeah, it's been a while. It's a it's an exciting space right now. It just is. We see it everywhere. Yeah. Medical and, you know, we read,

32:25

I'm reading this book, and it talks about technology convergence, I don't have it in front of me. So I'm not going to spout the title of it. But it's, it's that convergence. And then people like you can see other technologies that that are going out there. And you're saying, Hey, I could use that that helped me here and it, and you put it all together, and it just creates a more I don't know a better solution going forward. It's really nice to

32:52

at least sell integration technology. So I'm 100% behind integration is the hard part, I find a bigger blocker out there. And that bigger blockers just flat out confusion.

33:07

And I'm the president of that fan club, because I try. But it's you're right there. There's a lot of confusion out there. But

33:16

we have I mean, there's an alphabet work activity space, there's an alphabet soup kind of activity technologies out there. And everybody, they all use the same kinds of words. They send data, they're latency, they have throughput they have and in reality, they're just completely different. There is different is trains are from tennis shoes. Yes, they're both transportation technologies. You can't interchange them. And so we actually have a we have an online tool if I can login to that comm. And you can answer a bunch of questions. And it'll tell you at least which standards are somewhat appropriate to your world. See, that's cool. We did that originally to stop people from calling us with problems? We can't so.

34:07

So let's create a tool. And yeah, we could solve that. No,

34:10

yeah. Well, we want to talk to the people that will fit, I can ask you five questions and tell you if you're gonna buy our product. And there's simple things like if you said the word millisecond in the last two weeks Do you have more than 10 programmers? They aren't like, you know, give me your design specs. They're just very simple things that you can ask people to find out if you're even in the right Galaxy

34:37

seat. I think that there's a necessity. And I like the simplicity of that approach. I think that there, there tends to be a greater amount of complexity that doesn't need to be there, which then creates greater confusion. So if there's any way of being able to simplify that message, I'm all in because I guarantee you the majority of People? Well, let's put it that way. I'm definitely not a target market. But I like to see what's gonna

35:07

kind of kill you have a nice little online tool, the AIC did a great piece of work called the industrial Connectivity Framework that has all these. It's like 130, dense pages of PDF, I would not expect most people to read but we sort of distill that down in just a few questions that direct people where to go if they're looking at MQ, TT or Kafka or DDS or what say,

35:33

that's a Moscow

35:36

is all automated. And we're not trying to sell anything, we're actually trying to direct people to go to the right way. So we don't deal with the ones that are going the wrong way.

35:46

He mentioned I consortium.org are in industry IoT Consortium. There's a there's a new rebranding out there. And I'm, I'm struggling with the new branding of it. It's in industry IoT Consortium. That's a mouthful, but they got a lot of smart people

36:04

founded or co founded the IoT solutions World Congress.

36:08

Look at you segue again, if this whole RTI thing doesn't work out, you've got a a great and beautiful future in podcasting there, Stan. So tell tell us why. Tell us why IoT solutions? WorldCom.

36:23

That's a disaster.

36:27

Yeah, wow. Very go. Disaster. Don't compete with me. Let me ask why. What? Why is IoT solutions World Congress important to you?

36:38

Um, well, it's been evolving with everything else. This year's plan I love their reorganizing around technology, yes, classes instead of other things they've tried in the past. I think that's really useful. It's, you know, our my company sells into a dozen verticals. So organizing my vertical doesn't help us at all. But we sell a very narrow value proposition, right, we saw only the people answer our five questions. Clearly, way easier if you're going there to get an idea of the components, you know, connectivity and security. And they're, they're all almost obviously somewhat related. You can't have conductivity without security, for instance. Yeah. But it's so much easier to understand the thing and remember, the number one blocker out there is confusion. If you've divided it up into the server component, technologies, people get it better that way. And there's companies like, you know, we have a security solution to but we we will be in the conductivity section, because that's really we have security that works with our kind of that kind of activity that they don't sell a security solution. We just have one that goes with our stuff, which is more common.

38:03

Yeah. See, it's interesting, and you bring up a good point there. One, there are companies out there that are reluctant to true, you know, we do we make our things this way, this is how we have been doing it forever. And that's, that says sort of legacy mindset. And that's fine. I believe that if you are a company that has a desire to be successful in the future, your journey, your strategy, your strategic thinking has to include all of this, this wonderful innovation such as what RTI does, the other area that I think is necessary, if you say that is a fact that is a reality, it got to participate. Then events like IoT solutions, World Congress, and the people that go there is a great resource to start learning and begin your journey. And to find trusted people like Stan. How's that? Did I did I nail it, Stan?

39:05

Yes, pretty good. For you, you know,

39:09

hey, my big game today their stamp be game now my game?

39:14

Definitely. You know, in general, most people go to things like this to understand the world. Confusion is the biggest blocker. The confused mind says no. And, you know, it's a big risk. I mean, our average customers probably spending a couple 100 million dollars building this new intelligent system. And obviously some of them you know, the famous ones like the Eevee autonomous vehicle, they just vehicle design, spending multiple billions of dollars in a decade and to go into that without understanding what's going on is, you know, is not going to happen. So it's it's a good thing. least to go and see how others work and some people are afraid it's all vendors. Well, vendors know what they're doing. I hate to say it, but we've we failed. We've got 2000 applications out there. We failed hundreds of times in that right. And we've learned a lot and we definitely have some ways to help people think about their problems. It's different.

40:23

All right, we got to wrap it up. How does somebody get a hold of Stan and RTI and why that's important outside of the fact that if you're contemplating this, I think you need to at least go to it's rti.com.

40:34

Right. rti.com Easiest URL there is out there

40:38

I can remember it

40:42

will tell you a whole story around now. Um, yeah. Glen, RJ comm you can learn all about the company. You want to connect with me the best place on LinkedIn, just go to LinkedIn for stationery. There's a lot of standard nighters in the world, unfortunately, but yeah. Close to the space.

41:00

Yeah. So you asked that listeners go to Stan Snyder. Put a little comment there, RTI. You'll see it go t greenery, Ana's header, quote, yeah, that that's the Stan, reach

41:18

30 unique LinkedIn page is all a bunch of stories. So yeah, if you like stories, you can go there and read about why we did the company. And that's cool. See why I left my, my Stanford

41:32

academic careers is getting ready. I said, you got a little PhD at Stanford.

41:37

Yeah, a PhD from Stanford. And I left I left academia because essentially, I figured out 95% of academicians are working on problems that simply don't exist. Which I mean, that's not a dig at research, because after 5% changes the world, but if you're in research, you got about a 95% chance of doing nothing useful.

42:02

That's a whole other conversation that would frustrate the hell out of me.

42:06

Yeah, it's it's frustrating in a company. If you do nothing useful. You fail and you get to go do something else. Yeah. Nursing, you can claim you're leaving for decades. And next thing not being having any followers. That's a

42:21

whole nother conversation. It's like digging a ditch and filling it back in.

42:27

To get me in trouble with my academic track against it at all. It's just it's a tough game. Yeah.

42:35

It is. Running a company to be fair, but to be fair, I agree with you. 100%. I've been there done that. And, yes. Don't Don't be squiffy about running a company. You've got to. That's a that's a whole nother conversation.

42:53

You say the word slipping.

42:54

I could say squiffy. You want to put it out on a bumper sticker. You could say squeaky No, no, no, no, no, no, it's it's good now. You get you get it's like, squiffy today, I can't believe it. I got that from a movie. I can't remember where but they are. So I'm squiffy. Wow, is it

43:22

yeah hard working fast paced enthusiastic person who works in a restaurant or bar

43:32

Stan, thank you very much for being on industrial talk and saying yes to something today. squiffy run away have a good time on that one. All right. Thank you, Stan for being here. Great. All right. They're not

43:51

I do end up traveling anywhere. Let me know. I'll hang out with you.

43:56

Yeah, let's see. Hi, beer factor with Stan. You want to hang out with him? You want to have a beer with your factor. Hi. All right. We're gonna wrap it up on the other side. Do not go away. We will be right back.

44:09

You're listening to the industrial talk Podcast Network.

44:18

All right, that Stan? Absolutely incredible conversation, Team RTI. They are focused on your success and you definitely could trust them. Reach out, go out to Stan Schneider's stat card out on LinkedIn reach out and connect. You're not going to be disappointed. All right, again. Let's get to this next normal, whatever it is, that means go into these events IoT solutions World Congress may 10 through the 12th go out to their website, find out more. Again, that is a great a great event to put on your calendar. Because they're all They're just laying it be apart. Be a part of the industrial talk ecosystem. We're just focused on entertainment. Bringing out that human element, and definitely solving problems and being able to collaborate with a bunch of people from around the world. You need to be a part of it. It's easy. Go to industrial talk.com Find out more. So a lot of fun, be bold, be brave, Daring Greatly hang out with people who are bold, brave and daring. Greatly like Stan. You're gonna change the world. We're gonna have another great conversation.

The post Stan Schneider with Real-Time Innovations appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to Max Efimov, Specialist Executive at Deloitte about “Operation 360's Focused and Pragmatic approach to Asset Management”.  Get the answers to your “Asset Management Strategy” questions along with Max's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

deloitte, organization, operation, industry, people, max, framework, innovation, business, pinwheel, introduce, technology, solutions, conversations, hear, elements, iso, talk, industrial, asset

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome, once again, thank you very much for joining industrial talk a platform that is dedicated to industry heroes such as yourself, you're bold, you're brave, you dare greatly you're innovating, you're solving problems, you're changing lives, and you're changing the world. That's why this platform celebrates you each and every day. All right. This is a Deloitte series, we are talking about asset management, we're talking about maintenance, we're talking about strategies around that on this particular episode, and in the hot seat, Max, Efimov, and you got to go out to his stack card out there. It is impressive. That's last name is spelled e f IMOV. I'm telling you, he's engaged you if you're touched by this conversation, and the solutions that are available, and once again, this is a series so we're gonna continue to build on it. You got to reach out to max, let's get cracking.

01:20

So I'm reading a book.

01:22

Yeah, books, books are my advisory board, for lack of a better term.

01:31

I pick them up, I read probably a chapter or two, I put it down, I try to deploy whatever recommendations are in those chapters or whatever wisdom have been imparted. I try to do that. And then I pick up another book, and then and so on, you get the picture. I'm always reading about it, because that's my advisory board for industrial talk media. Now, with that said, I'm reading this book.

01:55

And I'm always fascinated by innovation. I'm always fascinated by how fast it is going. And a good friend of mine.

02:06

Lucian gave me this particular book, he's with IIoT World. And he gave me this book, and it's called The Future is faster than you think. And it's a fantastic read. I just kudos to the to the the authors, which is

02:23

I want to say Diamandis and Kotler, you can definitely get it out on Amazon, no doubt about that, however, very good read. And then you realize what we take for granted and all this innovation that is taking place.

02:37

It's happening right before and we sort of, we don't realize it, and and we just sort of experience it, which is, is great. But there's there's it's just traveling really fast. And it's exciting. If you're in the industry, if you're into into that, I highly recommend that book, it also brings me to the point where I don't think we can educate fast enough. I don't know how to, I don't know how to put in my head information that is needed for

03:08

keep moving the ball forward or pushing the ball forward. And so it's it's an interesting challenge, how do we educate faster? You know, when there was a section on AI, machine learning all of that. And there that technology, these, these computers are able to learn quick? How do we as people learn quick? I don't know, I know, all I could do is just keep reading. And I recommend that you do because got it. The world is depending on you, industry professionals. Now. I also went to a couple of conferences. And I want to just quickly summarize what what the points were. And I just write them down. It's not a big deal. But I just there were really some key points within these two conferences. The first thing is that one, there was a concern that innovation and what's happening in the world today, innovation is not going to be truly available to the small to midsize businesses. And so, you know, large companies, yes, no problem. We're gonna deploy it and but you see the advantage associated with that make mistakes, whatever. What do we do to allow this innovation to allow these this, this insight permeate into the small to midsize business think about that come up with a solution their workforce. boiboi workforce workforce workforce I can't find people can't do I reskill do I upskill What do I do?

04:45

A big challenge. A big question mark. People are trying so I parked that on you.

04:52

Education. Again, we were talking about rescaling and upskilling we've got him because of the speed which

05:00

Innovation is taking place. Big, big topic. And then are we in the world of innovation? Are we in the world of technology in providing solutions? Are we actually listening to the customer? What do they need? What problems are they tried to solve?

05:22

I think sometimes in the world of innovation in the world of, of technology, we get ahead of our skis. And we think that manufacturing or industry needs certain things. But really, when they just got to a problem that they need to solve, and are we just sort of overlooking it? Are we having those conversations that are important to our customers? A big one, trust, trust. I don't know who to trust. With all of this stuff that's coming my way this tsunami of information, innovation, insights, all good. Don't get me wrong. But who do I trust? It's, it's sort of a lexicon. But who do I trust? As well as it's a risk on my part, if I decide that I go down with, you know, one person or one company or whatever it might be? What risk? Am I?

06:20

What am I starting to see? So risk trust, keep that in mind. real conversations with real collaboration with your customer? There, they have problems. are we collaborating and solving their problems? Are we having great conversations that help them succeed? Because the reality is, they have to, we've got to figure it out. So that they succeed, they are that important? Where do I start? What do I do? How do I start? Where do I start? Don't have a question. Supply chain, big, big topic, big topic, pain point. We all know that. And then finally, the topic that everybody needs to talk about, but nobody wants to talk about. And that's cybersecurity, with all of this connectivity with all this digital transformation with this journey, a, a fundamental component is cybersecurity. But nobody apparently wants to talk about it. And when they do talk about it, it's it's really difficult to understand. So how do we simplify, remove that friction? It we've just, it's it's a people issue, the technology, the innovation, and the big thinkers out there, such as Deloitte, and others, they're dealing with it. But are we having those conversations with those companies that are small to mid size, that are dealing with challenges and problems, I throw that out? Those were the points that I took away from smrp. And the manufacturing and technology show last month. Alright, let's get on.

08:14

So this is a series and of course, once again, it's going to be Asset Management is going to be reliability, it's going to be maintenance centric. And this is a model that Max and team Deloitte have put together called operations 360, you'll hear the term pinwheel, but the way it's laid out is very logical, very straightforward. Plug and Play to a certain extent, but the reality is, you need it. You need the solutions. You need the insights, it's vitally important to your business, the resiliency of your business, but fear not we're going to have, you're going to say Scott, I can't I sort of see it, but go out to industrial talk.com. We're gonna have a download of the document and the pin will and some of the parameters associated with that. Alright, let's get on with the interview. Here's Max.

09:06

Max, welcome to industrial talk. How you doing today? I'm great. Thanks for having me. Yeah. We're, you know, listeners, we're going to be talking a little bit about asset management. We're going to be talking about maintenance. We're going to be talking about the strategies associated with that. And Max is definitely he brings the street cred. He's a leader in that field, big time. Before we get going. Max, give us a little 411 on who you are. Thanks, God. So my name is Max. I'm off. Today I'm hailing from South Dakota.

09:40

Home of the Mount Rushmore and

09:46

and the devil speak nearby. So

09:52

I got to tell you, I that's that's on my but I've never been up there. Should I go up there? Absolutely. Absolutely. No

10:00

It is absolutely place to visit.

10:05

Now, especially if you and if you have Phezzan Hunter sounds the place to be. Yeah, it's the it's the place to be. I didn't know that. I didn't i All I remember is Mount Rushmore and and I don't know anything else but but it's it's always a beautiful picture Most definitely. All right, let's, let's get into the conversation the topic.

10:26

Listeners, we're going to be talking about this, this model, this model is called operations 360. Now Max is going to take us through sort of the the high level, then we're gonna dive deep in ladder podcast, but right now we're gonna just define about what this operations 360 Looks like, I've got the diagram, I like the way it's laid out, I can follow it. And therefore listener, you could definitely follow it, we're gonna have it at industrial talk so that you can download it as well give us let's start high right now, why is this diagram so unique, in a sense.

11:04

So I would actually say it is the combination of a lot of talent and a lot of thought as at Deloitte we put together So

11:16

what started with its will look at the existing frameworks. And it says management consultant would like to reuse a lot of stuff. But also, we like to put a unique spin on the stuff we have. And so when we start looking at in the asset lifecycle as the Deloitte, global Deloitte, and we look around, what is the competitive do what is the market does? You know, what are the current challenges? And what are people struggling with, and it's really become very interesting is, you know, the continuous improvement and operational excellence frameworks are nothing new. They've been existing with we found very few of them, I actually almost none of them taken in account industry 4.0 Yeah, they, they haven't been renewed in a long time. So they're also have,

12:06

they kind of started as a in the late 80s, early 90s. And organization established and put them together, but then it's kind of become static in place. The two most common framework you've probably heard in the market space, it's the ISO 55001. You know, that's one that's common for reliability maintenance of the team. But then you also probably heard that Lean Six Sigma, everybody heard about, the Lean Six, is basically

12:35

continuous process improvement, customer focus, and basically removing the waste out of that supply chain and improving the processes. So that's the two common ones, but then when you look at around, all of them,

12:50

have been implemented in the organization in some form or fashion. And they're very good framework. However,

12:59

there, they do provide a robust set of methodologies. But none of them are really comprehensive enough to start addressing new emerging challenges. So if you think about it, ISO 55 55,001 It's actually been static since 2014. So if you think about it, you know, just kind of put this in the context of what does it really mean for the industry in 2014?

13:24

You know, autonomous cars or drones was almost like Terminator 2.0 science fiction nowadays was Tesla you talking to six weeks, six years down the line seven years down the line, and we talking what level of automation we actually introducing into the operation and what level of automation we want, you know, self driving cars, self fino autonomous delivery, etc, etc, etc. You know, six sigma,

13:51

kind of a same way. Again, very solid, but

13:57

very few start thinking about how do you start applying those frameworks for things like

14:03

a gig economy, you know, how do I actually address the energy transition and decarbonization? You know, how do I start looking at the ITU T conversion in cybersecurity? And, more importantly, how do I actually apply those techniques and the frameworks to future of a modern workforce? You know, think about it. The people who in the current workforce are about to enter in more workforce, you've probably heard the term digital native.

14:33

And a good example in my personal life, my son who's 12 probably knows more tips and tricks and constantly teaching my wife and I how to use iPad. So just a different way the people and the current generation basically interacts technology expects of technology and thinks about technology.

14:57

Yeah,

14:59

yeah.

15:00

And I agree with you 100%. And especially the way industry for Dido, the innovation associated with the people who are like Deloitte are just constantly pushing that digital economy. It there's a velocity there. And if if you're not, if you're stuck, it's not negative, don't don't come texting me and saying that's negative. But if you're working from the ISO 55,000, or the Six Sigma, all fine, all great standards. But if you're working from that, you're there is a lot of other things that are taking place that you're might be missing, and you just don't see it. You don't know.

15:40

You absolutely right. And that's why we as a Deloitte, that's why we kind of start thinking about this future challenges, and sort of like, how do we address this unknowns, but at the same time, we want to make sure that we addressing with the pace certainty, and techniques that people can, you know, it's not some futuristic stuff that people cannot understand. Or they feel like it's a,

16:04

you know, too far out there. Right. So it's basically how do you introduce the in a transition your organization was

16:12

based on velocity uncertainty that you expect to have? And so also, how do we introduce the standard, you know, also not to rework everything what the people already have? Because, again, ISO 55,001, or

16:28

Lean Six Sigma, perfectly great philosophies perfectly great frameworks. So how do you leverage all that knowledge that currently have and basically build upon it. So that's why we've come up with Operation 360. It's

16:42

a proprietary framework for Deloitte, it's something we've developed. And we developed this as what we believe it's a help to simplify and drive operational excellence and continuous improvement in meaningful and measurable way, taking the challenge, emerging challenges, as well as the current challenges

17:04

and introduce

17:07

future, you know, introduce this

17:12

introduce innovation in a very pragmatic way. I think that is the very what's what, what's important to us, it's basically, how do we introduce the changes in the organization, you know, in a way where

17:27

it become pragmatic, it becomes value added. But it's also sticks within the organization, because of one of the biggest challenge. It's like, how do you introduce change, without actually rejecting the change.

17:46

And what we're talking about here is, is the necessity to change now, let me put my

17:53

so I'm a manufacturer, gone into existing standards, I've invested a lot of time, energy and effort. And I hear what you're saying. What I do like about the approach, this operation 360 Is that it adds it augments, it sort of bolts on to my existing standards. And therefore, I'm able to change in a way, again, to use your words, pragmatic value added and the recognition, that industry for Dotto, if you're not in it, if you're not in this digital transformation, whatever it looks like, then you're you're missing out. So let's let's start talking about the pinwheel. Give us a little overview of what that is and go forward. So when we look at the you know, what you refer to pinwheel is basically the heart of

18:49

operation 360 framework. And the way we look at the pinwheel, it's really the combination of 12 essential elements that any industry any asset intensive business does today. So it's basically the combination of the best of today was a

19:07

digitally enabled future of tomorrow. And really what it says it's a you know, if you think about the other room, it's a 12 elements of the operation 360. And so if you look at it, it's the combination of operation and environmental safety

19:24

in security and information, risk management, so security,

19:30

Emergency Response Management, incident investigation, facility and design construction, reliability strategy, integration of third party services,

19:44

tying all this with

19:47

business performance management and profitability because again, let's face it, most of the business doing this for the in order to betterment of the

19:57

all of the stakeholders. It's not just the monitor

20:00

income, but it's also positive impact impact on the environment. So that's why we say it's a performance management rather than just a pure, you know, but most commercial businesses also looking at the in terms of profitability, then it's also makes sure that all of the community and stakeholders are engaged in properly communicated, as well as recognizing there's a special place for regulatory and compliance assurance. And lastly, what we call it knowledge management. And it's basically how do you retain that institutional knowledge that we see time and time again, every time we go through this generational change in, in a workforce? It's effectively walking away? And then it is organization do struggle with that. So that's, that's really the pinwheel in a sense. All right. Well, what I do like what I do, like when I look at that, again, when we start talking about existing standards, we've got, of course, the continuous improvement, we've got operational excellence. And that is all wrapped into this particular because you cannot, you cannot deploy, if you don't have a desire to have continuous improvement, operational excellence, and you continue to sort of work it. The other thing that I like seeing is that the you have these thirds, and the first four elements of the pinwheel talk about management, commitment, people and relationships. I like it. I like how it lines up the second four, because it's 12, the second for governance roles and responsibilities, and then finally, systems and process, the remaining four. I like how that's chunked together. Now, if I'm an organization, Max, and let's say, let's say I've got my governance roles and responsibility pretty much nailed down, because we're we just like that.

21:57

Does it have to be all or nothing? Or can I just sort of

22:02

pick another sort of third of the wheel? And that'd be able to focus in and then work that that route? Can I do that? Absolutely. Absolutely. And that's why we purposely designed this to be circular. Alright, because again, as I go back, our premise was when we look at it, the all of the existing standards

22:23

in the world, you know, ISO, Lean Six Sigma, etc. We looked at our own Deloitte generated insights from various projects, we say, we looked at, like, how can we introduce this

22:36

in a non disruptive way. So, it's, it's effectively been designed to introduce organically into organization and grow through their organization. So for instance, if you already have an absolutely top up top quartile reliability strategy or facility in the design and construction,

22:56

you know, and then you say, Well, you know what, I have that, but how do I actually, you know, the my next pain point is basically, how do I retain the knowledge? Absolutely, there is a way since the, you know, that's the How to framework design. So each, you know, he can be combined, if, ultimately, all these 12 elements can be combined. But each can be handled separately. So, in a way, I would say, by employing operation 360 framework, there's a six principal advantages to the organization that we see that's yielding. First, it's provide a systematic framework to enable industry 4.0, and data driven the intelligent enterprise. So it does linking people assets, information, technology, risk and cybersecurity, as well as it continues to continuous improvement across the entire lifecycle of enterprise. And so it's not just, oh, it's only for the operations people owe it or it's only for the CEO, CEO of the worlds or Oh, it's only for the cybersecurity is for the entire organization holistically. The second advantage is because Operation 360s, a digitally native,

24:13

we believe that it helps organization to focus is to focus in the maximize the business transformation benefits. So again, it's kind of again, to as you talked about it, I can combine those elements, however, I can identify if I'm looking to my overall operation and what you know, instead of just digitize everything for the sake of digitizing everything I can take a look at says what is my competitive advantage, it's allowed me to dissect my business across those elements. It's allow me to focus my efforts and then move on to something else, because you can always continuously improve, you know, today, tomorrow and so forth, but it allow you to provide a meaningful and therefore, that is the third reason by focusing on the specific

25:00

If ik elements we also believe it's allow you to get the organization to focus on it. It and OT conversions, right. So it's an information technology and operational technology conversions. It's incorporating in the profitability and performance dimension. Right. So it's again, it's the investments that generate value, not the investments for the investment sake. And Operation provided predictable, reliable,

25:30

predictable outcome and strategies across the business function, as well as the technology enablers.

25:37

The fourth advantage, we believe that for organizations, once they start adopting Operation 360, he will also help

25:46

organization to reduce implementation costs, as well as adoption because again, it is not something revolutionary. As I said, early, we've designers to actually fit in with an existing organization. And taking the best of what's has today's like, if you think about an ISO, it's not just the 55,001. But it's taken a combination

26:10

of ISO standards, like a 14, two to four, it takes 250 5001 31,000 for the risk management at one one around interoperability, as well as all because it's also taken accounts of stakeholders and the compliance etc.

26:31

It's got Scott, did I lose you? I'm here. Okay. Well, well, yeah, I'm sorry, we get a little digitize. It's a part of technology. So we're still on number four, we've talked about how it's, it can sort of reduce the implementation costs, which is pretty doggone cool. Because that's a, that's a big element, my friend, big element. Yeah. So it's simple. It's reducing the implementation costs and adoption time by virtualizing, the best of ISO standards. And it's like things like a 14, two to 450 1000, you know, 31,000, on the wrist 18, one and one on the interoperability, interoperability. And it's also aligned, allowing you or allowing the organization

27:13

align those standards and align this elements with the organization core mission in guiding principles, right, because the pinwheel itself, also take into account the fact that this is not just that ISO standards, but there's a wider group of stakeholders and communities as well as the regulatory bodies you have to incorporate. So again, it's how do you introduce those changes in a meaningful or in a meaningful way that is actually value added?

27:42

So the first one, it's recognizing that the technology, maturity rate, pace, is actually enabler. It's enabling effective,

27:54

effective management, and a development of competencies in the skills because again, it is not just the IT skills, but it says, how do you introduce and actually build as digital natives, across the most technical disciplines, engineering disciplines, as well as at work? So it's how you start incorporating this, the future of the workforce? It is basically how do you build out the competencies? And lastly, it's enabled the data driven decision, and also because it's a very systematic, it's allow you to understanding your decision, not just in the context of pure dollars and cents, but it's gives you this holistic way to look at like, how is it how's the decision, those data driven decision impacting the safety, operational priority, as well as the total cost in a stakeholders across the entire asset and their organizational lifecycle? So I think that is the six key differentiators that we see where operation 360 plays out? Well, and it's, we truly believe this is actually you know,

29:02

and then if the opera organization want to expand their framework, and I want to move in into the industry 4.0 It's, it's actually something

29:14

we would recommend to look at it. Yeah. And this is how I look at it there. Max. The reality is, is that it's a

29:23

being a simple guy, wanting simple solutions. I see that the pinwheel, per your, your, the values, the six points that you pointed out. What's nice about it is that I can navigate meaning I can go around and and you touch on every element that I have to consider. It's not that I'm it's not that I'm going okay, I just use one side and then I got to go find something. It's all right there. And it and it's easily navigable. That's a word it is I'm gonna make it a word. And and that's what I

30:00

Like, and and it's, it's not spread out all over the place now. Now listeners, I'm not gonna sugarcoat it, the elements have, it's like, like the iceberg. There's a lot of depth to it. But at least you can say risk management, I see it right there. We need to, and, and dive deeper. But that's where, you know, Deloitte, and Max can help facilitate those conversations as well. So I like it.

30:30

Oh, and that's the entire? It's exactly the reason. Right? So it's make it easier for people to wrap their heads around, what is the enterprise does look at this holistically. And recognize that each decision you make does have a downstream impact, or the side impact across and in a ripple effect across the organization. So

30:53

yeah, that's, we believe the simplicity is the key, right?

30:59

It's huge, with the the, the chirping that goes on in the industry. And like, it's sometimes it's, it's so foggy, it's, it's, it's hard, I don't know where to go, I don't know what steps to take. I hear it, I recognize it, I need to have it, but I don't know where to go. Here's a nice diagram that says, Here, right here, give this a shot, and then be able to, I would imagine, correct me if I'm wrong, Max, I can hear the other

31:31

viewpoints and be able to sort of dovetail them into this particular pinwheel to give some context associated with it. Is that correct? Absolutely. As a matter of fact, what we hoping to do by people looking at this operational framework, Operation 360 framework

31:48

is definitely a Deloitte

31:52

design. But we're also hoping that by opening up a little bit, we can create the ecosystem around Yeah. So it's not just oh, my, you know, everything is all about the Deloitte but because it's, we hope, our hope it's an open framework, that people can actually

32:14

insert their own solutions. Yeah, and have their own little flavor of operations. 360, because

32:24

our point of view, it's, there is no one size fits all, you know,

32:30

it's

32:33

there, there has to be a centralization. But even the standardization has to be meaningful to the organization that want to standardize. Yeah. And that is nice, because another pushback that, that I hear and others hear is that you're trying to shoehorn me into this particular approach, but that's just not whatever it might be. It's not our culture. It's not how we we work is whatever the pushback might be. So again, I love the flexibility to it. I like that, and you're absolutely right. And especially today, gosh, we need to have that we need to have that ability to collaborate, and create solutions that are meaningful to the organization, we're gonna have to wrap it up on that one. So, Max, how do people get ahold of you.

33:26

So very simple.

33:28

Obviously, my information will be provided.

33:32

Simple Way is, you can find me through the Deloitte, obviously, folks can reach out to me, and I'll provide my contact information that my Deloitte email account, they can reach me on the LinkedIn. Also, on the Deloitte website, we have an asset ecos system.

33:51

Ah, I'm one of the leaders for enterprise asset management capability was in the asset ecosystem. And they always can call me. And if not, if all if everything fails, they can, they can get the they can get to me through Scott. Yeah, that's exactly right. So don't come to me and say, I can't get ahold of Max, because there are too many options out there. He is definitely easy to get ahold of doing a lot of great work out there. Now, this is a series just FYI, I want to make sure that I reiterate, it's a series. This is the beginning of the series. This is asset management. This is maintenance it is it is everything's associated with it and how we plan to approach this particular pinwheel and beyond. So bear with us as we continue to build this information deck. And we're going to continue to hammer and continue to provide great value for you listeners out there. Alright. Max, thank you very much.

34:51

Thank you so much for having me on industrial talk, Scott. Always a pleasure. So hold on more soon. All right, listeners. We're gonna wrap it up on the other side.

35:00

Again, we're gonna provide all the contact information. Plus, Plus, we're gonna be able to give you the link to download this particular document. Big time. It's important. Alright, so stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

35:23

All right, once again, thank you very much for Max joining on industrial talk, once again, this is a series. So make a note of it, put it down on a piece of paper, put it someplace, because we're going to continue to build on this very important topic. And that is, of course, what are the strategies around maintenance? One of the strategies around asset manager? What are the strategies that you can deploy to give your business, greater resilience going forward? It's got to happen. I mean, it's got to happen. And here is a methodology that even I mean, can understand. And that says a lot. All right, we've got to be about education. That's what this is all about. industrial education, because you need to be constantly filling that brain with solutions. So people be bribed dare greatly. We're gonna have another great conversation. Hang out with Max. You're gonna you're gonna like it. Reach out. All right. We're gonna have another great conversation right around the corner. So stay tuned.

The post Max Efimov with Deloitte appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dave Lakin, CEO at Acacia Business Solutions about “Returning to the Workplace with a Focus on Honor, Truth and Integrity”.  Get the answers to your “Integrity Leadership” questions along with Dave's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

integrity, business, dave, project, customers, lies, people, industrial, contract, truth, lose, world, listeners, truthful, calls, roadblocks, conversation, understand, workplace, put

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get all right. Once again, thank you very much for joining the industrial talk podcast, the number one industrial related podcast in the universe. You know what came to mind as I was thinking over the weekend, you are the miracle, you are the hope. You are creators of dream you industrial, you know, hero, because you are bold, you're brave, you dare greatly. you innovate. You're changing lives, and you're changing the world. I don't think I'm overselling that one bit. All right. Dave Lakin is in the industrial talk hot seat. He is the CEO of Acacia business solutions. And we're going to be talking about honor, truth and integrity. bringing that back into your business, let's get cracking. Yeah, I was just thinking over the weekend. It's like, it's, if you're not, if you don't think that you're a hero, if you don't think that you're what you do is important. I want you to just recognize that you are the creator of miracles. It's because of your innovative thinking that you create miracles. It's because of your innovative thinking that you're creating hope. And it is because of your innovative thinking that you're creating dreams. And again, I yeah, I might be the biggest Gomer, for all things industrial. But I truly believe it, you need to believe it as well, because it's that important. And especially now, holy cow, there's a lot going on a lot of great stuff happening. pencil and paper time. Let's get cracking on that pencil and paper time. This is in Barcelona, this is a great event. Let's get back to normal. That's what I want to do. This is October 5 through the seventh. It is the IoT solutions World Congress been broadcasting there for the past couple of years, except for last year. And I'm just telling you IoT solutions World Congress, the industrial internet Consortium, they put on a fabulous, fabulous event. And of course, it's Barcelona, what can you say about that town? A lot, because it's great. All right, put that out there. That's October 5 through the seventh. The next event that I want you to put out there is the manufacturing and technology show. And this is in Cleveland, Ohio, Cleveland, Ohio, and this is November 9, through the 11th. And again, we were very fortunate last year to be able to go up to Cleveland. And it is a wonderful place with wonderful people. And I'm just excited that I'll be broadcasting from this particular event. And just, I don't know, man, it gets itchy to get like back into sort of the swing of things and start truly, truly celebrating the wonderful women and men of manufacturing the women of men of industry, the women of men of innovation, it doesn't really matter. Let's just begin that celebration because you deserve it. All right. Again, we are going to have a great conversation. Good, good interview, Keisha business solutions of the company, Dave like and that's L a k i n is the CEO. And I really enjoy the conversation about honoring, bring an honor and truth and integrity back into the workplace as we start to open doors back up. I think that that is a really wonderful thing. So enjoy this interview. Dave, welcome to the industrial talk podcast. Thank you very much for finding time in your busy schedule. Calling all the way from Huntsville, Alabama, got to share with us some great coaching insights wisdoms, for you listeners out there. So I am going to be absolutely jacked about this interview. As you know, I will Dave, background, give us a little 411 on who you are.

04:13

On March Scott, appreciate you inviting me to be here. I'm an executive coach. And I work with medium sized businesses to make them better, stronger, faster, more profitable, more efficient, and and to be more competitive and successful in the market.

04:30

How did you get into business coaching?

04:33

Well, I'm a licensed program manager and I'm a retired Navy Chief Petty Officer. And I finished up at never headquarters and went from there and the program management got burned out and decided that I really loved helping people like I did back in the Navy and transitioned into into coaching and been down for about eight years and I love every minute of it. So it's my full time gig.

05:00

Acacia is the business name, which is great. And you've been at it for what? eight plus years? You said? Eight years? Yes. Login. Alright. listeners, we're going to talk a little bit about a number of things. And so stay tuned state, like, state the issue here. What are you? What are we trying to solve with this conversation there? Dave? What are we trying to highlight? What is this, this this topic that we want to drive into, and I see it, but I want you to tell me about it.

05:37

The short Cliff's notes version is returning to the workplace from now everybody's been kind of sheltered in place. And we're, we're slowly getting back out there now. And in, you know, out of our home offices into the workplace. And you know, one of the things that the across the country we've been suffering with, for the last several years is, we're getting pretty hot and loose with the idea of truth and honesty and integrity. And, you know, that may work at home, but it doesn't work so well in the workplace, and especially with customers and vendors and things.

06:12

So it's been about a year, over a year, it just seems like it's dragging on, it seems like 10 years, FYI. But all of a sudden, you're right, that this is an interesting change that's taking place in the workplace. Companies have if they made it through the year, they're surviving, and they're trying to rebuild, and they're trying to prosper in this, whatever that next normal is. But you've identified this whole principle of honor, truth and integrity, why what's what's taken place to where that has to be identified and highlighted. I don't

06:47

know, we all want to, we always want to put our best foot forward, right? And, and make ourselves look good to prospective hires, and to vendors and partners in the marketplace. And particularly to our customers, right, the people we're working with, even you know, in the contracts world, we want our customers to just love us. And so that takes us into exaggerating our capabilities, not performance, you know, where we've worked, what we've done, you know, in the, in the whole safety world, you know, we're just as safe as we can be, you know, and, but the reality of it is, maybe not so much. And, and so that's a, that's what we're struggling with. And we take it beyond that, you know, we call it exaggerating white lies, and business ethics, things like that. But at the end of the day, it's just not true. And so where do you draw the line on it? Right? Where do you Where do you say, that's just not true? We can't, we can't say that to our customers, because we have to be able to back it up with performance, right? You know, if we, if this is our safety record, then then that means nobody's gotten hurt, you know, nobody's smashed the foot, now, nobody's lost a hand, we got to be able to say that our capabilities of our product, you know, are great up to this point. But that, but that's where they drop off. We're working on it. But that's, that's our limit. And if that means you lose a contract, I would I would much rather lose a contract. Because it would have forced me to exceed our capabilities and put our future work in jeopardy. But also, you know, maybe potentially put lives in jeopardy, too, right? So yeah, but

08:26

here's the here's the dirty little secret, right? If I submit a RFP, me to you not to say, view you, but let's say business out there, and, and I'm looking for, I'm looking for price, right? I just don't because I'm still in a in a position of I'm trying to survive, I'm trying to keep my doors open. I'm trying to rebuild, I'm trying to figure out the way of being able to prosper in this next normal. And on both sides, I'm looking for cheap and on your, their, their side, they're looking for doing it, right. So there's this mutual and, and the other thing that is a dirty little secret, if I am truthful, like everybody should be, if I'm supposed to be driven by integrity. I'm going to I am going to, unfortunately, maybe reveal a little my dirty laundry and and, and lose, like you said lose opportunities, and I can't afford to do that. What do we do? How do we change that? What are what are some actionable items that we can sort of leverage?

09:32

Well, that's that's a real problem. Right? You know, yeah, absolutely. So so what happens is, you read the you read the requirements of the contract, and then you build a proposal that that absolutely, at the very minimum, if I'm just barely meeting the requirements, this contract, then it's going to cost this much. Right. But But you know, and I know and the contractor knows the sponsor knows that that this can be 100 change orders, you know, so so this is what change orders cost, it's what you know, you usually have to put up, this is what man hours cost at these different levels. This is what materials cost, this is what research and development costs. And, and so you have to lay out all these other things. And they're going to compare you against the reality of the people they're used to working with. But I would much rather come in on on truth and integrity, because, you know, you're fighting against somebody, they might have three other guys lined up who have done this work for them before. But those three other guys also have a reputation they carry with them. Right. So yeah, they do good work. Yeah, they get done on time. But, you know, we get eaten alive and change orders, and things like that. So, you know, even if you're the new guy, if you come in with a spirit of honesty and truth and integrity, and say, This is what it's going to cost a minimum meet the, this RFP. But this is my, you know, my ala carte set of fees, that, you know, we're likely to walk into, if change orders occur, and they always occur. You know, most contractors know that the the real money's in the change orders, right?

11:13

Ah,

11:15

yeah, that is the case. So a couple of analogies here, one. Here in Louisiana, we have the causeway bridge, and there was a big project that was awarded to a particular contractor. I don't know the details of it, but that particular contract is in dispute. And the reason it's in dispute is that we naturally, we, the majority of people gravitate to the it's a commoditized market out there to a certain extent. So I'm going to gravitate to the cheapest provider, unfortunately, it's just a commoditized market. Well, that is a problem they use. From what I understand pour equipment they're trying to cut around, they're trying to make their margins are doing everything they can. It is a failure on both parts. Right. So with that said, I hear what you're saying day, Dave, and I and I'm all just like, Yeah, he's right. It's got to be about honor and truth and integrity. How do I, how do I communicate that with perspectives, prospects that I'm a, I'm a good person, my company's a good company, and we're going to, might be a little bit more but man, we're gonna deliver what do we do?

12:31

Yeah, everybody says that, though, right? So it's not like you're coming up with a new concept. No. Everybody wants to project this, this image of Look, man, you can you can trust this business is built on, on truth and trust and, you know, know, like, and trust, right? Yeah. And so, so we all go in with that position. But it's, it's the, you know, how did you end up at the end of the project, right? Normally, you're gonna have a meeting at the end of the project that wraps it all up, and says that you met all the requirements of the project. And, and, and you, that's where you get to ask the customer. So how did we do? Right? You get that customer feedback. And, you know, unless you're a brand new company, you have you have a history of that customer feedback, good and bad, you know, not every project is just going to go swimmingly, right? So you're going to have that history of feedback. So you can you can show this new customer that you've never worked for before. Look, I've worked for these 10 other companies and the Closeout project, we got these kinds of statements, loved working with them, you know, they did everything they said they were going to do which, just that right there would be amazing, right? They did everything they said they were gonna do they did on time on budget. And, and, and the project turned out great, just like we had hoped it would. So you know, so that's one thing is, is being able to show that history of great performance, right. But also in your day to day dealings, you know, when people can smell fear, they can smell desperation, they can smell I often, you know, we have we have these physical cues when we're lying, you know, tend to touch your face and look away from somebody and, and you stammer over the response to a question because, you know, the truth is too painful to tell you. Even if we even if we can't put our finger on what what a lie looks like, instinctively. Intuitively, we know what a lie looks like. We can tell when someone's lying to us. So we're fudge truth. Well, much in the plain, white lies, white lies, right? You your boss has been, you know, two days a week he's been stepping out of the office, right is don't tell his wife that he's been stepping out of the office. Right. And and you know, the reality is he's taking dance lessons so you can surprise her on her 25th anniversary, but we don't want her to know that he's been stabbed But out of the office, right? So she calls and says, where's Henry? And you say, Well, he's at the worksite. I can't I can't get him right now. Well, it's a lie. Right? So those kinds of lies, nobody gets hurt, it's not a big deal. Fine. Could you come up with something else you haven't got put on the spot. So white lies, whatever. The truth can be painful, right? The customer calls and says, hey, how come you guys weren't out on site yesterday. And the truth is, because we overbooked ourselves, and we didn't have enough manpower to be out on site there. So we were on the other side, even though said we were going to be, but the answer that you give the customer as well, our foreman was out sick, we had two other guys had COVID. And we just weren't able to get up there. You know, when when did the lies stop. And we get back to truth and honesty with our customers. We just weren't able to get out there yesterday, we're planning on putting on extra hours or whatever the response is. But, you know, at some point, we got to draw the line and say, how far we're willing to go. When you make mission vision, core value statements for your business. It's all about who we are, what we do, and what we're willing to do for business and what we're not willing to do for business. And, and integrity has to be taken into account. They're in the military, when, you know, when I was growing up in the Navy integrity was one of our core values. And they, you know, early on in my career, they the Navy redid their core values, and it just want to honor courage and commitment. And I thought it was a real failing, they took out integrity. But you know, you have to have core values in your business, you have to, you know, you have to know what they are how you define them, your people have to know what they are. And your customers have to know. They have to see it in your day to day work, even if they don't know the words.

16:52

I believe and correct me if I'm wrong, Dave, I think there is a level of desperation out there that we want to stay alive, that the market is tight. There's a lot of factors impacting the economy got it. Understand. I think COVID as a whole has given us the approval to be vulnerable, to a certain extent. I'm not perfect. I'm not, you know, a superhero. In a sense, I have challenges. And to your point, I think it's, it's more beneficial. To be truthful in saying, I don't have the people I don't have I have people that are missing just because of XYZ, whatever it is, I think your customers can understand it today. Maybe pre virus, no. Post virus, yes, they can understand it. And, you know, put your adult pants on and we want to succeed. I don't think the statistics with these projects are ideal. I think that every project to a certain extent, has suboptimal results, whatever that looks like, but it happens all the time. But, but I think, to your point, if we, if we're driven by that, we can have these conversations, we can eat that Humble Pie a little bit better. And and yeah, it's not fun, but it has to happen. If we're truly wanting to succeed and flourish into the future. I think we have to do that. That's just my my two cents.

18:34

I agree with you. 100%. But you know, look at your, your, your Scott MacKenzie from the clan, MacKenzie, your type looking guy, you know, I'm, I'm retired Navy chief and, and, you know, we just, you know, we don't want to admit our weaknesses and failings and stuff to everybody. You don't want to wear him when you sleep. But, you know, I agree with you absolutely. Just got a man up sometimes and, and be able to go and say, you know, we didn't get it, we didn't get it done. We were supposed to yesterday, we're gonna go back and do a little redo. We're gonna get it right. You can count on us for that might take a little bit longer, but it'll be right when we hand project over to you.

19:12

It's interesting in industry, unfortunately, we always have all the answers, whether we have the answers or not. But we have all the answers, right? We have the solutions. We have the direction we have the you know, the golden goose, you know, and we just, it's it was just baked into the culture. Nobody. Nobody was vulnerable. Nobody said, that's, that's a job. Yeah, I could do it. I could do that job. And so I like that, but here we are. We're trying to survive. We're trying to rebuild. What are the roadblocks, you're preaching to me? It's good. I want to survive. What are the roadblocks?

19:53

Well, let's look at the other way. What are the roadblocks to continuing the lies right? We lose trust, confidence and credibility across across the line people who sit across the table negotiating with us. They don't know if we're negotiating in good faith, because we've lied to them before and they just don't know. So number one, it makes it harder to get them to the table. So you lose customers, you lose employees, you give them all those expectations, when they're going to come to your company, they're going to be treated, you know, with dignity and respect or, or, or like a ditch digger, who knows, but you know, they're going to be treated in a certain way. And then when they're not treated, at least that well, then then they get upset. And sometimes they leave, they say, you know, 90 plus percent of the reason people leave a job is because they don't get along with their boss, because often, that's because the boss wasn't truthful with them. And of course, you lose revenue over all of it. So the roadblocks for continuing down the road of a lack of honesty and integrity could be greater than the roadblocks to just, you know, to being on a strike. Yet, if you're, if you're honest about it, you may not get the contract. But you may not end up over your head and performing badly in the project either. So, you know, which, which is more preferable, you know, from the time that you that you get awarded the contract until the start date of the of the work, can you make up that last ground for where you need to be to be able to do the work? Maybe. But in that time, we try to make up that last ground, you could be out there trying to get five other contracts that you are capable of doing.

21:32

It's an edge, I look at it. Of course, it's a people challenge, but it's also an education challenge. We don't talk about that we don't talk about the necessity in business. We do. Say we do. But do we mean it about integrity truth on are all those those? Well want to think that we're that way, right, though, don't want it all thinking, we've talked about it, we talk about it. But really, when the rubber meets the road, you're going to say yes, we can do it and try to figure out how to do it. And then during the process during the project during the whatever the work, you figure something else out, it's now, and I would imagine now is the time for bold leadership. And I think that what you're talking about is this is necessary for a vibrant business in the future. I don't have luxury of taking chances, I need to have it done right done right now. And if I have, if I have trust in what you're talking about, I feel better. I will always recognize that sure. Things happen within projects, you didn't know that you could, you couldn't remove that bolt or whatever, whatever it is, you can only say so much course. But still, if we take that position, take that level of vulnerability. I want to have that conversation that truthful, integrity driven conversation. It's great that I leave anything out there. Because I love it. I do I love what you're trying to do. And I love what it's all about. And I agree with you 100%. All right, listeners, we got a couple of things out there. We've got adding zeros, the five disciplines of online training, which is pretty cool. And then another one from adding zeros of five discipline assessments. So Dave, where do I go to get that?

23:40

Well, the The only condition on those is I would love to have a conversation with you about your business and, and where you are and where you're trying to get to, just to make sure that those things are appropriate for what it is you're trying to accomplish. And then I will send you a link. If I think on your on your show notes, you'll have my email address. They get in touch with me and we will set it all up. Looking forward to it.

24:05

All right, listeners, we're all about that education, collaboration and innovation. We got to be driven to that we've got to create a business of resiliency. And we've got to do it with a sense of integrity, honor, and truth. We just have got to do it. Dave is preaching to the choir right here. I love what you are doing and what you are talking about from a coaching perspective. Dave, thank you very much for being on the industrial talk podcast. It's been a pleasure. I really, really appreciate it. All right, listeners, we're gonna wrap it up on the other side. Remember, we're gonna have all the contact information for a day. Acacia Business Solutions is the business. He is the CEO got mad skills, his team out there. They want to make sure that you succeed. And again, it's all about education, collaboration, can't do it on your own. You need people like Dave, and innovation, you got to look at business from an innovative perspective. All right, thank you very much for joining. We're gonna wrap it up on the Other side you were listening to the industrial talk Podcast Network. Again, thank you Dave for being on the industrial talk podcast and sharing your insights and wisdom into you know, the, the need to bring back that honor, truth and integrity back into the workplace can love it. Everything will be out there at industrial talk.com all his contact information and take him up on that free stuff that he offered. All right, to recap, we've got the IoT solutions World Congress, October 5, through the seventh, Barcelona is a great location, love the location, as well as we've got the manufacturing and technology shown that is November 9, through the 11th. Those are must attend events, let's get best worlds back to sort of back to normal, whatever that might be. Let's make it happen. All right, you are the miracle. You are the dream makers. You are the light of hope. That's what an industrial heroes all about. And that's what you are all about. Thank you very much for what you're doing. hanging out with people who are bold, brave and daring greatly. I guarantee you're gonna have a wonderful time changing the world because that's where it's at industry is where it's at. All right, thank you. We're gonna have another great interview right around the corner. So stay tuned.

The post Mr. Dave Lakin with Acacia Business Solutions talks about Restoring Honor, Truth and Integrity appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Matt Mong, Vice President of Market Innovation with Adeaca about “The Power Behind Project Business Automation”. Get the answers to your “Project Business Automation” questions along with Matt's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MATT MONG'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/mgmong/

Company LinkedIn: https://www.linkedin.com/company/adeaca-corp./

Company Website: https://www.adeaca.com/

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Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

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PODCAST TRANSCRIPT:

Matt Mong Interview

Tue, 5/18 2:01PM • 27:26

SUMMARY KEYWORDS

project, business, Adeaca, matt, industrial, company, happening, pba, talk, manufacturing, silos, listeners, system, people, podcast, innovation, champion, mindset, real, standardized

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome to industrial talk. My name is Scott MacKenzie. And thank you very much for joining me. Number one. It does every related podcast in the universe. There, this is a no legacy thinking zone. You each and every day you industry hero come out and say why not? What if you're solving problems, you are bold, you are brave, you dare greatly. You're, you're changing the lives, you're just constantly disrupting in a positive way. You're changing lives and communities. That's why we celebrate you on this podcast. in the hot seat, Matt Mong, he is vice president market innovation with a company called Adeaca, Adeaca and boy, I'll tell you, man, we're gonna have a great, great conversation. And I think it's a topic that is really, I think it's happening now. And we're talking about project business automation, we got a lot to cover, let's get cracking.

01:24

Yeah, you know, what's so great about this world we live in right now is the fact that people once again, innovators, innovation is pushing the envelope, providing solutions that make our lives better, make our products better. And just bottom line, create a resilient business. And it's based off of success. And that's what Adeaca provides. That's what Matt Mong begins to talk about in this particular In short, it is, well, it's 20 minutes, like we always do, but nonetheless, great conversation, you're going to dig it. Alright. Now, again, I'm going to be talking about a couple of events. So get out your calorie, it's going to be at an industrial talk, don't worry about it. This is October 5 through the seventh 2021. right around the corner, let's get back to normal. This is IoT solutions World Congress, it is in Barcelona, and they will be focusing on IoT AI, 5g, digital twin robotics, boom, quantum computing. That's pretty cool stuff. And it is happening this year, thank goodness, Hope it opens up and all that good stuff. And hopefully, I'll be broadcasting from that location as well and highlighting all of the incredible individuals that are changing the world each and every day. Second, the second event that you need to put on your calendar is the manufacturing and technology show. This is in Cleveland, Ohio, this is November 9, through the 11th. And if you've never been to Cleveland, we put that on your bucket list, because that is a great town with great people who are just

03:01

they love that area. And it is beautiful, no doubt about it. And this event is

03:08

going to be just absolutely spectacular. And it's going to be in a great venue. So put that down. That is the manufacturing and technology show November ninth through the 11th put it down, it'll be out there on industrial talk.com. So if you're not, you don't have to worry about missing out. Now. We're going to be doing a lot of things. You know that industrial talk is about education, collaboration, and innovation in the industrial world. And I believe that that will be changing lives and communities. Big time, we can do it. And fortunately for me, fortunately for industrial talk, we have the opportunity to talk to the very best and we're going to be cranking out a lot of great programs. We're going to be talking about cybersecurity and why that is important. big topic, right? In utility transformation. Another great topic that utilities got to get on on the train the digital transformation train, it's leaving the station. So anyway, there's a lot of great stuff that's going to be happening at industrial talk. So just bear with me because we're doing a redesign of our homepage. I call it industrial talk two dot O. Very important. All right, let's get on with the Doug gun interview. Matt, Mong M,O, N, G. A, D, E, A, C, A is the company. He is the Vice President, as well, what makes sure vice president he had he had a change market innovation. I didn't mean to screw that up. But anyway, that's Matt mark. Great, great conversation. Enjoy. Matt, welcome to the industrial talk Podcast. I am so honored that you have found time in your busy schedule to talk to our wonderful listeners of this incredible and I'm not overselling it. Incredible podcast. How you doing there, Matt? I'm doing well. Thanks for having me, Scott. Excellent.

05:00

Excellent, excellent. So let's level set a little bit for the listeners out there, give us a little 411 on who Matt is. Yeah, so my background is mainly mainly in marketing communications. And I've been VP of Marketing for several

05:16

startups and small companies looking to grow. And my most recent position here at Adeaca is, is to do the same thing, but going about it a little bit differently. creating our own sort of category for what we're doing. It's, it's a really innovative company, cuz you're gonna be the category King on that particular whatever that category is.

05:43

Yeah, so the, the that category is project business automation.

05:48

Yeah, I love it. And listeners, it's Adeaca, that's A D, E, A, CA. And it's sounded out like Adeaca. So make a note of that. But we're gonna have all of that AP industrial talk calm, so don't worry about it, don't sweat the small stuff. So we're going to talk a little bit about project bid business automation, give us a little background on what that is. So

06:16

first, project business automation is about addressing the needs of project based companies in a single business system.

06:26

So it, what it does is it brings all the project processes inside one business system, which is the DRP, and brings it all together. So it's seamless, and in real time. So that's essentially what it does. And it's for any company that really, you know, visions themselves as a project based company. So it could be, you know, different types of manufacturing engineer to order manufacturing, project manufacturing contractors, also the construction engineering companies, even professional services, a lot of different project based companies are out there. That's what project business automation is for. What is the problem that you're trying to solve with this solution? Yeah, so these project based companies have been operating the same way for Adeaca, which is, they take care of the business system in one area over here. And that may have, you know, their accounting, and, you know, their reporting. And if their manufacturing does have some MRP, maybe supply chain, shop for control, but then all their projects are outside of that. So the project management, their project, scheduling, estimating, resource management, analytics, all stuff to do with projects is outside of that, and they don't talk. And so what ends up happening is, they start using basically tons and tons of spreadsheets to you know, manage their projects, import and export data, try and consolidate it all and figure out what's going on, as you know, projects progress. And

08:09

this is the main reason why, you know, projects are behind schedule over budget. And so we're trying to address that by bringing all this project stuff into the business system. So that all works together. And you know, as a project based company, projects, drive your drive your business, so they should be at the core of your business system as well. So projects drive your your manufacturing project, strive, your construction projects, your supply chain, your MRP, your your accounting, everything is driven by the project. And so if you don't have that connected in one system, it's a nightmare. And then that's what these people are, these people are dealing with, you know, the sad part about it, they're mad is that you brought it up, he said, hey, these have been going on for Adeaca. And and that pain has always been there for Adeaca. And everybody has talked about the fact that, hey, I'm having challenges here and there. And I'm and and but nobody and I don't understand why I don't understand why that there has not been more action in an attempt to be able to consolidate and put this all under one umbrella to grade. I don't have greater visibility in what's taking place in your project. I it just makes it makes complete sense. Why Why? Why are Why are they reluctant to do so? What What is going on? Why it just seems like it's a no brainer. The pain is extensive? Well, yes. So yeah, it's interesting. I think there's a couple of different reasons. The first is, it's just as the way we've always done it, you know, this is just, it's just a traditional

09:48

as far as the culture of what they're doing, and they built up the silos of all these different sort of fiefdoms. Yeah, that's true, right? You've got

10:00

You've got your, your, your project managers over here, and they have their tool and they love it. And they do it this way. And then you've got your engineers over here. And you've got your accountants over here and your controllers, and they do you know, their own things in their own way. And unfortunately, that's sort of how they've grown up. And then when they go out and look for a system, that's how they look, they look, okay, well, we need this and then we need this. And then they don't they don't look at it all together as one business. And so we're trying to get people to focus on your a project business, like and look at it holistically. It is, it is you, you've got a beginning and an end. And if you're a project business, right, many project business out there that make money off of projects and doing it right, and being on budget and on time and all of the metrics that are so important, you would think that that would be just the absolute top of the heap when it comes to doing things. Right. Right. It's not because of the human component, and all these little fiefdoms that happen, it doesn't happen. Yeah, what exactly what it has to it has to be a human, it has to be an education, it has to be a human type of thing. To move that ball forward, it's like, that's it, we're done, we're going to go down this road, whether we like it or not, and everybody's going to participate. Is that right? Absolutely. I mean, the, the customers that come to us, obviously, kind of have this realization, at some point, to some extent, where, okay, this just isn't working any longer. Like they they've optimized these little silos as much as possible. But nothing more is happening, they get these little incremental, you know, productivity gains, maybe here and there, point 2%. And it's just not, it's not affected to the business overall. So it's about educating people on, let's look at the whole thing, and then bring it all together. And that's really going to give you that next, you know, order of magnitude improvement, really the technologies, the technology it is, and it always gets down to people. So this is great, this is wonderful. You've spoken to me, my heart is full of opportunities and joy. Tell us, what do we need to do? What are these actionable points? Let's say we want to begin this journey? What is it? Well, I think first you need to,

12:26

somebody needs to be the champion in the organization, whether that's, you know, the continuous improvement person, VP of, you know, the CIO or the CFO, likely, it needs to needs to look at this and look at as, okay, we need to, we need to make a change.

12:44

Because it's gonna take a lot of education, and in getting people on board with, with the change, because you know, a lot, they're just used to it. So and they have to look at it from a different perspective. Like, we got a lot of customers who come to us, and, you know, say the, you know, the, the CIO, or CFO is like, okay, we're gonna do this, but then you got, you know, even you know, you have people that are unwilling like or, you know, skeptical, you know, on the lower rungs, and they're like, well, we use this app, and I don't know if this is going to do what we want it to do. And then three months later, they're like, Oh, I get it. Like, it's about the whole company. And we're just, you know, everybody's able to see what's going on in real time. Now, I get it. So it's it, it is an education thing. So it's, it's sort of that mindset of, we're a project business, we need to think like a project business, and what does that mean? Okay, well, then we should look for a project is this system. Right? So that is, that's how people need to think. So just for clarification, how do I need to think like a project business? What is that? What does that look like? I know, it's not what I'm dealing with today. Whereas pay pay pay pay pay? This is okay. And it's like crazy and nutty. That's not a project mindset. What is that? Yeah, so it's really about

14:03

the center, like bringing projects to the center, a lot of companies see themselves, as you know, I'm an engineering company, or I'm a construction company, or I'm a, you know, a manufacturer. First, they see that first, and then they think, but you know, we do it as projects. So we need we do need some project stuff over here. So they and that's how project management applications have typically grown up, there's, you know, they've usually been used for, you know, internal projects where, you know, it's just,

14:32

you know, it's something you might you got some projects doing, you're trying to improve the business, and it's internal. And it's, it's sort of separate from net, the bottom line, really, but when you're a project based company, it is the bottom line, the projects drive, the business, the revenue, the margin, it's all right there in the project. So the project has to become center, and the way that they think and they approach their business and they approach their systems and how they support their business.

15:00

They have to think projects first. And then oh, that's true. I'm a project based company, I'm a project business. And at the same time, how do what what do I deliver with my projects, that's, that's the difference. So I deliver a deliver an airplane, or I deliver a turbine engine or I deliver, you know, steel modular frames, you know, that, you know, it doesn't quite matter.

15:28

To a degree, what the actual product is, or the services, if you do it by projects, you need to think projects first. See, it's interesting, you're changing my mindset on that. And so I get it, I get it from the perspective, if I'm a black and Veatch or a key wit, or a Jacobs, and they make a lot of money doing projects, that's what they do, we've been on this, we're going to do this project, and we're going to, you know, build this water treatment facility got it, there's a beginning, there's a middle, there's an end. And that end is a delivery date. and everything in between is the budget and executing, got it, I can put my arms around that type of a business as a project business. But I think what you're sharing with the listeners and myself is that even a manufacturer that's manufacturing, plastic pieces, whatever it might be internal to that business, our projects,

16:25

I might, I might have a project to optimize that line, I might have a project to do whatever. And and from that perspective,

16:35

I shift my mind from manufacturing to a project and therefore, that drives that optimizes, because I have a project mindset, even in those environments. Is that correct? Yeah, it can be used that way? Absolutely. Because you know, that, and this is sort of been happening for a while now in the industry that, you know, every everything's becoming project fat, you know, projectized, you know, so yeah, you know, people are trying to make that shift, I just think, you know, the project based companies that were where they are delivering through projects, those are the, those are the key people that need to think this way, they need to make that shift in mindset. And then the other other companies who, you know, they may not necessarily be project based, and how they deliver their products, but they can be if they, you know, think about it the right way. So when we you started talking about these silos, which I understand it, and we've all experienced, I know, listeners out there, you experienced, you're living it today, by the way. And one of the things that I think is a driver, is how do you create a unified process map to make sure everybody knows where they're at, and drive the process with drive the system? So there's that you have to have an incredible conversation around that. And everybody's got to shake their heads and say, Yep, that's the process now. Right, that's how we do it now. You know, and that's one of the great things about it is to you systemize, the process, you know, and around that the best practices of your company. And so it is standardized, you know, you can, you know, and that's part of what, you know, the AARP gives you, and it gives other companies in different industries, like, you know, retailers or distributors, distributors, or those high repetitive, you know, volume manufacturers, everything's in one system, and everything talks to one another. And it's all standardized. And that's what gives them huge amounts of efficiency and productivity. And that is what we're trying to do for project business. So you bring your projects inside and into a standardized system. Now you can actually, you gain a lot more control over the process. And but you also give it your you're maximizing productivity through that process, and that standardization. Alright, so what I hear is that I've got to have,

19:03

I've got to have the right individual in place to be able to be that champion, I'm going to have to go through the process, and agree that we're going to take these fiefdoms, these, these silos and begin to bring them together and we're going to be a project centric, focused business. Right now, that's a lot of pain. That's a lot of change. That's a lot of frustration and pushback and all of that stuff. That's why that champions there, you better have better have a strong shoulders, and then

19:41

I'm going through this pain, what's the benefit? What am I going to see? I'm already dealing with it I'm already losing money here. And it's it's it's the devil I know. Right? So there's, there's a lot of there's a lot of different ways to measure ROI on something like this. So I'll go through

20:00

Uh, sort of the two. One is obviously the hard costs. So for example, if you have, if you're using 10, I mean, we've had customers that come to us, and they're using 13, different systems, you know, different applications to do different things, resource management, project management, spreadsheets, scheduling, product lifecycle management, all that stuff, right, and they got all these different systems, well, if you can eliminate 13 different systems and bring it down to one, like that, already, is just those hard costs in in the licensing, but also, the main maintenance of all those systems is is dramatic, as far as cost savings. Now, that's, that's one. But the real big benefit, I think that's even harder to measure is is the

20:47

is the productivity, the visibility into what's going on the real time connections in your business that just speeds everything up, and makes it and increases quality of your processes and your delivery. So all that getting into the one system that does that. So for example, I had a customer, we had a customer come to us, and they didn't know they, they would do very long engagements with their customers probably three to five years on average. And they wouldn't know if they made money on that project. Till 90 days after it was totally complete. And

21:29

and it's just, it's, it's kind of amazing.

21:33

can operate a business like that, right? So now, you know with with the Adeaca PBA. It's real time they know exactly where they're where their project stands as far as profitability, revenue, everything at all times. And so now they know, you know, what they need to do how to make adjustments to make sure that they're going to make money on that project. I would imagine that this creates a business that has greater resiliency greater, given the fact that we had the pandemic, a lot of people, we're not in a good position. Now, I would imagine that there has to be conversation of business resiliency. And this to me speaks to resiliency. Now, with that said, I see the value proposition, I understand the the need to transform that business and have that conversation. Can I want to do it incrementally? Or is it a big bang?

22:28

It depends. Yeah, it can, it can be incrementally depending on where you're at. So for example, we work off the Microsoft MVP platform. So a lot of times they'll implement

22:43

us with with the platform at the same time. And that's that's a big job right there. But then it's really the the adoption that could be incremental. Yeah. Right. So yes, you've got, you know, like we talked about, you got these different silos, and you can't just get everybody use it now. Like, you need to focus on one, maybe bring them over, and then focus on the other one, bring them over it, there is a whole change management process that needs to happen like that. And, you know, it's it's, uh, yeah, I love that. Yeah. Because you want to minimize that, that frustration. You want adoption, you want to be able to bet Yeah, that's great. Get victories? You know, all of that good stuff. What are the roadblocks?

23:25

I think

23:27

there's, there's a couple. One is when they go and look for these typical, these project based companies, when they go and look for any RP or business system, they actually aren't looking for, you know, what project business automation they're looking for. They're looking for accounting, right? They're looking for accounting, some expense reporting, maybe some timesheets, that type of thing. They aren't. So the first challenge is to the roadblock is to open up the scope of what you're looking for. Because it's, you know, there is better a better way to do things out there. So you have to open up that scope, what you're looking for. And then the next challenge is just like I think we talked about earlier, getting that champion and getting getting everybody on board getting that buy in from the you know, from the executive level. Yeah. You know, that's, that's a common tale. With any,

24:22

as we're talking projects, it's a common tale with all projects, it seems like you better have the right champion in place to really push that, that project forward. Alright, let's, let's talk about how we get a hold of Matt, you might be speaking, something that's touched somebody's mind and heart and says, Yeah, I got to get a hold of Matt, how do we get ahold of you? Right, so just Adeaca.com, right, so just go to Adeaca.com. And we have lots of information, lots of documents you can do you can download as well. We have the project business automation blueprint, which sort of defines what we've been talking about.

25:00

gives you a little bit more in depth view of what PBA really is and what it can do for your company.

25:07

And then, you know, just reach out to us, we'll engage with you.

25:12

at any level, I mean, even if you're just looking for some information, you know, we're not here. We're here to educate, is what we're trying to do. That's really what we're trying to do. That's a beauty. All right, Matt, thank you very much for joining the industrial talk podcast and sharing this insights into project business automation, cool stuff, my friend. Thank you very much, Scott. Go to Adeaca.

25:38

Alright, listeners, we're gonna wrap it up on the side, we're going to, I want to make sure that we've get the link to the PBA blueprint, that is a opportunity for you listeners out there to sort of route around to look at that particular thing. And also the contact information for Matt, and all of the social. That don't come to me and say, I can't get a hold of Matt, because I'm gonna have it all out on the industrial talk.com. site. Again, thanks, Matt.

26:05

Thank you, Scott. All right, listeners. Don't go away. We'll wrap it up on the other side. You're listening to the industrial talk Podcast Network.

26:17

All right. Thank you very much, Matt, for coming on the industrial talk podcast. I absolutely love the conversation, great innovation, great solution for companies that are really project centric. Right? It's a must. Let's remove all the chaos that can exist within projects because it's happening. It's been happening. There's a solution, Adeaca. Alright, reminder.

26:41

Put this on your calendar October 5 through the seventh. This is IoT solutions World Congress, you got plenty of time to put it on the calendar right now. We're going to be talking all things IoT, Ai, 5g and everything in between highlighting the best of the best at that particular conference. Let's get back to normal. And the second one, the manufacturing and technology show.

27:02

That is November 9, to the 11th. beautiful town of Cleveland wonderful people wonderful venue. Alright, you've got them down, make it happen. Let's get back to normal, the sooner we can. Be bold, be brave, daring, greatly hanging out with people who are bold, brave, daring greatly. You will change the world industry changes the world. Thank you. We're gonna have another great conversation right around the corner.

The post Mr. Matt Mong VP with Adeaca talks about Project Business Automation appeared first on Industrial Talk.

The post Mr. Jason Kay with IMS Evolve talks about IoT implementation success by understanding your customer’s core business appeared first on Industrial Talk.

We discuss current industrial news and insights that provide real solutions to real problems facing industry. We need to:

Collaborate

Innovate

Educate

With Speed

And face these Challenges Head On!

The post EP 04: Monday Morning Industrial Wake-Up News of the Week and Insights for your Success appeared first on Industrial Talk.

Stop with the pride and ask for HELP!

Over the past month, IndustrialTalk Podcast has had the opportunity to talk to many industry leaders. For your consideration, here are themes:

1. We Need To Collaborate and Solve Problems. We need collective help!

2. We Need To be More Innovative. Not just technology but business processes/model and human capital/talent. Everything is on the table!

3. Swift Action. No time to plan the Hell out of something, move decisively!

4. Perfection will kill you! Better to move than to be perfect.

5. Trust. Find the trusted customers, partners, prospects and heroes for collaboration and solving problems.

We will get through this #covid19 world. Let's #collaborate, #innovate and take decisive #action! #podcast #podcasting #industrialtalk

Thank you for your tireless #leadership and #inspiration: Heather Preu, Beverly Rider, Sheila Ronning, Alex Alleyne, Marcus Chan, MBA [L.I.O.N.], Eneida Canev Ken Baldo Daniel Burke-Aguero, Vincent Rutgers, Industrial Internet Consortium, Arola Torruella Berrens, IOT Solutions World Congress, Mobius Institute

Bottom-line, NOW IS NOT THE TIME TO PULLBACK! We need to be Bold, Brave and Dare Greatly to make this challenging time and opportunity for succeed.

Again, NOW is the time to evaluate and question every aspect of your business to ensure long-term viability and possibly increase your market share!

Over the coming weeks, Industrial Talk will be discussing tangible solutions to take Action today with a keen eye on success for the new future.

Are You Ready? Find out how to excel in today's market on this episode of the Industrial Talk Podcast.

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BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Operation Phoenix: Collaboration, Innovation and Action, Strategies for Getting Up and Running appeared first on Industrial Talk.

Live from IoT Solutions World Congress, IIC Voice Podcast interviews Robert Jackson, Global IIoT Program Manager with Moxa and Syed Ali IIoT SME at Chevron. In this episode, the Robert and Syed team discusses leveraging IIoT solutions for optimizing Heat-Exchangers. Get the answers to your “How” questions along with this teams unique insight on where it's all headed on this IIC Voice Podcast interview!

You can find out more about Robert and Syed and the wonderful team at Moxa from this interview and the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

ROBERT JACKSON CONTACT INFORMATION:

Personal LinkedIn:  https://www.linkedin.com/in/robertcjacksoniii/

Company Website: https://moxa.com/en/

Company LinkedIn: https://www.linkedin.com/company/moxa/

Company Twitter: https://twitter.com/MoxaInc

IIC Twitter: https://twitter.com/

IIConsortium IIC Company Website: https://www.iiconsortium.org/

SYED ALI CONTACT INFORMATION:

Personal LinkedIn:  https://www.linkedin.com/in/syed-ali-pmp-p-e-84a65119/

Company LinkedIn: https://www.linkedin.com/company/chevron/

Company Website:  https://www.chevron.com/

PODCAST VIDEO:

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

Business Beatitude The Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Live from IoT World Congress Mr. Robert Jackson and Syed Ali with Moxa and Chevron talk IIoT and Heat Exchangers appeared first on Industrial Talk.

The post Stratum Radio Series on Last Mile Configuration of InforEAM by Michael Snyder (3 of 3) appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we are continuing our series about Why You Need To Podcast! Again a podcast strategy is vital to improving your Sales and Marketing opportunities and to humanizes your Brand in 2020.

In this episode, we address “Podcast Sales Funnel Strategies”. The power of podcasting is that it's an incredible sales platform. We start at developing content that is focused on positive internal resources. The following episodes will also include strategies on Partners, Customers and Prospects. Stay tuned, we are going through all sales channels in the coming weeks. Find out how to bring in Sales by leveraging your podcast platform! Be Bold, Be Brave, Dare Greatly and Change the World!

PODCAST TRANSCRIPT:

00:01                                    Again Scott MacKenzie. We are talking once again about why you need to podcast. Now you heard my why, you've understood the necessity that I don't like the word. I can't. You can, I know you can as well as, um, the ability to humanize content. You need to be able to stand out, right? That's where we're out. Now we're getting into the sales component. That's where I'm really passionate about. Uh, if I didn't start the podcast back in my story because I, I needed to create a way of being able to, uh, bring about attention to my company and leverage something that is different in this hotel, numbness, this sameness that exists there in content. And now we're going to venture on into, uh, exactly what that is and we're going to just sorta go step by step because I'm going to limit the time to make sure that you understand and capture bottom line.

01:01                                    If you don't want to do the podcast, if you don't want to try to figure out how to do it, I've got all the information out there. But if you still don't want to do it or you're nervous about or whatever, you need to find somebody, you need to find somebody to be able to do it on a consistent basis because it is a powerful sales, marketing and branding platform. If you're out there on, uh, the watching it on video, we're going to go to a slide. All right? This is a, this is a slide and this is how I typically approach a target audience. This is how, uh, when representing other companies, this is how I approach my relationship with the companies. And now you can, you know, take off my hat, put your hat on and you can apply the same strategy, but we're going to go step by step.

01:51                                    So if you're out there on the video, we have four components for targeted audience market for content, okay? And one is internal. Those are internal people, the uh, partners, people that are partners to your solutions or whatever it might be, customers who have used your services in the past, like your solutions, whatever it might be. And of course that targeted prospect audience. So the first one, we're going to talk a little bit those, that's how I sort of arrange the way I look at how I am approaching the market using of course, the, the podcast platform. So the first one we're going to talk about in this episodes, it's internal. So once again, we talked about the podcast providing a really a human component to your content, your marketing material, your sales approach. And what we're doing with the podcast is being able to pull out that human component in the dialogue or in the conversation we have with whoever that might be.

03:09                                    And in this case, we're talking specifically about internal people. So I have a company, this is how it is. I have a company now I have internal people who would like to talk, who, who are passionate about what the organization is doing, what the company is doing, whatever that purpose might be. I'm going to identify these people because what I'm going to do is I'm going to build a content centric sort of strategy around the human, right? That's what makes sense. And I'm going to start with the easiest low hanging fruit out there. And that is the internal, those are the people that are internal to your organization. So what I do is I'll say, all right, company, Acme, whatever, my B, let's talk about getting some internal people that reflect and, and are a part of whatever you're doing now. It, it could be, it could be people that are in customer service, it could be your sales individuals, it could be, uh, operations, it, it could be a mix of all your internal people.

04:21                                    And this is what it does. One, they're very positive. It's an an without being an infomercial to your company. It's baked in because it's about your company. And what people hear is like, wow, they're very happy about this company. They're very passionate about what they do. They're excited about where the company's going. They like the purpose of the company. That's what you're trying to draw out in this conversation. And you highlight them. Hey, here's, here's Susie Q and we're going to talk a little bit about why she's so passionate about customer service. Here's Joe Guy and we're going to talk a little bit about their focus on, you know, maintenance, whatever it might be. But the reality is it's always positive. It's positive interaction. It is, it's just a great interview. You know what else it does outside of the whole sales component. Outside of all of that, you create an environment within your organization that's pretty excited.

05:22                                    It's pretty cool. Hey, you know what I did? I did an uh, I did a podcast where my company and it was a lot of fun and we had a great time. And just that alone creates a great culture, right? So the first thing out of the gate, right? You interview internal individuals. This is a part of building your content platform into a sales. And so you can, you can sit here and say, okay, here's the best part, another best part. Here's a, here's another part. You could sit there with this interview and then say, Hey, you know, customer, but you prospect, you know, prospect work. We're real passionate about our customer service and we just interviewed, uh, this person, uh, about customer service and why they're so happy about it and what, what they believe in. And these are the individuals that we highlight within our organization.

06:15                                    I just thought of you prospect, enjoy the conversation. All of a sudden you're giving information that is specific, impossible, possibly beneficial to your prospect about customer service, how your organization does customer service. It just goes on and on and you know what else? Now I'm going to take that podcast, I'm going to transcribe it, I'm going to use an automated transcription and now I'm going to put that on your website. And now all of a sudden, SEO wise, organic wise, now you have content, written content on your website that is specific to your organization, that is that you know, Google and other web search engines are looking for. And then all of a sudden you, you've got to keep building it, use your long tail strategies. So right off the bat, you need to do podcasting. You need to consider how to bring that into your organization.

07:18                                    And this strategy that we're going to go through over the, as long as it takes for you to realize that you need it, we're going to continue on this path. So today you got to think about it. Look at your internal, get everything all up there. It'll be out on industrial talk.com I mean, it's all available for you for free. And this is how I, me personally use this platform to sell, to, to gain attention, to create a better brand, to market my business. This is it. This is it. It starts internally and it makes people feel good. And you get your story out there, you transcribe it, it's all positive. So again, be bold. Be brave, dare greatly. I'm not going to belabor the point. Get it done. Become part of the podcast and let's see where it goes. So tomorrow we're going to be talking about your partners. So stay tuned. You're listening to the industrial talk podcast network.

PODCAST VIDEO:

RELATED PODCAST(S):

Why You Need To Podcast – My Why and Find Your Why!

Why You Need To Podcast – The Old Way

Why You Need To Podcast – I Can’t

Industrial Podcasting 101 – The Reason

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Industrial Talk Free Webinars:

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Why You Need To Podcast – Podcast Sales Funnel Strategy appeared first on Industrial Talk.

The post Why You Need To Podcast – Humanized Content appeared first on Industrial Talk.

Live from Inforum 2019, Energizing EAM Podcast interviews Marcela Rascon, Vice President at Stratum Consulting Partners. In her interview Marcela discusses the the flexibility of InforEAM, proven implementation strategies for success and applications in multiple industrial market segments. Get the answers to your InforEAM implementation questions along with Marcela's unique insight on the “How” on this Energizing EAM Podcast interview!

You can find out more about Marcela and the wonderful team at Stratum Consulting at the links below. Also, get your free InforEAM Toolkit. Finally, get your exclusive free access to the Industrial Academy and webinar access to “Building a Better Industrial Sales and Marketing Platform for Greater Success in 2020“. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MARCELA RASCON CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/marcelarascon/

Company LinkedIn: https://www.linkedin.com/company/stratumcp/

Company Website https://www.stratumcp.com/

Company Facebook: https://www.facebook.com/stratum

Infor EAM: All you need to know about InforEAM

YOUR INFOREAM TOOLKIT:

Click on the InforEAM Toolkit picture above and receive the following “Must Have” EAM reports:

1. 7 Steps for implementing reliability-based maintenance
2. 10 steps toward a paperless operation with mobile EAM checklist
3. Asset intensive industries, finding the straightest path to the cloud
4. EAM vs CMMS, don't get fooled
5. Infor EAM Brochure
6. Infor EAM Overview
7. 9 fleet management challenges and how to resolve

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

Related Podcasts At:

https://industrialtalk.com/infoream/

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Ms. Marcela Rascon Discusses the Successful Implementation Strategies for the InforEAM Platform appeared first on Industrial Talk.

Live from Inforum 2019, Energizing EAM Podcast interviews Mary Devine, Director of Marketing and Events at Advoco. In this interview, Mary discusses making your customer the hero by providing real solutions for success. Find out more about Mary on this Energizing EAM interview and the wonderful team at Advoco by the links below. Also, get your free InforEAM Toolkit, exclusive free access to the Industrial Academy and free webinar access to Building a Powerful Sales and Marketing Platform for 2020. All links designed for keeping you current in a rapidly changing Industrial Market. Enjoy!

MARY DEVINE CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/mary-devine-advoco/

Company Website https://www.advocoinc.com/

Company Facebook: https://www.facebook.com/AdvocoInc/

Twitter: https://twitter.com/advocoinc

Infor EAM: All you need to know about InforEAM

YOUR INFOR EAM TOOLKIT:

Click on the InforEAM Toolkit picture above and receive the following “Must Have” EAM reports:

1. 7 Steps for implementing reliability-based maintenance
2. 10 steps toward a paperless operation with mobile EAM checklist
3. Asset intensive industries, finding the straightest path to the cloud
4. EAM vs CMMS, don't get fooled
5. Infor EAM Brochure
6. Infor EAM Overview
7. 9 fleet management challenges and how to resolve

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

Industrial Talk Free Webinars:

Related Podcasts At:

https://industrialtalk.com/infoream/

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Ms. Mary Devine making Customers heros by providing real solutions appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Jaime Jay, CEO at Bottleneck Virtual Assistants about outsourcing strategies that will improve your financial bottom-line by freeing you up to effectively focus on work that expands your market, improves your sales and brings in revenue. Learn more about Jaime and the great work at Bottleneck Virtual Assistants at the following links below:

Company LinkedIn: https://www.linkedin.com/company/bottleneck-virtual-assistants

Personal LinkedIn: https://www.linkedin.com/in/jaimejay/

Personal Facebook: https://www.facebook.com/heyjaimejay

Company Facebook: https://www.facebook.com/bottleneckvirtualassistants/

Instagram: https://www.instagram.com/heyjaimejay/

Personal Twitter: https://twitter.com/heyjaimejay

OTHER GREAT INDUSTRIAL LEARNING SOLUTIONS:

Infor's Educational Alliance Program:  https://www.infor.com/services/education-alliance-program

Infor's GenOne Program: https://go.infor.com/genone/

Festo Didactic: Blazing the trail in hands-on Industry 4.0 training: https://www.festo-didactic.com/us-en/

OTHER GREAT INDUSTRIAL RESOURCES:

InforEAM:  https://www.infor.com/products/eam

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Bliss Drive: https://www.blissdrive.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

RELATED PODCASTS:

Industrial Leadership – What You Do Is Important!

Podcasting 101 – Physical Tools

The post Industrial Operations: Industrial Outsourcing Strategies with Jaime Jay appeared first on The Industrial Talk Podcast with Scott MacKenzie.

The post Industrial Operations: Industrial Outsourcing Strategies with Jaime Jay appeared first on Industrial Talk.

In this week's Industrial Talk Podcast, we discuss the positive impact that technology is having on the Industrial supply Chain. Guy Courtin brings a wealth of Supply Chain knowledge and vision into the exciting future of Supply Chain. Want to know more about Guy head to the following links:

Personal LinkedIn: https://www.linkedin.com/in/guycourtin/

Personal Facebook: https://www.facebook.com/gfncourtin

Personal Instagram: https://www.instagram.com/gcourtin/

Personal Twitter: https://twitter.com/gcourtin

OTHER INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

RELATED PODCASTS:

Industrial Marketing: Standing Out In The Crowd.

Industrial Sales – Industrial Market Segmentation!

The post Industrial Operations: The Positive Impact of Technology on the Supply Chain with Guy Courtin appeared first on The Industrial Talk Podcast with Scott MacKenzie.

The post Industrial Operations: The Positive Impact of Technology on the Supply Chain with Guy Courtin appeared first on Industrial Talk.