Industrial Talk is onsite at Hexagon LIVE and talking to Chris Walcot, CEO of Progressive Technology Solutions about keeping critical assets operating and your business running.  Here are some quick points:

Also, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2023. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

CHRIS WALCOT'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/progressive-technology-solutions-ltd/

Company Website: https://progressive-tsl.com/

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

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

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

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

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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

Active Campaign: Active Campaign Link

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

Industrial Academy (One Month Free Access And One Free License 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!

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The post Chris Walcot with Progressive Technology Solutions appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Michelle Katics, Co-Founder and CEO of Bankers LAB about “Powerful Financial Simulations with Real Insights”.  Get the answers to “Financial Simulations” questions along with Michelle'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 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MICHELLE KATICS' CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

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

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

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

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

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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

Active Campaign: Active Campaign Link

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

Industrial Academy (One Month Free Access And One Free License 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

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

lending, work, big, bank, customer, bankers, industry, financing, equipment, finance, manufacturer, product, rusty nail, manufacturing, solution, simulation, piece, democratized, create, innovation

00:00

All right industrial Talk is brought to you by endeavor Business Media. Now I'm telling you man, they put on a great show I was at the one that they put together called the manufacturing and technology show in Cleveland, Ohio. You got to put that one on your bucket list for next year. Great venue, great event, and put on by a great company with great people that's endeavor Business Media, go out to endeavor business media.com Find out more, you will not be disappointed enjoy the interview.

00:35

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 get

00:52

right once again, welcome to industrial talk the number one industrial related podcast in the universe. And I'm not overselling that at all. And we celebrate industry heroes such as yourself, because you are bold, you are brave, you dare greatly solve problems, you are changing lives and you are changing the world each and every day. And that's why this platform is dedicated to you. That's why we celebrate you. Here we are broadcasting from the manufacturing and technology show here in Cleveland, Ohio. And I want to give a big shout out to all the manufacturers that have great I mean, it's full of solutions, right here solutions, you got a problem. They've got a solution. That's what the manufacturing and technology shows all about in a hot seat. Most shell kennix Did I get that right? I got I nailed the kennix part. And she is co founder of bankers lab. And you say to yourself, Scott, I don't know you will know about bankers lab after this conversation. Michelle, how're you doing?

01:51

I'm doing really well.

01:53

That's good. I've been stalking you for the past couple of days, which is pretty creepy. However, I when you lose, I found you. And you're on the podcast because your story needs to be told who was the other founder.

02:05

The other founder is Kurt Gingher, who's our CTO and he designed our simulation algorithms which have been used in industry for over 10 years.

02:15

You've been around that long we have. It's pretty cool. By the way. It's cool that you have the URL bankers lab. Oh, yeah. But unless somebody says bankers slab, yes, they do that too, huh? Of course, it would be me. Because reading is not a strong suit for me. So for the listeners out there, give us a little background for one one on who you are. Sure,

02:41

I am a recovering banker. And I'm sorry to hear that. And I'm a banker who was trying to solve our own problem. So I worked in a big global bank that had 57 countries. And we were supposed to teach everybody in 57 countries how to manage complex lending portfolios. Okay, not easy. No, spoiler alert. Even bankers aren't really sure how to do that. And what I realized is that when we just put them into a simulation, kind of like, you know, if you want to learn to drive a motorcycle, you can do those fun Moto GP. Right? Right. Games. Right, right. Learning by doing so we created this numerical simulation to just let people do what if and what if I did this? What if I did that? And it worked.

03:26

So it's not it's an Excel spreadsheet right now? A little bit more. So

03:31

it's slightly more Yes, it's a web application that is hosted on AWS and Azure from Microsoft. So Kitty, it's a we've used it in over 30 countries. And initially by you know, obviously a big customer base of ours, our banks and financial institutions. But now, it's spreading across the world.

03:54

So here's the deal. So, so you come up with this platform, this algorithm, this solution that can give you the ability to do what ifs, which is what the financial institution should be doing each and every day, right? And now they're using your product.

04:10

Correct. And furthermore, we're saying wait a minute, the manufacturers can actually beat the banks at their own game, because the manufacturers understand their customers that they're selling their goods to they understand the right they can create a sticky so if you're a big manufacturer, and you're trying to sell big piece of equipment, if you tell the guy, good luck, go to the bank, when you get back and got your loan, then I'll sell it to you. Instead, you can say, you know, what, what's your issue? We'll create a financing option, which many manufacturing companies do, but now it's democratized because of cloud computing. So even a relatively small manufacturer can be their own GE Capital.

04:52

Okay, you're gonna have to run me through that. Sure. Because here's, here's my thinking, my thought process. I recognize it Because I love finance. I've created the models, unfortunately, all through Excel. But I became very good at it. Anyway. How does how does one? How does one do that I, here's my typical understanding, I've got a need, I need capital, I go to the bank, then they look at my whatever they look at financially, then they say yea or nay? Or we will do it if this and this is it. That's sort of the traditional, how does that differ?

05:32

Oh, well, first of all, our partner, turnkey lender has the automated platform, and they use API's to pull in data from here and there and everywhere. So they can automate it, you know, set up some models in there, give those risk indicators. And also, you know, you don't necessarily need AI and all this data, for example, you know, let's say, their first time customer, start out with a, you know, a rent to lease, and then the minute they start paying on time for three or six months, step them up to the lease to own and then expand your product set. So you can do your product design as the financer to, you know, encourage that product step up with the customer. So sometimes it could just be role based. Other times you can pull in AI for other stuff. And, you know, we we help banks and any lender design those products, and then you play around with the sim

06:25

see, to see that that's where the real from my perspective, because I would always like to dabble and do what ifs and you simulate all day long. But you through that activity through that simulation, I believe you learn more you understand more, you're saying, Oh, I see how I did this, it impacted that I understand all of that. It makes me an owner, probably more are knowledgeable about the financial implications of whatever the decision I need to make. Do you ever get to a point where somebody is playing around with that simulation, seeing it ride and work in it? And decide? No, I just can't I just I can't justify it. I just can't get the numbers, or do they come to you and say I'm trying to get here? What do I do?

07:18

What typically, I mean, there's no one right answer. So it's really being dynamic to the situation. So even in an economic downturn, saying, Gosh, it's downturn, should we just shut up? No. Figure out how to adjust your parameters, adjust the strategy for the current situation, situations change? So yeah, maybe you need to cut back your exposure amounts or, you know, be a little more conservative in those lending decisions during the downturn. But but the point is, the world is not a place where you can just say yes or no and shut shop, it's a matter of being dynamic, and being able to gain things out. In any economic scenario.

08:00

Can I take your solution, your tool, and look at it from a more holistic point of view from my business and say, Here's, this is my business. And this is how it's sort of, and be able to put in those parameters to saying, Okay, I've got a picture of it. And then I can come back and say, however, I want to look at this line, and then I'm thinking about adding some assets to it. What does that look like? Does that does the product a solution helps stimulate those like, Okay, you're going to increase productivity by, you know, 10%, that means bottom line is, whatever in a manufacturer, you do able to do that?

08:41

At the moment, our focus in simulation is on the lending piece or financing piece. So we don't currently have an off the shelf that would simulate the manufacturing productivity per se. Right, right. We focus on the lending part, any type of financing, etc. But certainly, maybe you should be talking to our CTO about that.

09:01

Yeah. Because Because if I'm gonna, if I'm going to take a line, and I'm, and I'm more tactical in this particular approach, if I take a line, and I say, what if I deploy 50,000 In this capital on this line, to increase it by 10%? What is my, you know, benefit, financial benefit? What is it even worth it?

09:22

Right? This sounds like what we call a business simulation. Right? Right. So they're a little bit different. Meaning, you know, what we're doing is numerical simulation, because it's a set of algorithms right? database, you could have 100,000 loans in there. Whereas what you're describing, we call business sim, because you're doing business strategy, and that's something we have partners who do that, certainly lots of solutions like that out there.

09:47

But then again, it all comes back. If I want to, if I want to deploy some assets, and I need to go find some lending. I'm gonna have to just I have to justify the fact that if I do that it's gonna it's going to reap the benefits as I believe it should, and therefore my lending should reflect that too. Yes, that's right. On my resume,

10:11

I'm just gonna say if this podcast thing doesn't work out for you, and you can run a spreadsheet,

10:15

oh, boy, can I do that? I tell No, I will not do that again, all I do is add and subtract now and in my do some percentages, I've got rid of to all be doing V lookups. No, no macros and, and everything else. So why? If you're in banking, why is this so interesting to you? Especially from a manufacturing perspective, why

10:44

the purpose and mission of bankers that from the beginning was to use finance to make the world a better place, whether it's ensuring that banks lend safely by having them on simulations and saying, Hey, guys, if you do this, it's not going to turn out great. So we've always tried to educate the financial sector. So lending can be done to help the economy. Right? properly, right in the menu factoring sector for us, the excitement is that there's a lot of friction in and I guess, inefficiency in the finance piece.

11:21

I think your soft pedaling it, it's more like a, a rusty nail in your eye.

11:29

I think I would not disagree with that. And so let me paint you a picture of the dream, a picture of the dream looks like, you know, I'm a manufacturing company, and I have these clients, and I'm not gonna ship them off to the bank anymore. They want I have a really innovative piece of equipment. So I can create really creative financing options to help them do their beta tests, so they can try new technologies. I know that customer, I can step them up through my product set, I can, you know, I know so much more about that customer than the bank does. So why don't I leverage that to deepen the relationship with my customer to and by the way, I get to make money coming and going now, because I've made money on my equipment margin, and I also made my interest income on the whole amount that I went for. So I get to make my money twice. Now.

12:22

How great is that? I'm having a hard time following that, that that analogy? Are you saying me use me as a manufacturer? And you're saying if I work with my customer, my customer base? Hey, customer, I'm thinking of putting in this piece of equipment so that I can deliver this particular solution to you right? Now, is it upon the customer side saying, Hey, that sounds like a great idea. Then what?

12:52

Yeah, so let's say we're, we manufacture big, let's do 3d printing machines. Right? Right, right across from us

12:59

there. It's like watching paint dry, quite frankly, Washington, it's like, great, it's still zipping around doing whatever it needs to do.

13:11

It it's like the the additive sector, right, where they have all this new technology, new machinery, new equipment. And, you know, I go out to my small businesses who are using my additive machinery, like, Hey, we got new stuff coming out that you guys can create this new process for nanotech or whatever. And the production company is like, but we don't have the cash outlay for that guys, no way. We have a financing option for you, where you can do your beta tests with the equipment, equipment as a service, so that they can try out the equipment, whatever financing product is suitable to help you sell that equipment to the factories who are going to use it.

13:53

See, that's interesting because we were being fed, especially in manufacturing and industry as a general about this industry for Dotto, and all of the Mad technology and innovation has going on there. And and for me, it's it's cool. Don't get me wrong. I'm all giddy about it sometimes. But the reality is, is I want to test drive. I can never get past the option of saying, I hear what you're saying about that data, that IoT device, but can I test drive that thing? And be able to do it? Because Because if it proves to be a successful test, then then there's some greater there's greater possibility for financing. Like yes, if you've removed some of the the risk, right of that decision. That's right. So yeah, like that. That's, that makes sense to me.

14:48

And I think they're whether you're a larger or smaller manufacturer, just you know, now that we've democratized access to these type of lending tools

15:00

gotta back up. How do you define democratized?

15:02

Well think about it this way in the past GE Capital, they, they figured out right away how we make money twice if we finance the product itself, right. But at that time, they need a big on premises mainframes and all this stuff, they needed a big team of people and data scientists, all this right to create that finance function. These days with cloud computing, software service subscription model. Yeah, the parameters, you know, in the turnkey lender software, you know, you have drop down menus, you just pick what you want as your parameters. You know, we go in there with the simulation to help you pick which option you want in the drop down menu, but it's just like anything else, you know, accounting software has been democratized, you don't need these big huge systems, it's very easy to plug and play this software service world, which is one of the solutions here at the conference, for any type of thing people need, whether it's an HR system or safety monitoring system, okay. Whereas before you needed to, you know, you do this big software development project and have a mainframe and blah, blah, blah,

16:08

again, a rusty nail in your eye. Proposition. And I think we go down that road.

16:16

Well, no, and I think my, the painful part of the rusty nail is that it's holding back innovation. And that's what this conference is about. It's about what northeastern Ohio is about is how do we drive innovation. And if you can't take the friction out of the financing piece, we will never get there.

16:34

See. And I love that I love the fact that I was just having a conversation with and we mentioned friction. I said, if you make it make it too hard, then then I'm not progressing. I do not have the habit within me to do that. But if you make it away, that is it that is simple. stressless to a certain extent, but being able to realize the results that you're shooting for, or good, bad or ugly, it doesn't matter. But but you're able to get to it relatively easy. I think you got a good button business model there in a big way. One last question. Why is it important? And there's no political angle here? Why is it important that I believe women need to be more engaged with manufacturing?

17:23

Why believe that any good business is successful because they understand their customers. And half of our population is women. Yeah, God. And I think the other thing is that any great product comes from a collaboration of diverse viewpoints, diverse backgrounds, and everything just gets better. So those diverse viewpoints, hearing different points of view different ways of thinking about stuff, and also the ability to to understand half your customer base. With that diversity. It just, it just makes everything better.

18:03

How do we add that? Sorry, I said the last one was going to be the last question. But this is the last question. I guess, maybe I'm going to keep it up and open. Is how do we how do we begin to encourage greater participation? Yeah, there's I agree with you 100%.

18:21

But how do you get there?

18:22

How do you get there? I agree with you, 100%. And granted, I've been in the room a bunch of guys, and we come up with an answer. And and sometimes it doesn't work. I don't want that.

18:33

I think it's there a couple simple things. Number one is always have bought a girlfriend. Like, by the way turnkey lender. Yeah, we, that's our partner company. And I originally know them because their CEO was was pitching and I was for mentor. Oh, no kidding. She probably knew more than me at the time,

18:52

at the time. Now, doesn't matter.

18:55

Because, you know, we joined forces, and we're stronger by working together. And, you know, I've been mentored by men and women, and I wouldn't be what I'm doing without that. And whether it's through, you know, working with the, you know, student interns or universities or just other companies, just that mentoring piece and just trying to have each other's back and be mindful about it, I think can get you a long way.

19:22

I think it has to be a focus. I think it just like anything else we all talk about, how do we how do we upskill how do we rescale How do we do with it find people to it's it's never ending, quite frankly. But we're going to have to figure it out. And I think it's strategic and very important to our country as a whole. Not looking at it from a macro perspective. We can't play around in this too long. We got to figure out the results. How do people get ahold of you?

19:48

Michelle at Bankers lab.com Am I ch e ll e at Bankers lab.com

19:55

I do not do what I did where it says banker slap don't do that. Don't do that. Don't do that. Bankers. lab.

20:02

You can find us on Twitter and LinkedIn and we're all

20:05

alright. Hey, you were absolutely wonderful. Excellent. I like it. And I can geek out. Yeah, I didn't even go down that rabbit hole. I was going to you're going to, but I didn't know I saw. Yeah, that's right.

20:16

That's right. Anybody wants to geek out on finance? Give us a cup. Yeah.

20:20

It's the right thing to do. All right. All right. Once again, we're broadcasting from the manufacturing and technology show here in Cleveland, Ohio, by the way, I love Cleveland. It's awesome, isn't it? Oh, well, it's me. I love it. All right, we're gonna wrap it up on the other side. So don't come to me and say, I can't get a hold of the show, because we will have all the contact information. So stay tuned.

20:44

Thank you. You're listening to the industrial talk Podcast Network.

20:55

All right, great conversation with Michelle, thank you very much for being on industrial talking, man. Definitely delivering the goods. At the manufacturing and technology show. We were once again, there in Cleveland, Ohio, doing a real time baby, doing it real time and delivering value at that particular time and celebrating industry heroes such as yourself, go out to her LinkedIn stat card out there. That's a shell TEDx, aka tics reach out, create a friendship with her. That'd be great. Because I think what they're doing is absolutely spectacular. Again, we're all about education. We're all about collaboration, and definitely about innovation. And we feature all of those individuals that bring that to the table. You are bold, you are brave. You dare greatly. That's why we do it. And you're changing lives and you're changing the world. Thank you very much for what you do. We're gonna have another great interview right around the corner. So do not go away. We'll be right back.

The post Michelle Katics with Bankers Lab appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Andy Cagnetta, CEO of Transworld Business Advisors about “Strategies to Negotiate and Sell your business for the Best Price”.  Get the answers to your “Business Selling” questions along with Andy'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!

ANDY CAGNETTA'S CONTACT INFORMATION:

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

Company LinkedIn:  https://www.linkedin.com/company/transworld-business-advisors/

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

Other Great Transworld Resources:

https://podcasts.apple.com/us/podcast/selling-or-buying-a-business-with-andy-cagnetta/id1323249710?i=1000515327349

https://podcasts.apple.com/us/podcast/andy-cagnetta-helping-you-sell/id1463251208?i=1000518774158

https://www.youtube.com/channel/UCwQMKGgBRwujx6yMCcC3VAw

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

CAP Logistics:  https://www.caplogistics.com/

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

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

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

Industrial Academy (One Month Free Access And One Free License 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

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

business, transworld, people, buyer, industrial, sell, work, andy, buy, seller, talk, world, deal, cagnetta, marketplace, podcast, industry, understand, listeners, starts

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. Again, thank you very much for joining industrial talk where we celebrate industry heroes, such as yourself, you are bold, you are brave, you dare greatly. You are dream makers. You you solve problems, you ask the questions, why not? And what if, I mean? It just keeps on going and going and you're changing the world. So if you ever doubt if you're coming, if you come to Scott and say, Oh, woe is me. I don't know if I'm, you're changing the world. Put that in your head because that's what you're all about. All right. Andy Cagnetta is in the daggone hot seat. He is the CEO of Transworld. And if you are in the market, to buy to sell to do anything within the industrial space. Transworld. Andy is the place to go. Let's get a kurakin great conversation. He has all of the equipment by the way. He looks good. We go to the same barber. All that stuff. Handsome, handsome. Anyway, we do talk a lot about what do we do? How do you if you're in the marketplace, if you're in the if you're trying to sell your business, you do need help. You do need the experience of somebody that's been around for a long time, who has a real history of success? And is it alright, couple of things that I want to put on your, your? Well, I don't know talk about a little bit. And one is we're we're getting ready to roll out industrial talk to Dotto. We're trying to make it easier for you, industry professionals to find information be a part of a community that is all about industrial education. And it's I'm pretty excited about it. And we're featuring a lot of great leaders within industry, you too can be a leader in industry, and that being able to offer this incredible insights, incredible learning, incredible training, whatever, to communities that are looking to grow, to prosper to the youth that has to learn more about industry, but learn from the people who are just at the cutting edge. boy, boy, as a as a younger, professional, that would have been just how would have been all over that. But we can hear an industrial talk be able to provide that for you, leaders in G five leaders in IoT leaders in edge leaders in cybersecurity leaders in solving all of the problems within manufacturing, oil and gas, utilities, cheese, water, you name it. It's all out there. And and it's all being talked on industrial talk because it does Real Talk is what? Oh, that industrial talk. That's right. All right. Let's get on with Andy. So great stack card out there. His landing page for this particular interview is going to include some other podcasts, some other YouTube videos of him talking about what they do and why they're so great. And we're talking about in this one, negotiating the best price for your business. Now, if you're in that market, if you're saying hey, how do I how do I get out? Or how do I What is my exit strategy, you need to talk to Andy, you need to talk to Team Transworld because they'll set you in the right direction and it's an important conversation. So enjoy the conversation with Andy. Andy. Welcome to the industrial talk podcast. I'm looking forward to this conversation. How are you doing today? I am doing excellent. It's a great day. All right, listeners. You can tell he's he's loaded for bear with his audio equipment. He's coming in five by five. I I'm intimidated.

04:18

You don't need to be intimidated. I'm a little bit of a musician myself. So I have some extra toys around

04:23

it where you can really geek out on that stuff, man. You can sit there and buy it and acquire a lot of things that you need it or not. It's just shiny objects.

04:33

I love all that stuff. Yes, Sweetwater knows my number, I guess.

04:38

All right, for the listeners out there, give us a little background on who Andy is.

04:42

I am a serial entrepreneur. I grew up in the northeast if you couldn't hear it in my voice he had and met my wife, my lovely wife who wanted to move home to South Florida to raise our family which wasn't too hard of a convincing after 22 snowstorms one winter So, I had bought and sold the business, a small little pasta shop in Hartford, Connecticut with my family. We bought it for like $45,000. And it was a positive shop and lunch and dinners to go and catering. And we ran it for a couple years sold it for 65. And so when we moved to Florida, and me not being the the employable type, I decided, you know, so I said, Hey, that experiment worked. You know, I had started a few businesses in the cell phone business sold guitars for a while in the lighting business. And in all those things, starting from scratch is very painful. So I said, let me buy a business again, that seemed to work out well, you buy a business, you're in business The next day, and then you're able to sell it if you just don't like it. So I came down to Florida, started looking to buy a business went to a lot of Business Brokers, for the most part felt like I was in a used car sales room with these guys.

05:57

Yeah, yeah. You've got a you've got an image out there. That's for sure. Go ahead, continue.

06:02

Yeah, yeah, yeah. So I ran into the owners of Transworld went to Transworld one day and the owners were done. And Bonnie Parrish Don was a 30 year IBM executive from Alabama, just a sweet Harvard guy. His wife was from Ohio. She was an ex stewardess on Eastern Airlines and Han M. And she was just super sweet and amazing business broker. So they invited me to join their firm. Instead of buying a business, they said, Why don't you join us as a salesperson. So I joined as a salesperson did well, my first year, and into my second year looked at looked at Don, his full retirement, it kicked in at IBM. And I said, Don, why don't you let me buy the company, it needs to grow. It needs, you know, new computers, it needs to be marketed more. And you're looking, you're kind of on the downslide of your career. So he sold me to company in 97. We grew it from one office to 10 offices in the state of Florida, which we still own and operate. And then 10 years ago, we decided, hey, how do we get to Atlanta? How do we get to Charlotte? And we said, franchise? Let's get partners. Let's get some partners. Let's franchise. So we worked with the United franchise group who owns signarama several other brands, and was introduced to them and we decided to launch a joint venture where we franchise together. And we did that 10 years ago. And now they've grown us to 220 offices around the world 600 brokers and it's been an incredible ride.

07:39

I'm all tingling from that, that that's cool stuff. Because I love entrepreneurship. I love the excitement that comes with that just business in general. So let's talk a little bit about what that looks like. So Transworld pretty much on both sides of that equation. So you can you can buy you can sell you can represent those transactions. Is that an accurate statement?

08:10

Yeah, it kind of usually starts with us having a seller right, we find a business that wants to sell. And we package it, we look at the financials, we do financial recast, trying to understand what the eba is trying to understand how they use their tax returns to minimize their tax implications, while at the same time trying to figure out how much they actually make two an owner, operator of that business and then we package it and we sell it and we work with lots of buyers. So it's kind of usually starts on the sell side. Yes, we have plenty of buyers, private equity groups, family offices that contact us on a daily basis, looking for their next acquisition, but it kind of starts with us kind of working with entrepreneurs, which I love, like you said, I mean, capitalists love it, you know, get together with entrepreneurs, we're making money and helping them you know, take their slice of the American Pie and sell their business.

09:13

in that equation, what is the most difficult part? I mean, seller or seller's coming to you and knocking on the door and say hi, how are you? Like you said, I think buyers the buyer side, you probably have a group of people that whatever that part of people out there say, Alright, I got this business. I'm gonna go to this one. This one, this one and this one. They're interested. They're always interested, whatever. The seller side. Tell us some challenges there.

09:40

Yeah, the seller side, the hard part is finding them right. You know, we're trying to always try to find who's looking to sell a business and again, you know, they're the hero of the story. We're talking about that earlier. You know, we want them to want them to live their best life and their best life might be not in that business anymore. Whether They're burnt out, whether they're going through a divorce, whether they're having financial issues in business, whether the business is growing too large for them, and they could no longer take the risk and cashflow it anymore. There's a whole host of reasons why you want to, you know, Sell a Business and we get it, the hard part is finding them, then the next part is getting them to understand the marketplace and valuation. Because that is probably the number one reason why businesses don't sell is unrealistic expectations by sellers.

10:31

But I, I put my whole life into this business. And it's, it's everything to me, I created the logo I've had, so that I thought that it should be valued at this. And it's I would imagine this is pretty high.

10:45

Yeah, I mean, unfortunately, time doesn't matter. Right? It matters a little bit. Certainly I would want and I talk about great businesses to buy. I love businesses that have been around for 10 plus years, you know, people are used to going to that business, you know, buying a business that's a year old, even if it was making the same money that a business that been around for 10 years, I want the 10 year old business more, but it doesn't make it 10 times more, more valuable.

11:12

Right, right. So how do you as a business, look for sellers? What are your strategies that that you've sort of deployed to find those sellers?

11:24

Well, certainly marketing, right, we're going out there in the world and doing the traditional things like pay per click and mailers and radio advertisements and you know, running our own podcast and social media campaigns, all those kinds of things. But you know, the thing that really I like best, and I think that is most effective is becoming a trusted advisor in your community. And that's done through, you know, several things and getting involved in your community on a few levels. Number one going to networking things and being a part of the solution in in business wise, and I'm part of a few business groups locally. And then I think it's very important to give back to your community, and also be a part of the nonprofit scene. And I think that's been very productive for us to to show people that you're your trusted advisor. And the best way to do that is give back first.

12:22

Yeah, I like that nonprofit side. I think it's a beautiful thing. I we can talk offline about that, and some of the things that are going on in an industrial talk. Okay, so you have found me, I'm interested in selling? What, uh, why what's, what's the biggest problem? And what do I need to consider?

12:45

Well, the biggest problem is, what are you going to do afterwards? Right? I want to know your story. I want to know why you want to sell and how, because maybe the best thing is not to sell. Maybe there's someone in your family that wants the business, maybe there's an employee. That's right. Maybe it's time to just close the business and walk away depends on your timing, it depends on a lot of things. But you know, I'm going to want to know your story, then we're going to want to know the financial picture, what are we selling? Is it an asset sale? Because all there is is a collection of inventory and assets that we have to liquidate? Or is there an ongoing business that has goodwill, tangible assets, intangible assets that are driving revenue and earnings that we could value? And it's pretty easy to value businesses these days? and get you a, you know, a price that and that's going to be our next question is what is your expectations? And if the expectations are close to the marketplace, or at least reasonably close? We're going to go out to market and find you the best buyer.

13:50

Do you find the marketplace today? undervaluing businesses

13:54

now? completely the opposite? Well, you know, I think the marketplace? Well, I can answer that two ways. Number one, this is the hottest marketplace I've seen in 25 years, businesses are selling for higher multiples than ever private equity groups are out there. I've heard crazy things like they're paying 10 and 11 times for businesses were used five and six, right? It's

14:16

always been five or six, seven on no real.

14:20

Right. And on the small businesses, you know, it's two or three times owners earnings and or, you know, we're talking sub million dollar earning businesses. So it's two or three times but we're seeing all that stuff have an upward pressure on valuation because there are so many buyers because money is so cheap right now, because there are plenty of people looking to place money to make money.

14:50

Yeah, because that was going to be my next question is is the why but you You nailed it. You're talking about the cost of capital is low. There's plenty of people who have Have the capital to try to figure out how to get a little return on that a little bit more than what what is available out there. So they're looking for businesses.

15:09

There's not much available, right? Yeah. Where are you going to put half a million dollars these days and make a good return? You're going to put it in bonds? What are you gonna get a couple of percentage points, you're not gonna throw it in the bank or a CD, you're not getting any money there. So people want to put money to work and a lot of people want to bet on themselves, and perhaps not on the stock market.

15:31

And I agree with that. Once you get the little taste of success, and you're trying to make that money work, man, it's it's, it's up. I don't know. I get addicted to it. It's like, yeah, yeah, let's get going. Let's make it happen. Let's make it work. Okay, biggest roadblock? What are we doing? What's the biggest, biggest roadblock out there for these individuals? Well,

15:57

the biggest roadblock block is finding the right buyer and then getting through the process. It's a complicated process there. It's not easy to sell your business. There's a lot of decision makers that come into play. There could be accountants and attorneys and landlords and, and underwriters and valuation experts. And all these people have to come together and basically agree on a structure and get it through. And so third party interferences, we like to call it people with opinions at cocktail parties, mother in law's there's tons of people that will chew in either a buyer or seller's ear, and tell them that they're not doing the right thing. I always tell people, listen, if you want to be an entrepreneur, I think the number one thing you have to have is courage. And you have to have the courage to look people in the eye. My brother's an attorney. And my brother has often said to me, when I'm making business decisions, Andy, I wouldn't do that if I were you. And I'm like, but you're not me. Yeah. Yeah, you're

16:56

right. You're not you're

16:57

different. You're not a risk taker, accountants, attorneys. They're not risk takers. Yeah. For the most part, I mean, I'm sure they, you know, some accountant or attorney is going to call me and say,

17:07

Hey, Doc, I was gonna say, don't start emailing just out fly a jet.

17:12

Just understand. I think a lot of them would say the same thing. So they're not risk takers. So if you're going to take a risk, your family doesn't understand that you're your father or mother may not understand that, that you want to buy a business or sell a business. And they don't understand that. And, and so they're gonna have to get over that. And so all these decision makers, including, you know, the landlords, why do landlords what is ended up in for the landlord to assign a lease to someone they don't know. So there's a lot of things that have to happen to make a deal happen.

17:47

But Transworld handles all that. Right? navigate the water. I mean, I, I mean, I would imagine if I'm telling selling a business, I don't I don't have insights into like the third party interference statement. Oh, I have insights into that I I hear it but but to to pull it off, which is a good time to do it. You need you need, you need an organization like Transworld.

18:12

Yeah, it's kind of like getting a game fish into the boat, you know, and getting it into the boat, clean that on your plate and making it taste good. There's so many things that go into that, that any one place in the process of that of, you know, it's easy to get a fish on the hook, right? We if you went out there and said, I want to sell my business, literally, you could have hundreds of people respond to that and say I want to buy. But the problem with sellers is they try to spend time on that. And they take their eye off the ball, their business, oh, yeah, their revenues and earnings could go down, and their business immediately becomes less valuable. The banks, private equity, the buyers, the day before the closing, they're gonna say oh, by the way, if we were closing today, today's you know, the nine days after the beginning of a month, at the end of the month, they would say, hey, do you have the financials for the last month. Now, if you are working on a deal, going through due diligence, and you were doing it all yourself, your sales and revenues might be garbage, and and they'll immediately say, wait a second, we need to re trade this deal because it's no longer worth what it's worth. So those are the things that we try to avoid. We're taking all that responsibility from you. So you can just focus on running your business. And unfortunately, we tell people, you have to run your business up to the day of closing, like it's not going to happen. Which is hard. real hard,

19:40

because I guarantee you there's that switch inside your head that said, Alright, this is a done deal, man. I might as well just sort of lay down the flaps I'm coasting on into landing and I'm ready to and and we've all been a part of deals that no did not work out.

19:58

Yeah, they All kinds of things people get mad at each other at closing we've had people unfortunately pass away or get very sick the day before closing, oh my goodness, businesses burned down. What you know, they somebody plugged in a machine. Once at one time somebody plugged in a machine at a, you know, a watersports dealership, you know, jet skis all kinds of, they're like, Oh, this machine what says, you know, it's a testing machine, they plugged it in. It was an old machine, heated up overnight, for the whole place that aground.

20:28

I'm sorry, I'm not laughing at them. I'm laughing. Wow, that is a horrible.

20:35

And the funny thing is the seller won because the seller was selling their business holding paper, the whole thing. That didn't work, the insurance company paid them all cash. They won, we lost buyer loses, you know. So you know, there's a million stories like that out there in the world and a million things that can happen. And at any one juncture of a business deal, it can go bad. And so that's what we're here to do. We're here to stand alongside of you. I just got off in our conference call this morning is a very complicated business landmark business here in in Fort Lauderdale. And, you know, it's not that it's going sideways. But you know, buyer seller trying to work, it's it's something that needs to be renovated. There's insurance companies, there's contractors, there's lawyers, there's bankers, and it, people are starting to nip at each other and it's getting a little frayed. And you know, we're just trying to keep everybody happy getting

21:33

a little chippy. Yeah, it's getting a little chippy. Yeah, we just it's true. I mean, it's, it happens all the time. I can I can imagine. So, one last question. How long does that sort of typically take? So I'm a buyer and a seller, I'm a seller, I come to you looking for a buyer, you do what you need to do. From that point on? How long does it sort of

22:00

typically take average is nine months for small business as the larger businesses are about a year? You know, it's a multi million dollar deal. It's going to be a good year, you know, as some people have come to us, it's like, well, we're worried about capital gains taxes going up next year. And I'm, we're, for the most part, we're like, Yeah, well, that's too late. You're probably not going to be able to get a deal done before the end of the year. Wow. Yeah. If you really gave it away, and you're really aggressive.

22:32

Yeah, yeah. Well, that's a conversation to have. I mean, it might might make sense. Your team would probably say, Okay, if it did this, if you put the numbers in front of people, right, right. Sounds like a real deal here. And I I would imagine don't sell your business without a company like Transworld. How about that? You can use that. Go right ahead.

22:55

I appreciate that. Yes, I you know, listen, I believe in the business brokerage industry. I've been the chairman of our association. We have a lot of great people in the industry. It's very unknown. And there's a lot of people that provide a lot of value.

23:08

Unknown. Give me a break. But if he's got a you got to him. I mean, he's got a great stat card out there. Got a team of people on this header. Andy, kick netta Did I say that right?

23:23

Yeah. Perfect. Nice Irish name. Yes, it is. So impossible. Know, how a typical could have been?

23:32

I mean, come on, man. That's, anyway, reach out to him. Absolutely. Excellent conversation, and he loved it. So how do people get ahold of you? That's why we say best way.

23:47

Just shoot me an email AC t world. It's pretty easy. Wow. I don't bring that agneta name in it. So you have to figure out how to spell it. It's just AC at t world.

23:58

Yeah, very nice. Okay, listeners, you're gonna have all that contact information out on industrial talk comm you know that. And anything else? He's got some podcasts out there. I got it all. I got it on his his form that he filled out. He's got a YouTube channel. When I say he, probably your company has. So yeah, I

24:16

think I have a personal one too. Right. There might even be one of me playing guitar out there. So

24:20

yeah, he listeners he also noticed the youth behind me because he comes from a long, long line of uke manufacturers. I don't know family.

24:31

Have you got a villa out there? It could be worth the I've seen going for four or 500 bucks now really, things that

24:38

I'm looking at if you're out on the pier out on the video right there to his left shoulder. There is a huge right there. It's a sort of a red and green thing. No, that's the book the other day. Yeah, that's a toy thing. Oh, nevermind. Just regard that last conversation. Just delete it. It's all good. Eddie, thank you very much for joining the industrial talk podcast. Thank you, Scott. You were wondering Ah, big fan. Thank you. Did you hear that listeners? He's a big fan. My skin is tingling. All right, do not go away. We're gonna wrap it up on the other side. So stay tuned. You're listening to the industrial talk Podcast Network.

25:23

All right. You know, his name is Andy Cagnetta, CEO of Transworld. And I tell you, if you're in the marketplace, you gotta gotta Connect. You got to have your, your team in place to be able to help you negotiate the best price for your business because you put a lot of sweat equity into that business. And you're looking to do something else in the future. Boom. Talk to Andy team Transworld will help you up big time. Alright, again, it does real talk to Dotto. It is a community it's a community that celebrates you industrial heroes. We recognize the necessity to train we recognize the necessity to collaborate and we recognize the necessity to innovate. But we want to do it in a way that's not boring. How's that? We want industrial entertainment. We want to be able to highlight a lot of great stuff. Look forward to it, you will get a notification All right, people will be brave daring greatly. Alright. hang out with people who are bold, brave and daring greatly change the world. You are changing the world. We're going to have another great conversation right around the corner so do not go away.

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In this week's Industrial Talk Podcast we're talking to Patrick O'Rahilly, Founder of FactoryFix about “The Tight Manufacturing Labor Market and Solutions to Succeed”. Get the answers to your “Manufacturing Labor Market” questions along with Patrick'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!

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Personal Facebook: https://www.facebook.com/patrick.orahilly

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Twitter: @factoryfix

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

manufacturing, people, individual, manufacturers, patrick, hiring, career path, machinist, uber driver, applicants, match, industrial, industry, company, factory, job, machine, world, fix, work

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

00:22

to the industrial talk podcast. It is a great day to be in industry. This is a no legacy thinking zone right now, you always ask the question, What if and Why not? Because your industry heroes, you are bold, you are brave. You dare greatly. You're changing lives. you're solving problems, and you're changing the world. Why not? You guys are absolutely wonderful. Thank you very much for joining the podcast. in the hot seat in the industrial talk hot seat, we got a gentleman by the name of Patrick O’Rahilly. He is the founder of FactoryFix. Pretty cool name, quite frankly. And you know what they're doing? They're doing a lot of stuff and trying to match up labor, the tough labor market. How do you leverage technology to help manufacturers succeed, matching up important, critical people with the needs of the manufacturer? That's what we're talking about. He's solving problems. FactoryFixed team is solving problems. Let's get cracking.

01:24

Yeah, again,

01:26

you're looking at somebody like, Patrick. He said, hey, what if? Why not? He's asking that question in a big way. Before we get in the interview, you know what I got to do take care of little business. All right. paper and pencil once again, this is October 5 through the seventh. This is this year 2021. This is the IoT solutions World Congress, it's in the beautiful town of Barcelona. And I'm telling you, they're going to be talking a lot about IoT AI and everything that's industrial for dot o from the best of the best, great organization, IoT solutions, World Congress, as well as the industrial internet Consortium, both organizations dedicated to your success. Let's get back to normal. The other one is the manufacturing and technology show. This is in beautiful Cleveland, Ohio, which is a great place to be. This is November 9 through the 11th. It is talking all about manufacturing solutions. I'm looking at my dog on screen here, it's on the website, it's going to be out on industrial talk.com the home page. Got it. We just got to do everything we can we've got to think about getting back to normal. And events like the manufacturing technology show, November 9 to the 11th. Boom, great opportunity for you know, getting back to normal or whatever that next normal is we've got to keep moving. We got to keep pressing forward with a sense of tenacity, and speed. All right. Again, Patrick O’Rahilly founder FactoryFix in the hot seat, we're going to be talking about manufacturing labor market. Yep. skills gap. Absolutely. And recruiting and hiring had a great conversation with an individual pro today. And we're just talking once again, about that skill gap out there. We need people to fulfill these manufacturing jobs we need. And it's these are sophisticated jobs that need to be filled. We've got to do a better job at getting that message out. It's an exciting time. Let's get the people out there working.

03:33

Alright.

03:33

Enjoy the conversation with Patrick O’Rahilly. Patrick, welcome to the industrial talk podcast. Thank you very much for joining this prestigious platform that features wonderful heroes all across industries. about that. I try to add on

03:50

top that, Patrick, it's an honor to be here.

03:55

For the listeners out there, give us a little 411 on who you are.

03:59

Yeah, so I am the founder of a company called FactoryFix and what FactoryFixes we're a manufacturing hiring platform. So essentially, we have a big online community of manufacturing workers. And we built some like really cool technology to match it to the right ones. And then we'll also vet out all of the applicants, so you're only dealing with the good fits for your specific company and job.

04:31

I have to ask it, how is it different than some of the other sites that are out there that sort of do something similar where I'm trying to match? You're a matchmaker of companies and individuals. How does yours differ from that?

04:46

Yeah, I mean, so when you're talking about like, you know, the LinkedIn or the world or Craigslist or indeed you know, one, we're 100% focused on manufacturing. So the people we're recruiting your network are, you know, everyone from you know, welders, machinists, maintenance mechanics, you know, electricians, even up until the higher skilled roles, you know, some of the automation technicians, robot programmers, you know, neutrals engineers. So that's that's one the focus there, but we're going deeper on each workers profile than a, you know, General job board would, you know, we're finding out if you're a machinist, for example, you know, do you work on Mills or lathes or, you know, grinding machines, even down to the brand level, if you worked on classes or amaze acts, that sort of thing. And, you know, when you as a, as an employer signs up, we do this onboarding process with you to find out what machines and technologies are you using in your facility? Right? Like, what what types of CNC machines do you have? And that enables us to make better matches and send you people that in theory will hit the ground running and be valuable from day one.

06:13

I like that. And I like that focus, because there I think your your analogy of CNC is a great example. There are a ton of CNC machines out there. And and with that inventory of CNC machines, there's a ways of using them. And if you're a better skilled at amaze, Zack versus another type of brand boom. Yeah, and I think and you're right, the other platforms that provide solutions, like you're talking about, don't go into that level of detail. By no means. No, no. So me as a an employer, I like that. Why wouldn't I like that?

06:52

Yeah, no, I mean, look, I think, not only do we have our own network, but those other networks, their partners of ours, too. So when you as a company, you post a job on FactoryFix. You know, we're also sending, you know, feeds to those other networks as well. And, you know, we just want to be like this turnkey package, almost like a talent department, you know, as a service. So that, you know, instead of having to hire a bunch of people internally, are having to post all these individual job boards, you have one source, and, you know, we can get it all done for you.

07:36

Yeah, not like that. That's a that's a neat pain relief for the topic that we're going to be talking about, because I think what we've known and I think it's out in the news, that there's a really tight labor market. And they'd be able to have that tight labor market and then match the skills, there's a skills gap. Are we doing a good job? And and I think that that's going to be a great topic to talk about. Let's talk a little bit about that problem. What are we seeing out there in the marketplace today from a manufacturing perspective? and labor?

08:08

Yeah, I mean, it's beyond tight. Like, it's, it's as bad as like I've ever seen it. And not only it's not just confined to manufacturing, either of you look at any industry, frankly, I mean, you just look at like McDonald's and Chipotle, they just had to raise their minimum wage to attract people. But manufacturers have this unique problem to where, you know, they can't provide some of this, like hybrid flexibility work from home stuff, right. So there's an inherent like disadvantage of attracting talent, especially for like, some of the more entry level positions, you know, you don't have some of this flexibility that other positions can offer. But, you know, manufacturing companies do have an advantage in that, you know, manufacturing can be like, a career, right, not just a job like there is there is a progressive career steps that you can take after you get this first entry level job. But, you know, I think it's competitive as hell out there. You know, obviously, the government and like, the unemployment benefits are at an all time higher is as like, yeah, generous as they've ever been. So, you know, you have to make sure at least for some of these entry level roles, that the pay rate is above what someone would be making just kind of living off the government right now. And it's, it's as close as it's ever been. So it's very difficult.

10:00

So correct me if I'm wrong, if I want to keep my doors open, and I, and that requires people that require skilled individuals that require individuals that have the proper training and all of that good stuff and have a head about them, okay, that's tight. Secondly, I'm going to because the market and because if I find an individual that has mad skills, that individuals demand out in the marketplace is much greater. And then for me as a, as an employer, I'm going to have to raise my prices, just to retain that individual, because somebody is going to try to grab that individual, it's very fluid out there. Am I correct on on that?

10:41

Yeah, I mean, I think so. The problem is, there isn't, you know, a bunch of extra margin where you can just raise wages, and, you know, raise prices, and everything will be okay. Right. At some point, demand is going to fall off. And I guess that's where you get all these inflation concerns that that you're seeing today? Yeah, so I mean, we're, it's, it's in a tight spot.

11:07

And, and rightly so. And I know, unfortunately, listeners, I've had that experience when I owned my maintenance company. And it is very difficult for an owner to manage these valuable people to keep the lights on to keep the machine moving, whatever it is, and then the market. You can't, I can't begrudge the individual saying, hey, if I make a couple of dollars more over here, it's better for my family. I can't. It just puts people in, it's just a real trickling. What know, what do we do? I mean, how do we, it's the realities out there in the market? And I don't see it, you know, ending anytime soon. What do we do?

11:51

Yeah, yeah. I mean, I think manufacturing companies have to emphasize the advantage of a career in manufacturing, right, which is, you can come right out of high school, you know, get an entry level job. And, you know, there's a natural like, career path for you within manufacturing, to where you can make 8090 100k salary, you know, within a relatively short amount of time. So I think the career there are the, the key is emphasizing this manufacturing career path that people can take advantage of, if they get into this industry. Right. That's, that's all we have. Because, you know, on the surface, if I'm coming out of high school, I see all these different opportunities. I could be an Uber driver, I can go work for tripleplay. Yeah, I can, you know, or I can try to be a machine operator, right on the surface, like, I don't know, I, Uber driver, sounds nice. I can work when I want and, you know, no boss, really, and be flexible. But there's no next step for you there, right, you're just you're still an Uber driver. What manufacturing has going for it is that, you know, there is a path for you to get to that 100k career, you know, in like, five years, even if, if if you work hard at it and learn the skills necessary. So that's what we got to double down on.

13:38

Now. You see it, right? And that's because you're, you're right in the trenches of this particular challenge. What about manufacturers, they're going to have to change, they're going to have to adapt to this, the realities of this market, and be able to educate and say, we want you on board. This is your career path. We expect you to be here and whatever. And we're going to be paying you this much. And I think that the manufacturers, some are better than others, but sometimes they fail to paint that picture.

14:11

Totally 100%. You know, I don't think it's, it's really been all that necessary, until recently. But yeah, I think too much of the hiring in the industry is very reactive, where my machine operator just quit, right? I need to fill them with someone else that's had some experience. And that's kind of it. Like, I'd be happy if he just was a machine operator for the next 20 years and just kept that spot filled. I think instead, we got to have this paradigm shift where, you know, it's very proactive. It's clear that you know, you're a machine operator for two years. And you know, if you learn these skills, To have a good record, you can get promoted CNC machinist or set up machinist. And then another two years after that you can be a CNC programmer and learn, you know, CAD CAM, almost like an up or out strategy. And I always use my wife's company as an example, because I think they're the best in the world at this. She works for Boston Consulting Group, and they basically have these levels. And every two years you either get promoted, or they help you find another job somewhere else. Like you're you're just not going to make it here. And they're very gracious about it, and you know, help you find another another company. But, you know, maybe maybe manufacturers can't get to that extreme. But implementing some of that thinking, I think is critical. And But yeah,

15:59

I never really think you know, that. It's like, if I do that, if I train these individuals, what do you think's on my mind? They'll leave me I spent all this money and they're gonna leave me and they're gonna find something else. And, and that's it's a vicious, vicious cycle.

16:16

But the reality

16:18

is, is that, yes, these manufacturers have to think that way. And they have to deploy these new types. And from my perspective, what I hear you saying, I would probably use your service all the time, just to make sure that my funnel maintains some sort of level of activity of people, skilled individuals, because the dynamics of the marketplace warrant some sort of ability to do that. And then the other element, as a manufacturer, I've got to paint that picture. Gone are the days that I say, Hey, I'm gonna hire that machinist. Come on in knowing full well, that machine is will probably stay maybe 18 months, maybe Max, good, boom, you got it, we got to rethink that. Got to create the Yeah, these are important jobs. These are important. Okay. So with all that painted, with all that reality, just sort of thrown on the desk, and and manufacturers? What are the real roadblocks right now? What do you see? What are the What's your real challenge right now, outside of all the other things that we've been talking about?

17:31

Yeah, I mean, obviously, there's all these macroeconomic forces, you can't really do too much about that. But, you know, I think what I see as a lot of these companies get in their own way, in that, you know, you look at their production floor, you know, they implement all these lean manufacturing principles. It's totally streamlined and efficient. And, you know, it's amazing, like, they're, they're great at producing parts. And then you look at, like the hiring and recruiting process. And there's so much like, unnecessary friction, unnecessary steps, like, you know, you're posting jobs to all these different boards, applicants are coming in, you know, you're looking through applicants, maybe once a week, and maybe it's the HR person, and they're trying to do an initial prescreen, and then, you know, get some feedback from the hiring manager. And like, you know, it's just, you can't do that right now, with the labor market the way it is, if you're not like reaching out to an applicant, the same day or the next day, and just making this whole process as streamlined as possible. Forget about it, like, you're just not going to get anyone. So I think a lot of it at a micro level is just companies kind of getting in their own way and not having a streamlined process.

19:00

Which is an interesting statement. I know when I was in the business of hiring people and all that good stuff. It wasn't pleasant for me. I just, quite frankly, the couple of thoughts that had come through my mind would be that it looks great on paper. I talked to the individual sounds okay. But the proof is in the pudding, get them out on the field, whatever that mean, or in the plant, and then all of a sudden, we have an issue, and then I have to relive it again. And then again, and again. It would seem to me your value proposition at FactoryFix makes sense to where you're doing a lot of my legwork, you're doing a lot of my upfront and my confidence in the applicant coming to me is much greater, which then removes a lot of headaches. From my perspective. Am I looking at it properly

20:00

Yeah, no, I exactly I think, you know, Gone are the days where you can look at hiring is a very like transactional process where, okay, I have this one job opening, I'm going to go through the process and I'm going to fill it and then I'm going to be done for a while until the next job opening happens. Like that's, that's over with now you have to, it's almost like a sales funnel, you need this engine in the background and constantly like, you know, out there looking for leads, and then, you know, keeping them warm and that sort of thing. So we essentially act is like that recruiting engine in the background, that builds the pipeline, vets applicants, as people ready to go for when you need them.

20:50

And the other thought process, that's a beautiful statement, the other thought process is manufacturers have to just recognize would say you're feeling it, this dynamic it work environment. So they have to, in that thinking, to your point, embrace more of a funnel mind mindset, as opposed to one and done one and done one and done. It's, it's like, I've got to make sure that my individuals move forward. And that is a beautiful thing, hey, if we got a career path, I'm going to, I'm going to move them and I'm going to make sure that I'm chirping in them. But that once again, that gets to the thinking and the culture within the organization, which is very unique.

21:31

totally easy, you still have to be an attractive place to work. And that's where the career path, you know, play. Very good. Yeah,

21:42

they got to invest the time, energy and effort to make that an attractive place to work. I like that, that that's where it gets down to. And there are manufacturers out there that do truly try to make their place attractive and, and are succeeding in this challenging. Shall we say time, big time?

22:03

Yeah, absolutely. I mean, it's anything you can do to close, you know, using the sales analogy close, you got to close the deal with the actual product, which is your culture, your your company.

22:20

I like it when we summed it up. Well, you did. That's fantastic. I like that. Now, looking at my little cheat sheet here. We've got a free trial of manufacturing companies for manufacturing countries that want to try FactoryFix. What do we do to get that free trial? What's that all about?

22:40

Yeah, just go to FactoryFix Comm. There's a little form on the website, just fill out, fill out that form. And we'll get you set up for a free trial. You can post some jobs, start seeing some candidates, you know, and use our software to streamline the whole hiring process. It's a beautiful

23:01

thing. How do they get ahold of you? Let's say I want to talk to Patrick. How do I get?

23:05

Yeah, just Patrick at FactoryFix. Calm is probably the best way.

23:11

That easy with finding resources easy with connecting with Patrick. There's no friction whatsoever here. I like what you guys are doing the value proposition. All right. Hey, Patrick, thank you very much for joining the industrial talk podcast. You were absolutely wonderful. Love the topic, by the way.

23:29

Yeah. Thanks, Scott. Really appreciate it.

23:31

All right, listeners, we're gonna have all the contact information out on industrial talk.com. So don't go away. We're gonna wrap it up on the other side. Stay tuned.

23:40

You're listening to the industrial talk Podcast Network.

23:48

All right, a quick shout out to Patrick O’Rahilly and team FactoryFix excellent conversation. It is a challenging time, as you can tell by the interview. But we've got great thinkers, innovators like Patrick and team FactoryFix out there. They're gonna make it happen. They're passionate about it, they're gonna make it happen. One last little reminder, October 5 through the seventh, this is the IoT solutions World Congress and industrial internet Consortium. Both are passionate about making this happen. And it is in beautiful Barcelona space. And I'm telling you right now, you're gonna be learning from IoT experts. You're going to be learning from AI experts, 5g then their past couple of years. Excellent. And I mean, excellent venue. Excellent. Just an excellent show. bar none. All right. I'll be broadcasting also from the manufacturing and technology show. This is November 9, through the 11th in the beautiful town of Cleveland, Ohio, make that you got to make it we got to get back to normal. All right. Be bold, be brave, daring, greatly hanging out with people who are bold and brave and daring greatly. You change the world. We're gonna have another great conversation shortly.

The post Mr. Patrick O’Rahilly Founder of FactoryFix Talks Solutions in A tight Manufacturing Labor Market 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!

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

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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.

In this week's Industrial Talk Podcast we're talking to Colin Duncan, CEO at The SEAM Group about “Unleashing the Potential of Your Organization through the Performance Triad of Safety, Reliability and Maintenance”. Get the answers to your “Performance Triad” questions along with Colin's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Colin and the wonderful team at the SEAM Group on Unleashing the Potential of Your Organization by 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!

COLIN DUNCAN'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/national-oilwell-varco/

Company Website: https://www.nov.com/

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

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The post Mr. Colin Duncan with SEAM Group Talks About The Performance Triad appeared first on Industrial Talk.

this is a

The post Mr. David Reid with NOV Talks About a passion and need to innovate in the energy market appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Ricky Watts, Industrial Solutions Director at Intel Corporation about “Utility 2.0 and Modernizing Utilities Supply and Demand through Digital Transformation”. Get the answers to your “Utility 2.0” questions along with Ricky's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Ricky and the wonderful team at Intel Corporation on solution to modernizing the Utility Industry by 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!

RICKY WATTS' CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/intel-corporation/

Company Website: https://www.intel.com/content/www/us/en/homepage.html

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

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

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 License 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

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

utility, systems, innovate, companies, intel, ricky, modernize, industrial, substation, talk, renewables, people, platform, world, innovation, power, conversation, run, moving, infrastructure

SPEAKERS

Scott MacKenzie, Ricky Watts with Intel Corporation

Scott MacKenzie 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. Welcome to the industrial talk podcast. Another show that is dedicated to industry heroes. That's right, you if we're out there on the old video, I'm pointing right at you. You're an industry hero because you are bold, you're brave. You dare greatly. you innovate. You're changing lives. You're changing the world, and you're solving problems. Did I leave anything else out? No, I don't think so. We are all as an industry bound together. And we have these ties. Everybody is interlinked. That's why we must educate, collaborate. And definitely, you're an innovation. So keep innovating out there because we depend on you. hotseat industrial talk hotseat. His name is Ricky watts. And he is the industrial solutions director with a small little company called Intel. You might have heard of them. But anyway, let's get cracking. We're gonna be talking about utility to Dotto.

Scott MacKenzie 01:19

Yeah, again,

Scott MacKenzie 01:21

another utility conversation. Alo, I mean, you gotta admit, I love geeking out about this whole utility stuff, but it's really becoming a, an interesting challenge to be able to manage supply, manage demand, and innovative people.

Scott MacKenzie 01:39

And innovative companies that constantly say this is better, better, not just for before the demand side, but better for the supply side. It is a brave new world. And this is a great conversation once again, and we're going to be talking about a number of things. Ricky's, Ricky's got some passion, big time, you're going to enjoy this conversation in a big, big way. Before we get in to that conversation. I want to just remind you, that industrial talk.com is a platform where you can educate where you can collaborate, where you can definitely work with the individuals to innovate, because we're innovation is and if you don't think that we're not bound together, that we don't have ties in industry, all industries, if you're talking about utilities, yes, it has ties to manufacturing, if you're talking about manufacturing, yes, it has ties to reliability and supply chain, and and how does that whole beautiful

Scott MacKenzie 02:44

You know, network work, it requires that you educate because

Scott MacKenzie 02:49

everybody is just learning so much. And there's a lot of innovation going on out there that you just have to keep current. And that's what industrial talk is all about. Just go there. And if you see anybody you want to reach out to do so, because they're putting themselves out there. They're looking at this world. They're very excited about what is happening and what's changing in it. Alright, let's get with Ricky watts. Again, Intel is the company Ricky watts is the individual hotseat. His card is really pretty cool out there on on LinkedIn. And

Scott MacKenzie 03:24

it's, it's funny to hear just just like we

Scott MacKenzie 03:30

had a conversation with Dean with Hitachi. There's just this level of excitement that exists with this innovation and I know that Intel, Ricky, his team, and everybody there they're looking at ways of being able to do that, that bring the innovation to make you know consumer our lives. If I'm a business our lives better if I'm just a consumer, I flipped the switch our lives better. They they are looking at the world through the lens of innovation. And I love it. That it's it's a geek fast. Don't get me wrong as a former journeyman transmission lineman, I love utilities. I love what I do. I love the people within industry just it. It just keeps on getting better. All right, enjoy this conversation with Ricky watts. Ricky Welcome to the industrial talk podcast absolute honor that you found time and you're you're a hard man to get ahold of you are running and gunning there at Intel. How are you doing? I'm doing well my friend and yourself. Wait, thank you for asking. I'm doing well because I get to talk to you. And we get to talk about utility to Dotto we get to do and I and I'm gonna geek out on this one I am I'm gonna geek out. Listeners we've been having a just a dandy conversation prior to this particular recording. And he brings the passion. There's no doubt about it. You're gonna find out that Ricky brings the passion. All right before we get into the utility to dot o Ricky give us a little background little 411 I'm looking at your

Ricky Watts 05:00

We didn't stack card. It's impressive. Give us a little background. Okay, so yeah, so Ricky watts, you can tell by my accent, I come from this little island, outside of Europe, they're all called the UK. But, but I'm living over here in the US now working with Intel looking after the industrial solutions, what we call segment market and to look after the markets within industrial, including utilities. So and let me tell you about ourselves. So I spent 28 years on the road, I've lived in China, I've lived in India, I've lived in Europe, I've lived in six or seven places in the US, Russia, Nigeria, Middle East, you name it, I've been there. So I came out of the telco world Originally, I was trained as a radio engineer, satellite broadcasting, moved into the software world, I've done many, many roles was in South Africa for five years, you know, working on modernizing their comms infrastructure. But nowadays, I'm really focused on what we call, you know, these industrial segments in the utilities market. And

Ricky Watts 06:03

what I'm trying to look at is from an Intel perspective, there's a lot of technology that we talked about, that's coming in your around this utility to dot zero, yeah, how an Intel and how can we bring these technologies together, that really innovate, drive to the next level in terms of what we can do here? You know, the the reuse of renewables in the manufacturing? How do we use power? How do we generate power? How do we understand the use of that power, all of those system level activities, bringing all of that together, and that's really one of the passions that I got is bringing all those pieces of my background together to drop down

Scott MacKenzie 06:44

in the utility space as a whole, on very reluctant to change, because they have a system that is pretty stable. And very, we take it for granted here in the United States and others where we didn't we flipped that light switch on it is on what is driving the necessity for utilities to innovate and change?

Ricky Watts 07:06

Well, I think it comes from a few areas.

Ricky Watts 07:10

You know, there's if you look at it from the fact that the utilities are looking at how they use in power and how they're generating power, okay, so those are the two things the usage and the generation side of it. So look at the generation side of it, we know that we're getting a lot more things on the renewable side company, wind, solar, these renewable things that are coming in micro grid technology, solar powers on people's roofs, with, there's a lot more places that we're generating power than we did before, when it was generated at the central plant, you know, if it was nuclear, or coal or gas or whatever. Now we got power being generated everywhere. So they got to be how do they do that? How do they bring these things together? That's a challenge for them. You know, how do you distribute that power? That's a real big challenge for them as well, then, of course, we've got the impact of governments, whether it's the US government, whereas the EU government doesn't matter. governments around the world are saying, hey, one of the things we got to look at is this idea of climate change, you know, you hear it all the time, you know, and how are we affecting the planet and through the use of our power, so there's regulation that's coming, that's driving change as well, the regulations coming down. So we've got renewables coming in, which the the utility companies want to tap into, they want to do it intelligently. They've got government regulation coming, and then I'll go down to what is his brass knuckles? Can I reduce my cost, and you know, how important that is to utilities, you know, they're regulated, the way that they charge is very much driven by you know, regulation. So they got to look at how they can reduce a car. So these three or four things that are going on is saying, hey,

Ricky Watts 08:51

what I'm doing today, can it be done differently? Can it be done more cost effectively? Can it allow more flexibility? And can it reduce, you know, the use of carbons, okay, so reduce

Ricky Watts 09:05

carbon usage in the way that I use and consume power? So that's the technology that I think we've been working on an Intel is looking at those things, how can we do that, and that's what you call that utility. 2.0. So and that's really about modernizing, whatever call the utility infrastructure, and where I focus on where we've been focused on a team is much more on what we will call the operational side, the control system side, you know, you talked about the idea that the socket, you know, plugging in power comes out the systems that are doing that have been there and designed over many, many years. You know, I mean, it's a very reliable and robust infrastructure. Yeah. If you're gonna modernize that you better be sure you know what you're doing when you do.

Scott MacKenzie 09:50

So listeners what I hear and I think that this is an interesting conversation from for, from the perspective of industry to dot O. Utilities as a whole have to really run

Scott MacKenzie 10:00

With multiple generation options, you know, they're just like these micro grids that exist out there. And that that reality, unfortunately, or fortunately, or whatever you want to call it is not going away, and it's going to be bigger. That's one, two, there's a lot of pressure from a regulatory perspective, governments, what are we doing? How do we manage climate, all that good stuff is also impacting that utility. And of course, utilities are not that I'm telling you, I'll be the first to admit, I don't want my power to go up. And therefore the utilities are obligated to make sure that that pop power is down. And then

Scott MacKenzie 10:38

how do you take that, that soup of dynamics and be able to control it in such a way that delivers power to my house? Me because it's already and others and manufacturing in a stable way? Did I sort of summarize that up? You did you did you know that. So you can use it on a bumper sticker, it's, it's a bit lengthy, but you can use?

Ricky Watts 11:02

Yeah, it's like what I'm coming to you when I'm moving,

Scott MacKenzie 11:06

you're gonna run into something because it's too long.

Ricky Watts 11:09

But, but your point is very valid. So let's try and break this down. So you know, the most difficult task really is that those systems that you talked about, that are out there today that have, you know, involved in the distribution of power, so we've been looking at the substation market, you know, substations are absolutely critical in the distribution power, you know, they're very complicated, they've got a lot of legacy systems in them, they've got a lot of operation systems, what we're working on inside Intel is, we want to modernize that infrastructure. And we want to modernize it on a modern compute platform, you can take these things, these applications that are running in this environment, the manual part stays the manual part, but the systems that operate and run it and look after those that are what we will call the legacy appliance, they sit on an old piece of equipment, we can now modernize that and put it into a modern type of computer architecture. Now, it takes time to do that, you've got to make sure it's safe, you've got to make sure it's secure, you've got to make sure you're complies to the standards, you know, and ultimately, the most most important thing is any new technology should never result in you making things worse than they were before. It must improve, okay?

Scott MacKenzie 12:27

You want to shut initiative down, make it worse. And I guarantee you people just, yeah, they're coming after you.

Ricky Watts 12:34

So you start there. So we've been building that we've been working with utility companies on this modern computing infrastructure, taking those legacy systems, moving them on to a modern compute infrastructure.

Ricky Watts 12:48

But you talk about utility 2.0, why is that important? If you do not get those systems modernize, you will never truly be able to get to the next level. Because you cannot bring in new technologies such as AI, you can't bring in new technologies that are going to be connectivity, you're not going to be able to upgrade and add in new services, you're not going to be able to innovate, but the level that you want on the usage, you talked about the usage, you know, if I'm going to look at usage, how I'm intelligent, the using power, where the word intelligently comes in, well, what does that mean? I need to look at data, I need to analyze how I'm using something. Am I using it efficiently? Are my systems using it at the right time? Can I match the usage of my power, maybe to one, I've got a renewable this generate the sun shining really well today? Therefore, I'm generating maybe more electricity from renewables, could I map that to somehow at the factory and that the guy can up his production or that time, whenever it sounds kinda like Star Trek II, but that's a reality, what's what intelligence is, and you need a platform that can host those systems allow renewables to be very flexible in terms of the way that they come in, and then map that to the usage on the other side. And that's kind of what I will call that common platform at the substation that allows to connect the control systems with what we're going to call the evolution of these intelligent systems on the usage side as well. So you know, when you talk about utility to Rado, number one thing, let's start looking at modernization. As we modernize, can we database it, keep it running, keep it safe, keep it secure, hey, I can lower the cost as well. By the way, this is a lot cheaper, these 26 boxes that you are paying for, we can now put them on one box. Cheaper, smaller, less power. Now we've got that then we can start to sort of do some of the other things. So again, we're on a journey. absolutely the same doesn't. As you say, I didn't switch off the lights on a Friday night and Monday morning. The world has changed. It's not like that. But we definitely didn't reboot it. Yeah, we're done.

Ricky Watts 15:00

Quick finish.

Scott MacKenzie 15:03

No, you didn't thank God, you didn't reboot it. Java's coming out your socket that you know.

Scott MacKenzie 15:10

Right.

Scott MacKenzie 15:11

What is interesting from A to point out is that you bring up a good point about the necessity to truly modernize the realities in the marketplace, specifically within the utility area is that these these generation sources are not going away the necessity to be able to manage that demand side. And it is really a data driven solution. Can I incremental eyes it?

Ricky Watts 15:41

My approach, it's like, take a substation over here. It's a, it's a substation, and then and then approach it from your perspective. Yeah, I actually think I mean, there's two ways to do that, you know, again, I'm not saying you just throw everything away. I mean, you know, the stuff out there that works, you know, so what you do is you look at your infrastructure, and you start modernizing it incrementally bringing new things. So I always say, you know, again, let's, firstly, you've got to go for a lot of testing and proving and make sure as I say, you comply. Then you look at your substations, you say, okay, so where can I start on this journey? How do I do this? Okay, so you can bring in a substation, so yeah, this concept, and you've probably heard of it for Brownfield Greenfield. Yeah, yeah, I'm not saying that you have to rip and replace everything in one go, like, oh, let's take the whole grid and shut it down. And then, you know, hey, give us a year, we'll turn the grid on next year, we will be good to go. Okay. That's not it's gonna be incremental. So you're bringing in we we work with the utilities, we install the platform, we start with the simple stuff, first, less intrusive stuff, you know, that's in the in the substation, maybe some of the lesser critical things, we don't want to get protection relays yet, maybe just some of the distribution stuff, we start bringing that in. And then what you do is you eventually you start a migration path of the services bit by bit in the backend, what you want to do is make sure that your control systems environment,

Ricky Watts 17:07

are all systems green, is everything working, okay? I need it to be easy and consumable. So the system technology that's at the backend, that says, hey, you know, I can now see a new computer screen with new things that are going on, I can compare that with my legacy, we need that fusion of what I would call, hey, those are old systems and those new systems so and you'll start moving them across one by one. So yeah, incrementally, we'll look at the systems and the technology in the substation, move it slowly across. And eventually, you'll get to, you know, sometime in the future, you know, a platform that really, I suppose this replaced all of those legacy assets, you know, from a compute environment, all the compute control stuff that we're looking at, there'll be system level control that goes not just back to control systems, but, you know, technology to interface to that as well, you know, not just for the utility company, but for the people that are using the power as well. So you know, that management aspect that we talked about, that orchestration system needs to come both ways. I, as a user, need to understand what I'm doing. So I want to have some, I want to have some understanding of what's going on

Ricky Watts 18:16

a company like pg&e, Florida light and power, he patrols these companies. Yeah, they want to manage and understand their grid as well, from a generation perspective, am I doing the right things? Am I doing it safe? So you're going to see control in a way, go to directions, it's going to go to the end user, and it's also going to go maintain is, you know, with the the generator as well, you know, the utility company that's doing it, because I think that's important. If you truly want to innovate. Me, and you, as users have got to understand what we're doing our impact where it's coming from? I mean, wouldn't you like to know, when you're doing something today? What's the power coming from? Is it coming from renewables? Is it coming from nuclear? Is it coming from coal, you know, because now, you know, we say to ourselves, well, I didn't get the socket result? Well, you know, the kind of nice to know that, well, if I did it, the things I want to do, I don't know, as a user simple stuff. If I switch the washing machine on in the afternoon, I use renewable power. So my impact on the environments produced, if I do it in the middle of the night, simple example, I'm going to use power that's being generated from gas. So my carbon footprint goes up. So I think I know it, I think I sort of, I guess I'm geeky or whatever. But I like the idea that if I think of the younger generation now that are very aware of these things, giving them that information, allowing them to innovate with those systems as well. So again, incremental change, very safe, very secure, modernisation of the systems in a very, you know, controlled way. Once you get that and you start to accelerate and you'll see that accelerate

Ricky Watts 20:00

As we seen the need for, you know, new systems coming in, you'll be able to innovate new services. I mean, there was a fascinating thing. I believe in the telco world, they used to take about 18 months for a new service to come in. Okay. We know I just got to step in and seems like everything takes 18 months.

Ricky Watts 20:20

You know, every project that you know, you've been on it, ah, it's about 18 months to deployment. It's like, Yeah, but it is funny. It used to be two months, but it used to be about 18 months for service to be generated a new service in the telco world prior to the modernization of the infrastructure. Wow. Now they can bring in new services, my understanding is in the 15 to 30 minutes. Think about that. I've got a new idea. I want a new service. And, okay. In the telco world, you could argue, well, I've got a new app or something that doesn't matter. In the if you think about the utility isn't utility to Dotto. I don't know what those services and those applications are. But if I want to change something, I want to do something. If if an idea takes 18 months to implement, again, that's an awful long time for impact. So this technology transformation is going to allow many different things to happen. Again, I'm going to be often the if you know it, but you're absolutely right, you're talking about speed to realization, right, you're compressing that time, which is just super important. And it sounds like you're saying I'm going to remove the roadblocks. I'm going to remove the friction, and I'm going to make it as easy as possible. So nobody has an excuse. Yeah, exactly. That's, that's what I that's the journey I think we're on Yeah, I think we start off with the basics, safe, secure, reliable, high performance, we modernize the compute platforms to do that we reduce the cost of doing that for the utility companies. If we reduce that cost, that gives them more opportunity to innovate. I mean, we always know, if I'm saving money, I'm more likely to continue to do something, you know, bottom line. Absolutely. That's, that's important. I agree with you on that. So if you're looking at that transformation, and you know what it's like, there's a trust factor in any new system, especially who you tell it is, you know, the engineers and the people that run those systems, they've been doing it for a long time. They know what works, they know what doesn't work, you know, so when they see innovation, they're going to be very cautious. But when we reached a tipping point, where the trust levels of that innovation have passed, the point of this stuff works, it's, it meets absolutely all the requirements, it meets the safety standards, it meets the security standards, once they get that level of trust, and you start to see it, I think what you're gonna see is you're gonna see that rat curve, that that evolution go really, really quickly. And I think we're probably a little way away from it now in terms of that curve moving up, but we're a lot closer than we were two or three years ago, and you and others within Intel, and what you're trying to do requires an education, you're looking at an industry that has been very successful at delivering quality power for a long time. Yeah. And, and there is that need to educate. And I think you guys are doing a good job at that. And this conversation is always necessary, and it just takes time for people to consume it. Let me ask you this. Is This Really? I mean, come on, let's be truthful here. Is this pie in the sky? Or is this doable stuff? It's doable stuff. It really is doable stuff. I mean, you know, I've been working at this for a long time with my team. I've been working, you know, looking at many systems, the interaction, the systems, Ai, you know, modernisation of grid infrastructure is really doable. It works. It does what it says it does on the tin, you know, so we're proving it, we're making sure to do your point about training and educating and gaining that trust. You know, we're not doing this without going through a lot of work with the utilities companies to make sure that they are absolutely.

Ricy Watts 24:12

On top of this, they understand it, they agree with you, it meets the requirements, all the stuff that they need to know like, imagine that you're not just operating in a vacuum, you're not just sitting there going, Hey, we're around this water cooler and and we're we're drinking our own Kool Aid. No, you're incorporated and you're bringing in from a collaborative perspective, the professionals that are out there in the utility market, correct? Yeah, yeah. be working with the utility complex. We're working with the supplier community as well. One of the things that Intel does really well is obviously we built this thing called a chip. You know, we would never use that what what up guys do

Ricky Watts 24:49

you know?

Ricky Watts 24:52

You know, what we do is and you know Intel does really really well, is that what they do is they build from that up with state

Ricky Watts 25:00

Say, Hey is a compute platform. And they work with the ecosystem so and a utility would be an end user, but they're system integrators that need to be involved companies like black and Veatch and people like that. Yeah, there are suppliers like ABB and Siemens and Schneider's, we need to work with those guys as well. So it's not just about Intel. And what we're doing, it's about this entire community, evolving atashi, these companies like that they're innovating. So they're innovating

Ricky Watts 25:30

at the same pace that we're innovating. So by working together with them, so not only working with the utilities company to show the architectures that can work showing the compute platforms that can work, working with companies, Dell, we provide platforms, companies like VMware, that provide software platforms that are optimized on Intel, to run their workloads. ABB Siemens, system integrators supply companies, we need to work with the entire value chain on this transformation as well. It's not just about Intel, it's not just about the utility. It's about everybody in that value chain, you know, and that is critical to us. And again, so we work with our partners, we innovate, we show what can be done, we keep innovating, we look at their performance metrics, we work with those companies. And ultimately, what we do is we build a system of partners, an ecosystem that deliver to what the utility is going to need, because the utility is going to go back into its supplier and say, Okay, I love what you're doing. Where do I get it from? I want it. What am I?

Ricky Watts 26:38

Okay, I have a great thing, but it's just in a lab. You know?

Scott MacKenzie 26:45

We got to make that is a good, good point. That is I

Ricky Watts 26:51

I liked the fact that you were talking about that value chain. I'm not sure I just what's interesting, and maybe I could be completely wrong is I see more companies willing to collaborate, and take that little and and take a little slice of that pie but and work with people such as Intel, and so on, to come up with a solution that truly is beneficial to the end user made the manufacturer that whatever it might be it, I'm just finding it more and more each and every day. Yeah, no, I would agree. I get Yeah. You know, we're all people. I mean, I know. We're all companies, we're all run on profit and loss. I'm not saying that you, you throw the baby out with the bathwater. Everybody wants to be competitive. Well, yeah, you know, what I found in this when I have these discussions, whether they with government, people, whether they're with utility companies and partners, whether they're with my family and friends, there's a genuine desire these days to be aware of what we're doing around the planet. And I know it sounds cliche, yeah. But you get that in every company that I'm aware of has this interesting thing called rise, which is really, you know, our impact on the environment. We call it the rice strategy. You know, we want to be looking at renewable sustainability, real key key values. Most other companies I mentioned before, whether it's ABB, Siemens, Schneider, they all have the same values as well. You know, we're as much responsible for the profit and loss of our companies our company's success. But we're also within those companies. We're becoming very aware. So when you talk about that partnership and that collaboration? Yeah, of course, we all want to be competitive. Absolutely. But ultimately, we want to work together. And the reasons we want to work together is because I think you're seeing this align goal that comes through all companies in that value chain, even to the end users. I mean, I want to be aware of what impact I'm having on the environment, equally as much as I want the companies that I buy services and goods from, to be aware of that as well. So I think that responsibility coming in that enhances that collaboration again, absolutely. I know that companies that we work with are going to want to be competitive, they want to want to say, Hey, you know, my widgets slightly better than the other guys. But collectively, we are all working towards bringing that utility to that zero, through. You know, we need everybody on board working that we need the utilities, companies, we do governments, we need supplier community, all of us working together. And again, I've seen you know, I've worked collaboratively in Europe, in in the Americas, in Asia Pacific as well. Everywhere I see I see a genuine ness of genuine way of working, wherever you are. So yeah, I'm seeing that kind of help create that kind of momentum, as I call it and keep and keep moving forward. So yeah, collaboratively with respect, but also maintaining competitive as well, which is what you want. You need competitiveness. you innovate through being competitive, competitive, as well. You're amen to that. That's a whole nother conference.

Scott MacKenzie 30:00

You're spot on that one big time. All right. We're gonna have to wrap it up, unfortunately, Ricky, I love this conversation.

Ricky Watts 30:09

Yeah, I agree with you 100%. Hey, are you active out there on LinkedIn? I am. Yeah, you can see my LinkedIn profile on there. Ricky Watts? So yeah, absolutely. You know, anybody wants to reach out to me, please do happy to talk to anybody working in this area. So, you know, you know, as I say, you, you can see, it's my passion. As much as it is, I work within the company, we've got bad deliverables. But I am really passionate about this utility 2.0 concept. I actually think it's just,

Ricky Watts 30:41

to me, it is one of the greatest evolutions that I think I'll ever be witnessed. In my lifetime. I mean, it for the right, yeah, I agree with you. 100%. It's a, it's really an exciting time. And it is bringing some of the best innovative companies together to solve real, real challenges and opportunities. For the for me a consumer and I like that there's nothing I can argue about that. It is it's going to be great for you. It's gonna, it's going to be great for our kids and our grandkids. You know, you know, I say I'm passionate about it. And the grandfather makes important to me. So yeah, anybody would like to reach out to me, find out what we're doing and Intel and my team is doing, please do. Happy to be part of the podcast today. Thanks for the opportunity to talk to you and to talk to your listeners. Now. listeners. That was a dead frickin sexy conversation. I enjoyed it. We're not going to hear you're going to you're going to say Scott, I need I need more time to get that contact information, fear not. We're going to wrap it up on the other side. I'm going to have all of that information on Ricky's podcast out on industrial talk Comm. Stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

Scott MacKenzie 32:03

What did I tell you, Ricky, thank you very much for being on the industrial talk podcast, sharing your utility, your insights into how to just make that whole grid, more modern. pushing the envelope. Really just love what what's taking place in your team and Intel and the desire to be truly innovative when it comes to the utility space supply, demand, all the good stuff that's associated with it. All right, reminder, gotta go out to industrial talk.com. Industrial talk.com is where you're going to be able to educate, collaborate, and definitely innovate with people like Ricky, his team, Intel, everything else they want to connect. Go to industrial talk. COMM find out more, because I'm telling you right now, you will not be disappointed with that. Ricky guy. All right. As a reminder, be bold, be brave, daring greatly. Yes. Reach out to people that are bold, brave and daring greatly and you know what you're gonna do? change the world. That's what we're all about. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner. Stay tuned.

The post Mr. Ricky Watts with Intel Corporation Talks About Modernizing Utilities through Digital Transformation appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Ron Gusek, President at Liberty Oilfield Services about “Leveraging Technology and Innovation to Reduce the Cost of Energy and Minimizing Environmental Impact”. Get the answers to your “Oil and Gas Innovation” questions along with Ron's unique insight on the “How” on this Industrial Talk interview!

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

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

oil, people, gas, ron, industrial, oilfield services, world, drill, industry, technology, liberty, north america, energy, produce, important, alberta, emissions, impact, innovation, big

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,

00:21

and let's go. Alright, welcome

00:22

to the industrial talk podcast, the number one industrial related podcast in the universe. I'm not overselling that I don't think I am. Thank you very much for joining. We celebrate you industry heroes all around the world because you are bold, you are brave. You dare greatly you solve problems, you make people's lives better, and you're changing the world. I don't think there's anything else better to celebrate than you. Thank you very much for what you do. And joining the industrial talk podcast. All right. in the hot seat, we got a gentleman by the name of Ron Gusek, President of Liberty Oilfield Services, we'll be talking a little bit about fracking 101 pretty cool topic, as well as technology, the advancements of technology and how it just makes the world a better place. Gosh, you guys are great. All right,

01:17

let's get cracking.

01:20

Ron,

01:22

go out to a stat card, big time stat card, you'll say Wow, he's uh, he's got some skills, I've got some mad street credit, as well as he's a super nice guy. As is a lot of people within industry, super nice people. I don't know, it's, I'm living the dream, I'm living the dream. Before we get in the interview, let's just talk a little bit about business. We have a new, well, I can't say we're in the process. Industrial talk 2.0. And, and what we're doing there is we're just sort of redesigning, we have the podcast, we have videos, we have training, we have everything. And now we want to be able to begin pursuing and having greater educational opportunities for industrial professionals, greater and easier collaboration opportunities with industry professionals, like for example, if you want to get involved, let's just say you want to reach out to Ron here, you can you can see what he's doing, what his team's doing at Liberty, oilfield services, and so on and so forth, and be able to create these great opportunities to be able because I'll tell you right now, Ron, others are really into this whole education, collaboration, and innovation. I think that's, that's where we have to be. That's where we're going. And that's what's industrial talk to dot o is we want masterminds, we want to solve problems, more problems using and connecting with the individuals that make things happen, which is everybody, and then be able to put it together because I think me and I just got done talking with Intel, that the same thing exists, we we just don't have pre pandemic. Yeah, maybe we have the solutions during this pandemic, during this next normal during this new normal, whatever it might be. I think what we're looking at is a necessity and people's willingness to collaborate and solve problems. Because that's really where it is. And I think that more and more people are just doing that. And that's what this is all about. I'm just telling you right now. That's what this is all about. All right. That's industrial talk. 2.0 Be on the lookout for that. All right, another thing?

03:36

Not,

03:37

there's not I'm gonna hold off on that. Let's talk a little bit around. Ron gooseneck. All right, Liberty oilfield. He's been there for about seven years little over. He's got oil and gas pedigree like nobody's business, and just all around great guy, Canadian, just like my parents. So he is a nice guy. But we're talking about fracking 101. And I think that it's really interesting for us to have that realization that energy is very important, especially today. And companies like companies like liberty. They're doing everything they can to deliver the energy to deliver the products at the lowest possible price. And and do it in such a way that it minimizes the impact to communities in the society. They have a really beautiful purpose. And then you can tell man a they've got that desire to do it and do it right. Gosh, Liberty oilfield services.

04:38

Alright,

04:38

let's get on with the interview. Ron Gusek is in the hot seat. He spells his last name g USEK. Reach out but you know, it'll all be out on industrial talk.com everything that you need to know to be able to connect. Alright, enjoy the interview. Ron. Wow. Welcome to the industrial talk podcast absolute honor Howard. Are you doing today?

05:00

Very well. Thanks, Scott. Excited to be here with you. So thanks very much for having no idea

05:05

how excited I was looking forward to this interview. I, of course, I was looking on my, my calendar and I'm going all right Ron's right around the corner right there. And I, I might as well just sort of sit here. Just be excited about this conversation. All right, listeners, we're gonna be talking a little bit about what Liberty frac does, you can imagine in their name. Yep. They're in the oil and gas industry. And they definitely help a lot of companies do a lot of great things. And we're gonna go into that particular conversation. But before we do that, Ron, little 411, because your stat cards great out there, but little 411 on who you are.

05:40

All right. Ah, yeah, quick, quick history on me. I grew up in Canada, just outside of Edmonton, Alberta, and ended up going to engineering school I love taking apart cars and things like that. So mechanical engineering was, was in my, in my nature, my dad was a carpenter, pretty handy guy. And so I was hands on sort of person. And, and, and so engineering came pretty natural to me. I swore I'd never saw a store, I'd never work in the oil and gas industry. You know, I grew up in Alberta and a crazy time, and thought that was too volatile and industry for me. And so I started working in heating, ventilation and air conditioning figured everybody need that all their lives, that's a safe place to go to work, but our oil and gas in Alberta so it didn't take probably four years after I got out of school and I ended up in oil and gas have been in it ever since. So I'm I'm almost 25 years in the oil and gas industry now seeing a good chunk of the world as a result of it. But most of that based in Calgary, but packed up and moved down here to Denver in 2014. And been here with Liberty ever since.

06:42

That is amazing. That's it? I mean, it's it's hard. Yeah, you're in Alberta, it's hard to avoid that. Oil and Gas. It's, it's it's a big deal up there.

06:53

It is a big deal. 30% of the GDP or something like that.

06:58

Yeah, it's a big deal. Yeah, it's hard to avoid, and it's but but being in the business for 25 years, you've seen a lot of a lot of changes a lot of technology, a lot of advancements, and and from my perspective, all pretty benefit, you're not sitting out there trying to say, I'm going to make it as as inefficient as I possibly know you guys are always pursuing that technology, the efficiencies and being able to achieve that as much as you possibly can. Now, for the listeners out there, and for me, too, because I'm not the sharpest tool in the shed give us a little tracking 101. And what Liberty frac does just just give us a little basis, and then we'll just sort of springboard from there.

07:38

Alright, sounds good, a little basics on exactly what we do. So, you know, today, when we drill a well, it's something called a horizontal well, so we're going to drill down maybe 7000 8000 10,000 feet into the ground vertically. And then we're going to turn that well horizontally, and we're going to drill out a mile or two or three inside the rock that we are interested in. And then the problem is the rock that we're drilling into the natural pore spaces in the holes for the molecules to flow through are so small that oil and gas wouldn't naturally flow out to the hole to the well that we just put in. And so it needs a little help. And so we do something called hydraulic fracturing, which is creating cracks in that rock radiating outwards from that wellbore that we drill. And that provides a better pathway for oil and gas to get to the surface, I kind of liken it to creating a city. So you know, if everybody wants to get downtown, you know, we have major freeways on which all the cars can get from their little neighborhoods, then you get out onto a big freeway and then ultimately end up in the place you need to get to fracking is just like that we put, you know, we put a big wellbore down there, which is the major freeway, and then we create all these arteries into it, which are the hydraulic fractures. And that gives those little molecules a path to get to serve where we can use them.

08:58

So the question I have somebody had to come up with this thing, this fracking solution, how long has it really been around?

09:07

It's been around a long time. Well, more than 50 years, we started fracking in North America back in the 1940s or 1950s. It looked a lot different back then, of course, but but fundamentally the exact same idea that we do today, we just do it at a different scale.

09:24

See, I never knew that. The way I sort of look at it, it's like, hey, this came out it's relatively new and they're doing this and and but but it's it's a it's a technology that's been

09:37

Jeez.

09:39

Yeah, that's a long time. It

09:41

It's Yeah, you know, it's evolved for sure we we do it at a different scale. Today, we do a lot more of it. The reservoirs we work in require more stimulation, more fracking to to produce oil or gas but, but still exactly the same principle that we started decades and decades ago.

10:00

So in this particular case, the benefits of fracking are obvious you can get greater yield from a specific location. And, you know, it's I guess, and correct me, Ron, if it's like low hanging fruit, I can pick it, but maybe there's some fruit that's a little higher up, and that tree can yield more from that that analogy, which is, I admit very weak, however, it is for me and the listeners anyway. From from a yield perspective, what what, what can we see from an existing location greater yield? What are we talking about?

10:41

Well, I would guess that most of the wells we drilled today, if you didn't frack them, they wouldn't produce a drop of oil or gas, you would get almost nothing out of them. And so, hydraulic fracturing means the difference between a well that does nothing and and a well, that will produce hundreds of 1000s of barrels of oil, or or millions and millions of cubic feet of gas over its lifetime. That wasn't true. Historically, it used to be you could drill a well, and it would flow on its own, and it would flow that way for years and years and years. But today, the reservoirs we work in, that's not the case, they they require stimulation to produce at any economic level.

11:17

Amazing. And, and you get to a point, and once again, I would imagine, a driver is a cost per barrel, and the solution needs to sort of be within that economic benefit. If it's outside of it, then it makes no sense. But if it's within that, so you're constantly driving, to the point of trying to make it more efficient, better cost effective.

11:41

Yeah, I mean, of course, oil, oil and gas are commodities. And so they are driven by a supply demand curve, to to at least some extent, and so you know, there's a, there's a price out there that we can get for a barrel of oil. And ultimately, you know, if a company is going to be a success, they have to find a way to produce a barrel of oil, for less money than they are able to sell it for same is true of any business, and ours looks no different than that. Now, of course, you know, the great thing about having low oil and gas prices is that is that everybody benefits from that, you know, we all, we all consume hydrocarbons in some way, shape, or form that might be directly in the form of your furnace, or hot water tank or something like that, that might be a little less directly in the form of gasoline in your car. But we all consume those less expensively, we can ultimately find a way to produce a barrel of oil or a molecule of gas, less expensive energy is for humanity. And so, you know, we have to continue to be innovative and find ways to lower the cost of energy. And we also have to find ways to lower the impact of producing that. And

12:45

when you say impact, what do you mean by that?

12:48

Well, I think there's a lot of ways you could think about that certainly the the most talked about one is is the thoughts around impact co2 emissions in the climate. So that's a, that's a very, very big picture one. But you could also drill down to a much, much smaller level than that, you know, here in Colorado, the majority of the, or the core of the field that we work in is right up and down the front range of the Rockies here, which also happens to be where the vast majority of people are moving into Colorado. And so we find ourselves in a situation where we are going to be working in very, very close proximity to a place where somebody is living close to a backyard close to a park or a playground or a school or something like that. And so as you know, when we put that pad in place, and ultimately go out there to work through the exercise of drilling and completing those wells before they they produce, there's some impact to those folks. There's there's noise and some dust and some truck traffic. And and we recognize that as a as an inconvenience to the people who are nearby there. And so it's incumbent upon us, as industry to find ways to minimize that impact for the time that we are there. So we don't want to keep them up at night with loud engines, we don't want trucks coming and going at all hours of the night to the extent we can avoid that. We want to find ways to minimize the dust in the air so that they don't, they don't have their enjoyment of the outdoors taken away from them. So we continue to focus on solutions to try to get that local impact small as possible.

14:15

See, that's interesting. Because, you know, of course, your business wants to do that. Of course, you you want to minimize your impact, because the value of what you're doing is important because beyond the the natural gas component and beyond the the obvious one gasoline, petrochemicals I mean, it's a it's an everything. I mean look, it's everywhere, right? And without it I mean you're just like my speakers. I guarantee you right? But it's we forget the the the massive impact, but then you've got this desire within let's say Liberty frac to To really minimize the local impact to the community and people, because that's important, too. And I'll set you live in you live in beautiful country. Do you do it, but but there's the resource, and you're going to be challenged to do it in a way that is that makes sense. And you guys accomplish that. That's how I look at it.

15:22

Yeah, I think you're absolutely right. You know, having worked in this industry, now I've grown to truly appreciate what what energy has done for humanity and what it will continue to do for, for the future. And so I think what we do is incredibly important, you, you made a lot of great points there. Oil and gas is everywhere around us, there are the obvious things like transportation, fuel, and whatnot, but plastic medicine, and the list go fertilizer for agriculture, the list goes on, and on and on. There are lots of great videos out there that show what life would look like without oil and gas. And it is a shadow of the, you know, the world that we enjoy today. So, you know, we we view what we do is incredibly important. And while a lot of people maybe don't recognize exactly how critical oil and gas is to their world, we know that but we take very seriously our responsibility to produce what we view as an as maybe the most needed industry in the world, to do so as responsibly as we possibly can. And yes, to your point, that means continued investment in technology and innovation to find new and better ways to do things.

16:28

So speaking of that, you touched upon it, it is a it's a bullet point on my some on my my sheet right here, Rod, is, let's talk about technology. You're constantly investing, you're constantly applying, you're constantly looking at the technology that can produce the results that you need to produce, minimize whatever it needs to be minimized, make it more efficient, and so that the cost points are constantly being what recent technologies. Can you sort of point to? That says, Yeah, this is this is this is cool.

17:05

Yeah, sure, I'll I'll point to a couple, there's the list is long. And we've got all kinds of ways with that. But let me go back to that, that whole idea of reducing impact in in a local area, you know, we take, we take a lot of equipment out of to a location to frack a well, if you if you ever have a chance to go visit a location, it is something to see, we will, we will drive out there, you know, your average car is maybe 200 250 300 horsepower in the engine, we will take 50,000 horsepower out to location. So you can appreciate that a lot of engines out there running at the same time. And they make a lot of noise. And so we work 24 hours a day, 365 days a year to produce energy and, and so you know, if we're out there making a lot of noise, and somebody's trying to sleep through the night door, that's not a good combination. And of course, that frustrates them. And so we worked hard to find a way to quiet down that equipment to make sure that even if we were running at two o'clock in the morning, if you were 500 feet away from where all of that equipment is running, you would not be able to hear it. And so a few years ago, we rolled out something called the quiet fleet. And it takes the hit for our equipment down at 500 feet to less than 65 decibels which is which is you know, just in common terms, quiet conversation. So if you're 500 feet from our frack location where all of those big compson engines are running, you can listen to the birds chirping now. And that was important for us, particularly here in Colorado, in the northeast, for example, they do a lot of work around residential areas there. And even in even in Texas, we find we're doing work closer to cities there as well. That's, that's one example. Another good example just might be evolution from an emissions standpoint. You know, we of course those are those are big diesel engines and and if you've driven around behind a diesel truck, you know that they they emit black smoke, sometimes particulates. And so we've continued to invest in the in the best engine technology to make sure that our emissions profile will follow. And so, you know, when we first started the company 10 years ago, that was those engines meta, a tier two emission specification, we now have moved to the latest and greatest which is year four, that's like a factor of an reduction in in those particulate emissions versus what they used to look like not that long ago. So the the emissions are getting cleaner. Our next step that we're working on right now is actually an electric, frankly, be driven by electric motors instead of by diesel motors. We'll have that out for tests this year, but ultimately commercialized I think next year, that'll be a dramatic step forward and what one of those locations sounds like, looks like and operates like so. Yeah, lots of lots of big investments. And I mean, these are these are not inexpensive things measured in millions and millions of dollars to deploy technology.

19:46

I'm I'm done to buy the quiet equipment that I know I've seen it I if I come to Colorado, I expect a trip to one of your locations but Sirius Sirius equipment. And I'm I'm amazed that you're able to achieve it's amazing the the innovation that can be applied that that equipment is that quiet. I mean, it just amazes me, I don't know how you do it.

20:15

I appreciate the creativity of our engineering team when they dream things up like that, you know, it took us a couple of years but but I kudos to our team for having the initiative to do that, for having the vision to think that that can be accomplished and ultimately getting there. And but I think that just speaks to the level of innovation that exists inside our industry, I never cease to be amazed by

20:37

itself funny when I have conversations with individuals within the oil and gas industry, the market.

20:43

It's

20:45

it's like, it's innovation on steroids. You have to constantly think of innovative ways of doing your work. And and it and yeah, you may be you guys put your money where your mouth is you make that investment you do it. It's one thing to chirp about it. It's another thing to make it happen. Kudos, I just think it's in that in that in that admissions. So that electric, the electric option. I mean, I've been having a lot of conversations about just electric everything, right? There's a lot of lot of horsepower. And and solutions there. I mean, it, it could be that that's amazing.

21:32

Maybe a big step forward, you know, not a small undertaking. Of course, if you looked at if you looked at the equivalent of that, just thinking about people, I guess one frack leads probably the equivalent power draw of a town of, I don't know, 15 or 20,000 people. So it's, it's a major undertaking to get that electrified, we probably don't take that power off the grid, at least not to start with maybe that's a long term goal, we probably have to generate that power nearby ourselves. But but it will still be a meaningful step forward from where we are today. I

22:02

just you just sort of glossed over that. That little statistic of the power requirement of a 20,000. You know, population community. I grew up in that town in California, and you just sort of roll about that and go, are you kidding me? That is stunning. That is that? How many Meg's would that be? I don't even know

22:29

about about something between 15 and 18 megawatts.

22:32

So you're looking at a GE type of deal. You're looking

22:35

at a on one side? Yeah, you could use a gas turbine, that's certainly a solution that you'll find out there for generating that kind of power, we're gonna take a little bit different approach that maybe the equivalent of a hybrid electric vehicle where you have natural gas engines, but we're going to use Recep engine, so kind of like a car engine, but run on natural gas, together with a battery pack. And and that will allow us to, to, to deliver a bit of a hybrid electricity approach and run the engines as little as possible. So we're aiming for as low in emissions footprint as possible with that solution.

23:12

I'm telling you, man, that's dead sexy.

23:14

I don't even know where to go. You smile everyday getting up to do this stuff.

23:19

Yeah, I see. I'm sitting

23:20

there. I'm just geeking out on everything. They're just saying, because my mind's going a gazillion miles per hour. But I love that. And you know what's interesting? Speaking for you, you're talking natural gas out of that. That last solution? Well, I mean, you guys, you guys know a little bit about natural gas. Right?

23:41

A little bit. Yeah.

23:44

Good, fit, good fit. Now, let's, let's sort of put on our future hat. Where do you see it going? I mean, there's a lot of a lot of activity going out there a lot of uncertainly. I mean, come on. I mean, I haven't. I think I went to the gas station. What, once in six months or something ridiculous. And so a lot of people are in that, that sort of, so that that consumption, where do you see it going? So future?

24:14

You're absolutely right. Last year, I can't remember what demand came off by at the low point, but it was pretty significant. Pretty meaningful dip in in demand for our products. It's come back. Not all the way of course. But it might be off three or 4%. Now from where it was before. But, you know, going into going into the whole downturn as a result of the pandemic, the world was consuming, Ah, look just a little north of 100 million barrels of oil a day. We're still up in the 90 million plus barrels of oil a day. And I'd be very surprised if we didn't get back up over 100 million barrels a day in the foreseeable future and and the story is not much different for gas you know, if you if we live a fantastic life here in North America, I mean, you look around and we are absolutely spoiled. In terms of the world that we enjoy, there are still a billion people in the world that lack basically any access to electricity. There's another billion people in the world who have intermittent access to electricity. The demand for energy is still growing dramatically. And while we are working our way through a transition to add different forms of electricity generation to our world, we are still some ways from being in a place where I think that displaces oil and gas, particularly for transportation, fuel and whatnot. I haven't seen the statistics for 2020 yet, but 2019 was a record year for total energy delivered by oil and gas in North America. And so and I'd be surprised if 2020 wasn't another record year in terms of percentage of total energy provided by oil and gas. It's, it's a massive number. And so it continues to grow for a while yet simply because we don't have an easy replacement for it. You know, battery technology has come a long ways. But it is still a long, long ways from being able to provide grid scale power to us for a meaningful period of time. And we're not in a place where batteries put a fixed issue that happened a couple of weeks, but we're not there yet. And so I see it continue to grow for some period of time, I'm kind of in the camp that we don't see Peak Oil and Gas demand out, you know, for another two decades, probably a decade and a half, for sure, well into the 2030s, maybe into the 2040s. And so for at least as long as I'm going to be working, we're going to be working hard to produce oil and gas as cost effectively and with as little impact. Awesome.

26:33

So yeah, that's that's passion, baby. That is what I do, man. So here's, here's the funny thing, one of the things that just sort of stuck, and we once again, and you brought it up, we take it for granted, we live here and in where we live, we have access to pretty much anything, we take it for granted, and will complain about something and, and and yet, there are billions of people who do not have that type of luxury. And we forget, we forget that there are large portions of the world's population that don't have access to it.

27:11

Yeah, that's it, you know, so we have that global focus, but But even here in North America, you know, you can look at a map of folks who still have to dedicate 10 plus percent of their household income to paying their energy bill. And so I think it's incumbent upon us to still continue to work here in North America to find ways to lower the cost of energy delivered into somebody's house. And so that's important to me out on the coasts, it's, it's the worst, you'll see significant portions of the population on the eastern West Coast, challenged by paying their energy bills, just given the cost of living in those areas. It's a little less prevalent through the middle of the country, but it is a it is a big issue for people to afford energy, even here in North America, despite how well off we are. That is an interesting segment and we're talking you know, I don't like it when I when summer hits Louisiana.

28:06

My my, you cannot live in Louisiana without an AC, you just can't just me, you can't. And if you think you can, well, your line, and and my, my, my bill is substantial. And, but when it goes down, when there's adjustment, whatever it might be, that's real value to the bottom line, that's real value to individuals and their and what they did, so that's important. You know, you're you're clicking on all cylinders wrong, just FYI.

28:36

Well, I, you know, we when when you when you work in an industry that just plays that bigger role in our worlds, you, the people here are passionate about it. And you know, I think having having worked in it as long as I do, and, you know, I I've come to gain an appreciation for exactly what oil and gas has done for us. And, and, you know, while we're, while we're not always the, you know, the most favorite thing to talk about. It's important and so, you know, for as long as I'm here in this industry, I'm going to do all I can to make sure we're doing the best we possibly can to to do what you do every day.

29:13

Awesome. All right, we're gonna have to wrap it up. Are you out there on LinkedIn?

29:19

I certainly am. Are you active? I'm, I'm pretty active. Yeah, I you know, I there's lots of great things to share out there. And social media is a wonderful avenue to get to people. So I do what I can to share what I think are valuable contributions to that

29:32

community. A unique guy, he's just a unique guy.

29:37

I've tried to tell my girls I'm an influencer, but they have a different definition of influencers.

29:46

Yeah, you influence me. We could just say, Hey, tell your girls I've been fluid Scott. about right. Yeah, no, you're not. Those influencers are influencers. They're they're amazing. All right. So we're gonna have everything just FYI you listeners out there. I love this conversation. I will keep on going. But we're gonna have everything out on industrial talk.com. And you need to get a hold of this gent and great topic. candidate. I truly enjoyed it. A lot of good stuff out there

30:25

as well, Scott, really a chance to get on here with

30:27

you. Yeah, you're dropping value bombs. It's so cool. All right, innovation is on the gas, oil and gas innovation, what they're doing the investments. They understand it. We need energy. Ron's right in the thick of it. All right, listeners, Ron Gusek, who is on it. Thank you, Ron, you all of a sudden need to be staying tuned, because we're gonna wrap it up on the other side. So thank you very much for joining the industrial talk podcast. We will be right back.

30:57

You're listening to the industrial talk Podcast Network.

31:06

All right. That's Ron, told Jim, great guy. Great purpose, great focus. All those people at Liberty Oilfield Services definitely served a purpose. And trying to deliver that energy as low as possible, as efficient as possible. leveraging technology and everything in between. Yep, that's team liberty. oilfield services reach out to

31:29

all our

31:31

industrial talk.com. All right, one last thing. Remember, industrial talk 2.0. We're creating a plan that is all about the collaboration. Continue to do this. It's going to require heavy lifting on our side, but we're going to be able to do we're excited about it. And it's all about education and collaboration and innovation. We need to spread that good word. So anyway, thank you very much. All right. Be bold, be brave, daring greatly. But my challenge to you is hanging out with people who are bold, brave and daring greatly. You're gonna change the world, just like Ron and team. Liberty oilfield. Thank you very much. We're gonna have another great interview right around the corner. So stay tuned.

The post Mr. Ron Gusek with Liberty Oilfield Services Talks about Applying Innovation to Reduce the Cost of Energy appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Marty Osborn, President of Advoco and Infor EAM Solutions Partner about “When Maintenance Matters and the 5-Enemies of Success”. Get the answers to your EAM questions along with Marty's unique insight on the “How” on this Industrial Talk interview!

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Advoco Company LinkedIn: https://www.linkedin.com/company/advoco/

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

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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

Maintenance, InforEAM, Marty Osborn, Advoco, implementations, IoT, IIoT, trusted advisor, organization, conversation, listeners, culture, success, trust, Osborn, team, talk, matter, understand

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. All right, welcome to the industrial talk podcast, absolute honor that you have joined. This podcast is a celebration of you. This is this is where industry professionals come in talk. That's what this is about. And we feature the women and men of industry and the women of men in manufacturing of women or men of technology, and everything in between. Because you're bold, you're brave, you dare greatly innovate, boy, do you innovate. You're not just changing the world, you're changing the lives of individuals in the world. You're saying to yourself, Scott, Hey, who's on the hot seat? Marty Osborn? That's right. He's the president of Advoco. And bear and InforEAM partner. And they excel at implementations and he's going to start sharing the secrets because we're going to be talking about the five enemies of success. Let's get cracking.

01:18

Know what a Advoco means? No one asked him. It means trusted advisor. I think that's pretty cool. And they are man, they they know exactly what they're doing when it comes to EAM implementations. They know when maintenance matters. In an organization, you just can't, it just can't wing these things. Man, you've got to have an organization that is committed to maintenance and doing it right and leveraging technology to create a business of resiliency. So

01:49

I had this epiphany. And I don't even know how to spell epiphany but I know that it's a word and it's like a light bulb

01:56

going off in your head. And it revolves around the InforEAM platform and I've had hours and hours and hours of conversation about Industry4.0 and everything that goes into that hour, they're talking about Industry5.0, but I have all that Information in my head, there has to be an enterprise system to truly facilitate a successful industry4.0 initiative. And that's what, that's what in for em brings to the table. And that's what companies like Advoco, they develop and deploy. Because the reality, let's just, we always talk about collaborating, we always talk about innovation, we don't always talk about education. And you know, you can do that right now. In fact, do it. But the the reality for a business who truly is, is

02:52

resilient going forward is that you're leveraging technology, you have a culture that is committed to really sound principles such as maintenance and and the principles around it. So that God, if God forbid, we have another two fingered, you know, COVID punched in the head, you're ready, because you've got the technology, you've got the the culture, you've got the people in place that knows how to really, truly keep that business rolling, and be able to be nimble, when things like that take place. That's that's the reality of it. And that's what we're talking about. Because I I'm all about, you know, IoT devices. Absolutely. I'm all about edge. I'm all about, you know, cloud, I'm all about all this stuff, this AI ml, all of the things that that 5g, boom, right around the corner right there, right now, things are happening. So there's a lot of technology, a lot of innovation going on out there and you need a system, you need an enterprise system to be able to handle all of that, in a way that makes sense. Not something clunky, not something difficult to manage. But something that's nimble. InforEAM is that particular product and partners like Advoco, and team Advoco and Marty Osborn. They'll make you a success. And I'll have all the contact Information for Marty because you're going to be dazzled by him. Alright, let's get on with the interview. Marty Osborn President of Advoco and team Advoco and we're talking about the five enemies of success now I'm not gonna I mean, I've got it right here. So you're gonna have to, you know, grab a piece of paper and pencil and write it down or push pause, and you got to get this stuff down because he is dropping some wisdom. He's he's got some sage happening here with the with all of these points. So enjoy the conversation with Marty Osborn. Marty Osborn, welcome to the Industrial Talk podcast. Absolute. I mean, I'm telling you listeners out there. You're in for a treat. A very good surprise here. He's one of my favorites. How about that for an intro, Marty. Wow. That's it

05:00

Gotta set the bar a little too high, man. Well, it's not very high when it comes to me my friend. Absolutely. And I really appreciate it. I really appreciate you finding time in your busy schedule because it is a busy time for you and your company and, and and team Advoco. Now, before we get into the interview and getting into the meat of the conversation, give us a little 411 on who Marty is and why you're such an incredible professional and do not and do not mention Clemson.

05:24

I just did well, yeah, you know, I guess Scott, we go back and forth. Because we're both tigers. You're just happened to be the wrong tiger. Yeah, it's been a rough year for the old LSU fan. Yeah, yeah, it's been but but hey, thanks for having me novel. I always enjoy our conversations, because then they're pretty lively, as you said, We'd like to riff off each other. But yeah, again, Marty, I was born and I'm the president and one of the partners that had Volvo. And again, at Volvo in Latin means to call in a trusted advisor. And so that's always been been our mantra with our clients or teams is how do we become their trusted advisor? When we're implementing? In for EA? Yeah. And that's, it's kind of a unique business, because that's all we do. So we don't do Maximo we don't do Oracle, we don't do SAP, we are in for em. And, you know, I think the reason we do it is like to say we know how the movie ends. And that's kind of our, our mantra, and how do we help our clients get the most out of their software and hopefully reach their true potential? Yeah, and the InforEAM product is very, and for listeners out there, EA N stands for enterprise asset management, it is an enterprise solution that allows you to truly get visibility into your asset base, if you're a manufacturer, if you're whatever industry, boom, this is an enterprise system that is both flexible, powerful, and constantly improves, it's amazing. And then you get people like at Volvo companies like a vocal people like Marty, who just met excel at that capabilities. Now. We're gonna have to touch upon a subject matter that is really important to me. And and, and I know that we've had this conversation offline, and listeners out there take a paper to pencil or whatever, computer and keyboard I don't care, take notes on this particular conversation, because we know as well as I do, there's there's certain times when, when

07:22

maintenance succeeds, and maintenance doesn't succeed. And I'm interested in is like, when does like maintenance matter? Like me as a company? When when do I embrace maintenance? And I think it's a great thing. When does maintenance matter? Yeah, yeah, I think it's I mean, it's funny as we've, we've spent a lot of time I mean, Volvo's been 13 years, we've probably believe it or not have done almost 500 implementations and so it Yeah, yeah, yeah, yeah, we get quite a few over the past. Yeah. 13 years believe we went back and started counting and, you know, you start to look at, you know, a challenge kind of in front of us is how do we help our clients, right, live up to that true potential, and, you know, to deliver that results. And so as we started kind of digging into this,

08:19

we just really kind of came up with that theme is when maintenance matters, that seemed to be the differentiator. And Scott, you know, I mean, we get in the purchasing world, right? There's requirements gathering, there's, there's RFPs, and there's demos, and there's all these things that try to help you build success, yet, no matter how much time they spend on it, I mean, there's statistics out there that over 50% of em projects either fail or fail to hit the mark. And so it kind of drives at us and saying, How can we, again, be better than that? Yeah, and you know, as well as I do, I've been at a number of facilities and a number of places around the world and all that good stuff. And, and if I ever have a conversation with the maintenance team, yeah, they'll say maintenance matters, but they still have issues with maintenance. Yeah. And that's, that, to me is an interesting what, what, what looks like I have what looks like for me in in the world of business in the world of maintenance, that I demonstrate what matters, it matters to me. How do I demonstrate that? Yeah, well, it's a it's a great question. And, you know, it's funny is one of the things we always say is, companies can't meet their goals, right, or their objectives if they don't have safe reliable equipment. Right. If that truck doesn't deliver the chips or deliver the Pepsi's or that machine doesn't cut the beef or whatever it's trying to do. We can never meet our goals. And so what we find is from a maintenance side is

10:00

Does that make it matter? And so I think you start to dig in. And what we looked at is, you know, in the organization getting people involved in so we actually came up with something we call the five enemies of success, right? So, you know, maintenance matters when you go through these five enemies, or these sort of five checklists. And I think they kind of help you distinguish what you need to do to be successful. So this is interesting, because you'll have this conversation with, when you sit down with a client, right, you still they're walking away, they're sort of saying the right terms, but you still have to determine you and your organization have to determine if maintenance truly matter, because it is, it hinges upon your success, the success of the implementation, and as well as your client success, which is the ultimate

10:53

goal is to help them succeed in whatever they're trying to accomplish. So these are the questions you would ask them. Yeah, so these are things I think, kind of boiled down that, that we see kept companies from reading, you know, meeting that overall objective, and, you know, it's gonna be silly, but number one is very simple. But does your product have a name or an identity? I don't understand that. Now. Do you think that that is the case? Come on, believe it or not, I mean, we name our dogs, our cars, our boats, our, our,

11:27

you know, everything around us, but we don't really name our projects, right. And so what you kind of need is that rallying cry, so if maintenance matters, and it's funny about scale crack up, but if you walk around a plant, or an operation, you'll see a quality banner, you'll see a safety banner, you'll see a mission statement. When have you ever seen a maintenance banner?

11:55

The banner I always saw was that one that had that cheesy mirror saved guesses on you. Yeah, and and so what we started to do is we looked at what the clients is, how do we name that property, give it an acronym that gives maintenance of purpose, something that they can rally around. And so as an example, and I'm wearing my shirt right now, but it's pride, right? We love pride, maintenance. And pride stands for people really interested in delivering excellence. And so, as we start this project, and you go to do your em project, it just can't be while we put a piece of software, you know, it does fall flat when you put it that way. It's like, Yeah, we did an enterprise. So what is that, man? Nevermind, I gotta go eat a sandwich. Yeah, well, we have a kickoff meeting. And there's no rallying cry, there's nothing there. And so right at the beginning, every project is we like to name it. And so pride maintenance is a name we use quite often. And we actually will create a banner. And when we go live, everybody signs in and says, We're committed to this, not not only the VP of manufacturing, the CFO, we've had presidents all the way down, which tells them maintenance matters that this is important in the process. So to us, just simply step number one is name your project. And the best graphic ever saw was a banner they put over the maintenance store and said pride starts here. Right and interesting here. And what I what I said, it's because many of these challenges always occur, you got to get that executive to buy in at executive to say, Yeah, I want to sponsor support, do everything I can and, and be at the forefront of my thinking. And given the fact that you're your name of the project, you're, you're creating a buzz around it. Like it's like internal marketing, you're creating a buzz around that, that that project and getting that President getting that BP getting that executive to sign off, that sort of in essence says you're part of this, so don't let us down. Yep. Yeah, like I said, we got up, we kind of poke it does maintenance matter, doesn't really matter, we'll poke you, but we'll look around where is that banner? Whereas because again, maintenance, you know, they've always kind of feel like are they invited to the table, that kind of stuff. So to me, just number one is do your projects have names? Do the your maintenance team have an identity? And when they do, right, that pride exudes in everything that they do, and that's what we want. Number one name that name, your projects, sound, Game Show, name and name and so, this one again, and these are all kind of basic stuff, but number two is other right people involved, you know, right from the get go, who's on your team, right, who is involved in, in the project, you know, do we have representation from the asset management group from the AMA

15:00

Roll group from the purchasing group, you know, from the IT group like, we believe that there's five kind of key stakeholders from asset management to the work order groups to MRO, purchasing, and it. And when all five are represented, and they're on that team, and they're part of this, then that's when the magic happens. And again, you will always see that battle, either see a maintenance team, or we'll see an IT team. But do they really, are they coordinated? Yeah, and you're right about that. And I've seen it all too many times where it's, it's, then all of a sudden, it just sort of evolves into an IT project. And then it's shoved down the throat of the people in the field, and then nobody likes it, and everybody in it. And then all of a sudden, it just sort of implodes, because we weren't a part of the process. But that's, that starts with your number one, if I give it a name, if I get real executives, leadership, then I'm going to me executive person, will then make sure that I have the right team in place representing the organizations that have a vested interest in the success of this implementation. Yeah, I was I always chuckle because we, we always talk about change management getting, like the users the change, and it's not the users, it's usually the leadership team that needs to change. But they got to believe that this is important, and that this is mission critical, and that they can't reach any of those company goals, stock price, anything else without it. And so, yeah, getting everybody involved. And it's not just this maintenance project, like let's tuck it away, let me let me sort of point this out. So you're going down this road, you're sitting around, you got a bunch of people in a conference room or whatever, you're, you're choking on some sandwiches, whatever it might be. And when does your little red flag go up? And you're saying, Hey, guys, hey, I'm just telling you right now, I think we have a gap here on the team, we don't have the right people, we're missing x. And make sure that at that moment, you're making sure that everybody's buying in, but you got to get that team, if you don't have the right team, you're gonna fall apart. Do you ever just step in and say, guys, this ain't gonna work? Oh, absolutely. And I think it's right from the get go, we'll start to even look at who is represented who's not because we also know if the CFO or the VP of Ops, um, somebody asked me, and this is kind of funny, but how do you guarantee your project I said, I can guarantee ROI in every project. And it's easy, right? I just take it out of your budget.

17:33

Right? You just take the money out of the budget, but what that does is everybody wants a project. And the minute I say, we're gonna take the money out of your budget, then we're like, whoa, wait a minute, right. Right. Now we get to the crux, right? Now the VP is really saying, or the maintenance team is does this matter? If you're saying I'm gonna have a return on investment of x? Are you willing to give it back? Because savings only occurs? If I don't spend it right? What did I say the easiest way to double your money is take it out, fold it in half and stick it back in your pocket.

18:11

And so I think that when maintenance matters, again, we look at the ROI. Yeah, we look at our budgets, and if whatever our project is, it has to pay for itself. And so with the right people, those become the right conversation. Yeah, and I think you're spot on on that. And I think that just the principles behind it. Now in for em, what you're trying to do, you're trying to create greater insights to keep that asset up and running, producing whatever you're producing, bottom line value, all of that stuff is real important. And being able to

18:45

strategically pull assets out and do the maintenance on them at the right time, that minimizes the impact to the overall organization and that those things is key, and you can't help but have real return on that investment. All right.

19:00

So, you know, I think number three is it's simple is that you put the how, in front of the why.

19:09

And you got to think about this is how how, how, how right, how are we going to do this? What are the features? What are the requirements? How, when in actuality does everybody in the organization know the why why are we doing this? Right? You're saying put the how in front of the why or we'll do the live sorry, put the Y in Okay, you know, yeah, you know, what the why in front of the house? Yeah. Okay. Yeah.

19:37

I just ordered the hell out of you. Right. Just that in there. I'm going with it that makes no sense. I guess it's you put the house in front of the why that's when you fail, but why needs to come there. But yeah, it's Yeah, yeah. And it's we get so caught up in the how right and the detail and that's maybe the engineer in us, it's maybe the technical side, but it's back to you.

20:00

Number one is when we name a project, it's tied to the why it becomes that rallying cry, and we understand is, are we trying to drive greater? You know, output? Are we trying to create greater efficiencies that we trying to, you know, reduce the cost or visibility? And, you know, it's, um, a lot of times it's amazing again, we go through these RFP processes, and they're just how, how, how, and never right. How are you doing? Why, why? Yeah, and it's interesting, because

20:33

you're spot on. There are many all of the conversations. It's not that it's, he better understand the why you're deploying a system like this, then you can say, yeah, we're all bought in on the Y, because the Y does, you know, that's Yeah, thumbs up on the Y. And then you can go and venture into, well, we got the Y. Let's figure out the how. And I think that that's your right. I mean, I've been on so many projects, how do you do that? How do you do it? I want to know why. Yeah, how do you create a work? Or how do you do this? How do you do that? Right?

21:06

are you what are you really trying to you're trying to build a more reliable operation? Right? Are you trying to streamline the way we pass things? You know, around? Are we trying to get better planning better scheduling better? You know, again, we're in a very interesting time, when equipment and technology right equipment is getting so automated, you know, getting so technical? And again, is is it tied them? Well? How do we fix this stuff? Where do we find manuals? Where do we get this, this detail? So yeah, I think it's really, yeah, and I'm telling you, right now, if the system is configured, if the system is configured to your why, right, and you're trying to be more efficient at the ability to be able to gain insight, collect Information. And and, you know, the old way, hopefully, the old way is that you're wasting a lot of time trying to find those documents, wasting a lot of time doing what do you need to you think you need to do when a system can make you more efficient? I mean, it's it's imperative that you have to understand that Why? Yeah. Am I talking people in culture right now? Just FYI. I mean, it's shocking, right?

22:18

But for some reason, we get into software, and we follow this manual that just goes back to 250 requirements. Yeah. And half the time, we'll look at a requirement and say, why is this important? Right? I don't know. We just

22:36

have that conversation. Why is this? And people are going? Well, well, it was. It's a and they just stuttered and stammered through the whole thing. And it's like, yeah, you don't need it. Right. And again, it's just back to that rallying cry when, when people know the why. Right, the maintenance team becomes more engaged, right? They become more a part of the organization. And it really ties things together. And so yeah, we love that conversation. And so that's number three. Number four, again, and this one, we see it and again, it's tied back to I think these all are intertwined is there's just a lack of bias. Right. And, and it's, it's weird, but I always use the example and you'll laugh as we started rolling out like mobile. In the technician goes all this is too hard. And the people are like, the leadership's like we can't do it. The mechanic says it's gonna take too long. And I use the example of the ATM machine. If I asked a bank president, what do you thinks of an ATM machine? What's he gonna say?

23:39

That's it. It's it's a great thing.

23:44

It adds the productivity and I think it's a great.

23:49

I use it because I don't want to talk to anybody. And it's a fantastic thing for me. Yeah, it's great. But you look at a bank, President bank manager, why do they like that technology, right, and let them serve their customers quicker. It allows them to process things more. If I ask a customer like yourself, and you think about it, what do you think of atm? Right? I have access to my money. I don't have to talk to anybody. I can deposit checks midnight or six in the morning, right? whatever I want. Yeah. But if I asked a bank teller, what do they think of ATMs? What are they gonna say?

24:24

No, they don't like it because it's their job, I guess. Right? So their bias comes in. And at first they're like, Oh, it's going to take my job. So Oh, it's too complicated. It's, you know, customers are gonna have problems and all this stuff. And the irony is there are more bank tellers today than there were 10 years ago, even with a deli. But what happens to be well, they will you see more and more smaller banks out there, but what does the teller become? They become more customer service, right. And as you come more deal with the problems and I think when we get into

25:00

The technicians by providing them the tools, it's not taking their job. It's just making them more customer service to the assets and that kind of stuff. And so I think, you know, when we talk about buy in, I think we can talk about it from the organization, and that they have to understand and I, Seth Godin has a great line says in search of familiarity, yeah, we we go to work to be familiar, we drive the same way we go to the same office, when I go to church, I sit in the same Pew on the same side, right? It's, you know, it's in search of familiarity. And so when we go to roll technology out, people will use code words like, well, this is not user friendly, this is going to take too long. You know, when in reality, what they're just saying is, I don't understand, I feel kind of dumb, you just need to teach me and so that whole buy in needs to understand that there's going to be challenges, people are involved in that when we're sold on the why we're sold on the tool, then it's going to be great, but so many projects fail, because they'll pull the plug or Yeah, you don't have to do that. Or, you know, it's not important we close our work orders out or, you know, it's not odd that I got 1000 work orders in backlog. But see, here's the deal. If I'm following your process, if I'm following the enemies of success, and and I, I get I named my project, right, and I get people to sign a banner, and there's a lot of lot of fanfare, that internal marketing, and if I, I, I have some sort of get the right people, right, that conversations happening, I shouldn't have a problem with lack of bias. Right? I should, that should not even be a part because I've done my part, I understand my why I've got the right people involved. And I've made my project. Yeah. And it's funny, because we've actually got to the point where we were struggling on the implementation. And the senior leadership was struggling, and we reminded them of the banner.

27:04

Right? How do you get the number four, you remember number one, and it's amazing once people signed in, early on, we got that initial signature, and then there should be the buy in. But again, every day, right? There's just forces that are always against us, there's people that are gonna challenge and, and we just have to keep remembering that. And it's interesting when you go to a meeting, and everybody nods their head and doesn't say a word will actually walk away and say that was the worst meeting we ever had. Because we have a thing you've got to weigh in, to buy in. So if you don't worry, you don't challenge if you you know, think about anything that you really care about. You always weigh in, right, wrong or indifferent. You might say, Hey, this is too many steps, or we have a four step approval process. We're never going to do that. Right? Right, that tells me you're bought in just by the fact that you brought that up. And now we can deal with it. But if you just sit in a meeting and like, right, the worst scenario is you walk away, this will never work, but you don't speak up, then typically you don't really interesting because I feel the same way. But I've never used it in such a way that says weigh in is buying because I if I'm not getting people peppering me with questions, like Hey, what about this? What about that? I know that then I'm not doing my job. I'm not creating interest. I don't know what I'm not doing it. Yeah. And it always bothered me. He's like, you guys don't have anything to say. They all just smiled and

28:41

I think this is the greatest since you know, greatest thing since

28:46

then. That's a pearl with that sage advice right there the listeners out there. You get it? Nobody weighing in. nobody's buying in baby. They're going back to their where their cubicle. Business as usual. Yeah. Five. All right, number five. And this is the, you know, the, the one I think brings it home, but I but and this one's the hardest one is you have to have a culture, you know, or if you have a culture of culture of distrust, then that becomes an enemy. Right? If teams are fighting each other if teams don't believe that people in the same room have their own best interest. Yeah, then it will fall down and, and trust is one of the hardest things in the world, right? Trust is and I say it's not a bank account, like you can't, you can't build it and you know, it's simple Golden Rule, right? Treat others you want to be treated, but I watch organizations and they just go at each other. Right? They attack each other. And, you know, we have to the operations has to have a trusting relationship with the maintenance team. That's going to get it done that will do it properly. And quite frankly, maintenance teams and it's why we

30:00

Love the word pride is maintenance teams will talk about well, nobody you know, trust us, they don't you know, they give us the equipment, it's broke, they'll give us all your excuses. But have you earned that trust? Have you done the things that makes production? say, Yes, I can give it to you, you'll give it back to me in the right, in better order and on time. You know, it's interesting when you bring up culture, right? I mean, it's just, that is like, an iceberg, right? You can see some of the things but boy, there's a lot of stuff underneath that water that iceberg. And

30:34

I find, sometimes, if you have a culture that doesn't trust, Mistress doesn't whatever.

30:42

Everybody's trying to protect their Little Kingdom. Everybody's concerned about, quote, making a mistake. And you always have to, you have to remove some of that. Because people are not going to put themselves out there. If that culture is one that pounds people over the head for making a mistake on. Oh, you know, I'm not going

31:04

to head down low because I don't want that to finger death punch on my head. And that's sad. Because the fear of failure, the fear of making mistakes, the fear of being pointed out, whatever you want to call, it

31:18

really impedes the opportunity of success. It just does. And I always get down to the point, Marty, is anybody gonna die? No, just try it out. Make it safe, of course. But yeah, but that that you're absolutely right, that culture is is God. And it'll it'll, I would imagine, correct me if I'm wrong, it sort of swings. It's like, yeah. Oh, yeah.

31:44

You know, and, well, there's a pyramid that that's explained. There's a book called The advantage by Patrick lencioni. And it's probably one of the best things around trust. Is that at the bottom, when you start with trust, the next layer is how do you handle conflicts? Right? And it kind of goes back to weighing in the bias, right? A lot of people won't weigh in. Because they're afraid, right? Of repercussions under the trust side. And so healthy organizations always Trump the smart organizations, right? You can have a bunch of smart people. But if they don't have trust, and they can't deal with conflict, right, they can't say, hey, yeah, I screwed up, or Yeah, that was a mistake, or can we do it when you have that conflict? And if you can have open dialogue, open conflict, then you can start to get to commitments, right. And the next, once you get commitments, that then goes to accountability, which goes to results. But trust always is at that conflict level. And if you think about it with your best friend and think somebody said, you know, they're a true friend when they still like you, and they know who you are. Right?

33:01

Thank God or you could just be me. And I have just friends that are virtual, and then I shut them down. And yeah, and I go to the ATM because I don't want to talk to anybody. Yeah, so trust is, and it's a two way street. And it's huge. And so I think that's why it's number five. And it's kind of the last one that is the hardest it has me is if there's a culture of mistrust, if there's a culture and I hate to say of abuse and verbal abuse, yes, you know, then people are just going to shut down and you know, they're going to use words. It's not my job or though you words that, Oh, this is too many steps, or that they'll give you code words, that doesn't actually say, I don't want to do this, because nobody's going to look at it. Or, you know, nobody will matter. Or you want to put a maintenance system in and you never give me the equipment. So if you're never going to shut it down, and then it breaks down in the yellow, the maintenance team, well, does maintenance really matter? Or is it just it happens all the time? I guarantee you that fingers pointed, like why did that pump? Right? Right? It's a maintenance problem, right? And it's like it happens all the time. These are huge. I mean, as you start to dig into deep Okay, listeners, right, again, these are five enemies of success does Sure. Did you know people don't name a project? They just don't name it. There's no real personal element to it. Do you have the right people in place? A lot of people don't they just sort of run these projects. They there's good people who have spare time. And that ain't gonna work, right? It's just not gonna work.

34:34

Do you understand the why? First, as opposed to the house first. So don't rent the house first, do the why first, and then lack of buy in which just blows me away? After you go through one through three. I can't believe you have lack of buying but we are human beings. And we have different cultures. And then the last one, of course, culture of mistress that'll just keep on, man. You'll stub your toe on that one all the time, too. Yeah, yeah. I you know, I think when we

35:00

Bring it all together. You know, we always said there's nothing worse than fear and uncertainty, right. And as people get into these projects, you know, they have all these things. And so what we do and what we try to do with our customers, as I mentioned earlier by being in for an in for em only is we know, I only like to say we know how the movie is going to end. Like we know the code, we know the words. And when we do that, it helps us understand where we are, and hopefully we can take us through that process. And again, sometimes people are looking for Well, do you have planners? Do you have schedulers? Do you have this? Do you have a clean start? I mean, they're all important things. But without these five, the rest of the stuff? Yeah.

35:48

And I'll just sort of throw this out there is 500 plus implementations. You got some street cred out there when it comes to these bad boys. That's pretty serious stuff. Yeah, because you've seen it all. I guarantee you, you've seen it all. And then some guy, well, every day you get amazed and look even even now with COVID. Right? Yeah, you know, there's a thing we always say, the rent is due every day. So things always are changing. And you know, how we evolved. But even in today's world with zoom with the tools, you can still follow these things. And in some cases, like we have a rule, we always have our cameras on at Volvo. Always, because it's the respect that I think we need. And when we get into these projects,

36:36

there is a level of intimacy that in some cases, you can get in zoom that you can't get. Right. Yeah. But but but but if I'm looking at you, yes, you're looking at me, I'm looking at you and you can't Don't look away. I could see that. But it's it's the ones that are silent off of the back that you can't see. Yeah, that to me, I can, I can see you now. And I can sit there and chirp at you. And you better be ruining my face. And are you active out there on LinkedIn? I am. I am. So yep. Marty Osborn and, you know, again, I publish a weekly blog called Marty's minute on leadership. And, you know, these are just one minute stories about things. I've read things I've seen her that I can share with you. So yeah, www Marty's minute calm. And it's my favorite thing to publish each and every week. And, by the way, I'll share with you one story and I wrote something that's and I heard this through somebody that said, If you weren't afraid, what would you do? Right? It's kind of a great article. Right? It's a question and it talked about a guy who came home. He was struggling, got laid off from his job despondent and somebody looked at him and said, If you weren't afraid, what would you do? And he said, I'd go back and get my degree, went back, got a two year it degree and then had the career, you know, and how great it was, but I was doing an interview with Tammy Riley, who's the reliability head of

38:12

em at Starbucks. Yeah. Super person. And I asked her that she's landed on aircraft carriers. Yes. I mean, holy crap. You know, our mom asked her when she was 18. And said, said, Tammy, if you weren't afraid, what would you do? I mean, what a great super your mom to ask you that question. And she said, I want to land planes on aircraft carriers, like, Okay. And guess what? That's what she did. And so,

38:41

yeah, I think it just kind of ties all this stuff back together as, as, as teams as people, you know, ask yourself, if you're not afraid, what would you do?

38:53

I'm writing that down. Because I like that. And it does it. It makes you sort of go, you perk up. You're like, yeah, that's an interesting question. I might have to think through it. I don't even know what I I would probably do podcasts if I wasn't afraid.

39:11

All right, reach out to mark.

39:14

You're awesome. Again, awesome stuff. Okay, everything. listeners out there, you know, you're not going to go away because we're going to wrap it up on the other side. We're going to have that link to Marty's minutes. Absolutely. Because you must connect there. Marty, you were absolutely wonderful. lead vocals a great company. And I didn't know it meant trusted advisor. Yeah, call it a trusted advisor. And that's, you know, our goal is each and every day is how do we earn that title? And, to me the greatest compliment we can get as somebody says that we were their trusted advisor and that's that's what we strive for. It'd be tough working for it. Okay. You know why? Because you never, never you never let up. Like I couldn't. I couldn't even relax. Here it comes and goes, Marty, man, I better look like I'm busy.

40:00

Alright guys, thank you listeners. Hang tight, we will be right back. You're listening to the industrial talk Podcast Network.

40:15

All right. Two words. Marty Osborn put that down on your book right now right now and reach out to him. So you go out to the stack card on LinkedIn, boom, Marty Osborn, maybe a few more Marty Osborn's out there, put a comma Advoco ad v. o, CO. And you'll find him. And boy, you'll talk about a wealth of knowledge, Polish Nike. He's amazing. So I'm going to have all that contact Information out on industrial talk.com. Of course, you'd have to, and and definitely remember, five points, those five enemies of success. Don't do it. Anyway. As always, let's be bold. Let's be brave, let's dare greatly. Let's be committed to changing the world. That's what we're all about. And then that second little effort, find people who are bold, brave and daring greatly, you will not be disappointed. And you guys are just going hand in hand going forward to changing the world. That's what we're all about here on the industrial talk podcast because it is a celebration of you. Take care, we're gonna have another great conversation right around the corner. So be safe. We'll talk later

The post Mr. Marty Osborn with Advoco an InforEAM Partner talks about When Maintenance Matters appeared first on Industrial Talk.

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SUMMARY KEYWORDS

work, manufacturing, digital, hitachi, hitachi vantara, digital transformation, iot, world, journey, talk, solve, problem, companies, solutions, business, industrial, motor, manufacturer, industry

SPEAKERS

Scott MacKenzie, Sid Verma

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 there. Welcome

Scott MacKenzie 00:22

to the industrial talk podcast. This platform, the industrial talk platform is dedicated to you the women and men of manufacturing, the women and men of industry. The women or men who get things done, you are bold, you are brave, daring greatly. you innovate. And you're changing lives around the world. That is why we celebrate you here on this particular podcast. Another good interview Hitachi Ventura is the company. His name is Sid Verma. But once again, you want to go find him out on his stat card out on LinkedIn, you're going to have to type his first name in and that is, as Id d h. AR. th. Verma is ver ma, reach out to him. We're talking manufacturing, we're talking about, you know, the ability to have that history of success, especially in this world of Industry 4.0. Yep, sit brings definitely the truth, Bombs. So let's get a rolling. Yeah. What an honor. I mean, when we start talking about industry, we talked talking about manufacturing, we start talking about all of the wonderful things that are taking place specially, and the conversations that people are having companies people are having as a result of whatever this new normal is, it's it's really exciting. It's an exciting time to be in the manufacturing space. It's an exciting time to be in an industry, it's an exciting time to be able to an opportunity to have great conversations with industry leaders, like Sid, and many of the individuals at Hitachi Ventura, and talk about real solutions to real problems, to create businesses, manufacturing industry business that are resilient because the wreck, you know, we just got to recognize just don't throw it out there. This might happen again, we don't want to don't I'm not wishing that on anybody. But it could happen again. Unfortunately, why not today, right now, possibly yesterday, talk about strategies, deploy strategies that really ensure your business resiliency, why not? Now's the time. Technology is there. You hear me talk about collaboration, I'm telling you right now. You want to collaborate with these people that are on the industrial talk podcast, they're out there, they want to talk to you, they are at the cutting edge of innovation, right? They are. And they definitely are committed to education. There. It always dazzles me to see individuals like said and others that that they take to a certain extent, there's a level of humility there, they take this stuff for granted. And for me, who's constantly sucking it up and saying, Man, that's cool stuff. That's cool stuff. I am just always dazzled by how professionals, leaders within industry, leaders in manufacturing, just constantly push the envelope. And they're all it's all focused on solving problems, providing solutions, and doing it with a sense of speed and purpose. And so you gotta love that. And so this conversation was Sid is just right on the money and and they're doing some incredible things. And we're talking, just so that we're on the same page. One of the things that I did point out with to him, and I share it with you, before we get into the interview, is that there's a lot of companies out there, a lot of companies talking about, you know, IoT, talking about edge, talking about cloud, talking about everything that's all under the sun of Industry 4.0, it's out there, and I and I know that it's out there. And one of the questions that that was always intriguing with me, how do I how do I know who to who to trust? Who to pull into my inner circle, my collaborative inner circle to be able to have real meaningful conversations that makes sense because you're looking at executives that have to make these decisions. And who are you going to pull in you're gonna have to at least find companies find delivers of services that you can trust. Sit is right there. Hitachi Vantara is right there. All right, let's get on with the interview. Again, when you reach out to him because you need to write you need to sit he goes by said Verma. But remember, write this down si d d H AR t H. Verma you'll find it find him and reach out to him and I'll have all the contact information on industrial talk.com on his you know landing page that highlights him. So anyway, enjoy this conversation because and and take notes because it's really important about what what is CIT is talking about and why it's important for you as an industrial and manufacturing professional. Enjoy. Hey said Welcome to the industrial talk podcast absolute honor that you found time found time in your busy schedule to be on this particular podcast and share your insights and wisdom into manufacturing. How're you doing?

Sid Verma 05:42

I'm doing great, Scott. How are you?

Scott MacKenzie 05:45

I'm doing well because I get to talk to you. And we get to talk about manufacturing. We get to really be bold, brave and daring greatly in our conversation and we're gonna change the world. Before we get into your interview. Let's talk a little bit about who CIT is a little background on who it is. I know that you come from Canada. And are you a Argonauts fan?

Sid Verma 06:06

I am not. I am a tennis fan in Ottawa. No way.

Scott MacKenzie 06:11

Yeah, there you go. Okay, nevermind. I've been getting into hockey. But yeah, Senators, maybe

Sid Verma 06:19

I didn't my masters. I didn't have much money that time. So the only thing that came on the TV was Canada.

Scott MacKenzie 06:27

That's Canada for you. Because it doesn't come on down here. You know, well, you're you're in San Francisco, the Bay Area. You're not getting much hockey down there.

Sid Verma 06:36

Oh, no, not at all.

Scott MacKenzie 06:38

All right, give us a little background on who you are there said.

Sid Verma 06:41

Sure. So, I am right now the general manager of manufacturing for Hitachi Ventura. And I represent the global manufacturing business for Hitachi limited. Earlier to joining Hitachi, I worked for Siemens as the Global Head of manufacturing, in the newly minted IoT and consulting unit. I spent around two years at Siemens earlier than that I was in Deloitte for eight years, that I have created their industrial IoT practice have run it. And it was an absolute honor at that time to make a business from scratch.

Scott MacKenzie 07:14

I'm telling you, and you're talking about being a trailblazer. I mean, all of a sudden, now everybody does their stands. And they're saying that IoT, everybody understands digital transformation, or think they do, because pre virus, everybody has sort of this plan A to five, whatever your plan to begin their digital journey. But then COVID hits and all of a sudden, I need to speed my digital journey up relatively fast. Have you seen that on your side?

Sid Verma 07:44

Exactly. I don't think that that journey anymore. It became a burning platform. It's like, if I don't do anything, my my workers cannot go inside my factory stopped running. And just this whole idea of remote monitoring, being able to work safely using technology mean that manufacturing never occurred to them. Like I mean, the whole idea was people going and working. And machines were there to support it's kind of become the other way around.

Scott MacKenzie 08:11

Yeah, and it's interesting, and I think it's a beautiful, you know, we talk about how, you know, pre pandemic, but when we start talking about COVID, there's the there's the one side that there's a lot of pain, yes, absolutely understand challenging time. The other side is that it really took manufacturers and gave them the ability to truly hone in on what is important. And that's why that whole conversation of digital transformation really became I have to hone in on it. I've got to figure out how to keep the wheels turning into my my business. So it's important. So let's, let's talk a little bit about that. Okay. You're seeing and correct me if I'm wrong, you're seeing a shift manufacturer, let's say macro level manufacturer is starting to look more and more at the their, their digital journey, their digital transformation. Is that a correct statement?

Sid Verma 09:07

I'll say yes. So from my point of view, like everything has to run on continuous innovation journey. Otherwise you do not survive or do not stay in the business for a long time with digital is basically the next normal now. And means COVID has expedited the normal of five years to six months now. But from the time we have electrification to that is you needed to just do it to survive to now we have to do digital to survive. That is the core of the business. We no longer individual machines or individual people work and optimize their performance. We have to do it collectively, and be able to use some of the tools that humans cannot do while they're working to come from outside and then come help them. So that is kind of for me a natural phenomena. This is what you have to do. This is the evolution of manufacturing. The next step

Scott MacKenzie 10:02

right now is digital. And I like that and I like that. It's it's not a sense of you know, I mean it's it's just a fact that you manufacturing have to begin that digital journey today. In fact yesterday right and and begin that and interact and collaborate with individuals like yourself companies like Hitachi Ventura to begin that thought process. Don't Don't be in a position where I have not, you know, I didn't do it. So I'm behind. No, now Now is the time. And and I think you're spot on. And I like the statement continuous innovation journey. Remember that listeners continuous? And that's not just what the digital journey it is. It's just your life. Continue. make that happen. Now, with that being said, Said. People are people, cultures are cultures, internal, external doesn't really matter. What are your roadblocks for getting people to say, Yeah, I got it. I'm going to walk hand in hand with sit in tachi vantara. What are those roadblocks? What are those things?

Sid Verma 11:14

So one of the things about digital that is key is we try to take like data out of steps and not do incremental improvement. So if you see the last 40 years of the Kaizen and six sigma, or the incremental improvement, small, small steps, yeah, what digital allows you to do is look at the process and do major improvement. And a major improvement is sometimes hard to fathom. And imagine, if you have always done the same thing. Because if you can do a inspection, using a camera using AI, you don't need five people. And you can do it at every step, then rather than doing it at last step. And then you can kind of skip the whole scrap and everything else. But this is not like a simple improvement of fixing things. This is like a monumental change in which you will do things. it's sometimes hard to take that leap of faith, and also trust that it will work. I'm telling you,

Scott MacKenzie 12:10

kind of. Yeah, you're you're you're you're a heretic with you're talking about in manufacturing, a make a major, major improvement, holy cow, but it can be done. Right.

Sid Verma 12:23

Yeah. And this is what digital is doing, like digital is not exactly letting you jump a couple of steps in the cycle of continuous improvement that we were used to. But it done

Scott MacKenzie 12:37

the journey. So once again, the resistance the roadblock is culturally I'm not comfortable with making major steps I'm comfortable with let's say my eyes on and and being able to make those incremental improvements and constantly work for the you know, just continuously improve, right. And now we're coming in with this new industry for Dotto, whatever it might be, and it's everything under the sun, and it's going to solve all our problems. Major and and that is really from a cultural perspective, uncomfortable for me

Sid Verma 13:07

correctly.

Scott MacKenzie 13:08

How do you break into that and and create comfort for a manufacturer to say exactly

Sid Verma 13:17

what, especially in the manufacturing sector, people like to know that you have done it before. Because this is not like mean imaginary stuff. Correct. It's not marketing that you can say. And if it doesn't happen, it doesn't happen. You can fix it, manufacturing, you have to fix and do it. So the main, so my clients and my company itself would like us to prove it beyond doubt that this is actually working. And we need to look at not only an MVP, which was a three or four years ago problem that let's do an MVP, and we'll solve everything. I got to stop you right there. You're saying in V is in Victor p What? What do you say

Scott MacKenzie 13:53

that they call it the minimum viable product? Got it. Thank you minimum viable product, MVP. Got it. Go continue. Sorry about that.

Sid Verma 14:01

So when we started this journey on digital transformation, people say let's try something we will create a proof of concept, we will make something that will show to the world that it works. And then last two, three years, it never went too far beyond an idea. People saw really good videos on LinkedIn. But you go back to a production line still the same like what we have seen is we need to prove it beyond doubt that this thing works on in all the integrate things that the manufacturer does in the job. And that is the comfort level we have to provide. We have to spend some time and energy in building those proof of concept which actually solved the whole thing. And repeatable you sell the whole thing. So the manufacturer will tell us you do it, I allow you but you have to make sure it runs for one year. And my people are kept on doing it. Not just like you have a good idea. You gave me a software and you walked away. Nobody use it. Yeah. And and one other layer that I wanted to bring forward is all that digital stuff happened at the enterprise software layer before? Correct? You have the earpiece? Yeah, yeah, yeah. Up front big planning. But on the floor, people were still weltering using machines sewing, there was no transformation there. Correct. Like, and now the transformation is at that level.

Scott MacKenzie 15:21

So yeah, that's interesting. I had that sort of aha moment, I said, you know, you had these enterprise systems that whatever that, that time in our, our manufacturing life was like, everybody's doing this enterprise type of approach, okay, it's gonna solve all problems. And it didn't, it just created a big system, and nothing to feed it. The only way of feeding it would be this guy like me fat fingering this information in now with this whole IoT, IoT digital transformation. I've just been able to collect that data seamlessly. Now I've got to venture into the world of data analytics and figuring out what it's telling me. Right? Exactly, yeah. So listeners, what I hear when I would have what I heard, so talk about and this is real important, specifically here in this digital transformation journey, is a history of success. Right? And you can demonstrate that because that's where that's where me as a manufacturer would be get a little nervous. Because I, I have my process, I've laid it out a manufacturing, whatever it is, I understand when that assets going to go down, possibly whatever it might be, I have a feel. Now you're asking me that I can put these solutions, digital solutions within my process. And I lose control. And that that sort of that thought that I comes I I'd normally just touch that motor. Now you're telling me I all I have to do is look at a screen and trust that data. That's that's a that's a difficult challenge.

Sid Verma 16:58

Yeah, I mean, compounded on this challenge has a lot of people have promised and companies Oh, and and nothing worked. Like, I mean, that is the part of I was saying correct. The proof of concept world, the startup world Good idea. That worked in, let's say Telecom. Let's hope it works in manufacturing, great idea. It looks like it's gonna work. And we put it on top of a motor and it didn't work and the motor blew. And sometimes people got hurt and the product got destroyed. As your, as a manufacturer, you're gonna give it a couple of tries. And then you're like, Okay, I'm done. I'm not going to give any more people. I'll even

Scott MacKenzie 17:37

give you one try. And if it fails, I'm kicking it over the, you know, over the bridge, right off the bat, you're spot on. And I forgot about that. And I was going to ask you about it. If I had a nickel every time said that somebody came to me and said, we're AI or IoT specialist, or I'm an AI person, or I'm an edge person or I'm a cloud person and I do all of this stuff and I link it all together. We wouldn't be talking I'd be on a you know beach sipping mai Tai's because everybody's out there. And they're all talking about that. And if I do a search, on my website, or on not my website, but out there, I'm going to pull up a gazillion hits on IoT, and u right, it gets down to trust. I love it.

Sid Verma 18:23

Yeah, and not everything can be like transferable a lot of the IoT came from the telecom, like Cisco and at&t, they did a lot of that, and they wanted to use that that skill set only transferred a little bit. And then you need a different level of expertise to bring it down to manufacturing versus health, healthcare and biotech. And that is where you need an expertise, like we one of the reasons my clients is why should I trust you versus somebody else. And the reason is, we have to actually do and prove that to our own company in Hitachi. And same thing when I was in Siemens, like same thing, like the companies like industrial companies like to spend a little bit more time. So we are usually behind the curve. But we have to prove to ourselves before we go to tell the client that hey, I actually can solve your motor problem. It's not that glamorous, it's hard work. And it is rewarding once you finish it. But you have to do this. Every asset every processor time

Scott MacKenzie 19:22

it is in and I think there is this silver bullet mindset to a certain extent where Yeah, I bought I bought that device, I've stuck it out on my motor, I should be resolving the problem ASAP. And I've just tried to solve that problem. Yet there's there's a lot of intellectual and sweat equity that goes into that device being stuck on that motor, shall we say? And that's where the real that's where the diamonds are, right? True Value true efficiencies, and finding individuals the human side that can dig That stuff up and be able to make that stuff work. And that information. Now, with that said, Where do you I mean, it just seems like it's at a blistering pace it. I mean, I can't keep up I went. Last year when we were able to go to conferences. I was in Barcelona, I have IoT solutions World Congress, or IoT solutions. Anyway, and it was just technology at this blistering pace. And it's when it's pre virus, I was upset because I couldn't keep up with it. Now, it's like, everything is so fast and everything, where do you see it going? said,

Sid Verma 20:41

Yeah, I mean, even I have challenged keeping up.

Scott MacKenzie 20:46

I'm sorry to hear that. Because I am, holy cow, you're in it.

Sid Verma 20:51

It is true, like, the new ideas are always there. And it takes time to challenge and I test it out. But from what I have seen in this world is we started with the big data thing. So what it Yes, people have done from the big data, and be able to ingest and be able to do like how you run your Google Maps and Facebook, like behind the scenes, there is a lot of analytics and AI going on. And what we in manufacturing said hey, we can use some of it, we are quite behind. And we'd like to reproduce that. So, what happened from the first generation was we started having an IoT platforms crack you get the ptcs of the world, a commodity of the world. But then platforms are more horizontal or generic like somebody has to go solve a problem. And that is the next few years of doing PLCs or proof of concept mdps which took them which got everybody excited, but then nothing got solved, except for few easy stuff. From from where we are like last two years of the people said okay, I get all the stuff like you need a system integrator to do custom stuff, you need a platform. Okay, still not solving my problem, like at the cost level I need. That Yeah, one thing is, the other thing is the most of the companies now have done enterprise level solution. So they all have the RPS and me as is. So they said, okay, we are now good on planning. Now, the frontier is the people who are actually working the process getting done, I can use some technology to get data out. I can borrow something from the IT world to do big data analytics. Conceptually, it looks like we have everything but why is it not working? And so for me that right now, the challenge that I faced in last two years of Siemens, and and Hitachi is to take those generic platforms to convert a user level solution of persona based solution, maintenance manager on a modern need the solution? Yes. And what will that take me to work? And that is what my challenge is, because that is the frontier of digital transformation for manufacturing right now,

Scott MacKenzie 22:54

you got to be solving problems, right? There is still there, the problem still exists, but how do you? How do you link that digital solution and solving true problems? I love it. And I love the fact that when we start talking about you brought up a really good point, and I and I want to make sure the listeners hear about it, there's still a cost element to it, right? And you still got to do that, do I get an ROI on it, you got to balance it out. And so the only way you're really going to get to that point is that you've got to have that history of success, demonstration of the ability to be able to do that. And then be able to, with confidence, and with trust, be able to say, That's right, the value is there. Let's deploy it. And I feel comfortable. And that's that's like you said, the, the new frontier, you got to be able to do that. And And boy, there were a lot of there still are, there's a ton of companies out there, they're just saying, Yeah, we can do it. It's gonna save you a gazillion dollars. But it's going to cost you a gazillion and a half. You know those things. Because the neck, the new normal, whatever that normal looks like, my concern chin, you know, take away my concern. That's your responsibility. But my concern is, once all of this stuff passes, and we start feeling more comfortable with that next normal, whatever it looks like, it's not business, as usual, can't be business as usual. So whatever that next normal is, then we're going to take our eye off the ball, we decided that we wanted to go to this digital journey, and then we take the eye off the ball and then we go back to what sort of a Kwazii digital manual process. Do you see that? Or do you think companies are going to say, No, I want resiliency and I want to be able to commit to this until that next time. That's the message.

Sid Verma 24:40

You're right. So it means I it's hard for me to foresee what will happen. But I think the way digital transformation right now is accelerated it mostly to allow the work to go on. Allow remote monitoring to happen and allow safe working place to be created. I mean, we are Not able to produce the same level of productivity we had before, because the whole last 40 years was, let's put everything close to each other. So that there is minimum time wasted. Yeah, but now everybody's so close to each other. And COVID says, okay, you cannot be close to each other. So what we have done is we reduce the number of people hands, we have reduced productivity and, and brought output. A little bit of digital is helping. But what I foresee in the future is every process, right now, we don't have the luxury because of safety to do that. But every process will have to go through that return on investment versus concept like return on capital invested, because not every process will need digitization. Not everything needs predictive maintenance. Because it means there are other ways to design a process correct, like so means if a motor can fail, and more than $100, for three motors, they're in parallel paths one fails, the other one picks up, I mean, so you don't have to, you have to invest. So So that's basically where we will be, we'll be looking at each process and saying, which is the most critical failure mode, our outputs, and what does it cost me to do digital on it, and a lot of that other stuff below the radar will be left as is. And also, the other side is human dexterity. And training is much faster and cheaper, then you can actually program it. So if you do new things, and you need people to do like a little bit of AI in their head, rather than you program it, that part will always be there, in our computer systems are not as good as a human yet, especially without too much training. So I see that is happening from technology side ROI and human dexterity and, and engineers like me that we humans can feel and perceive things that a computer will

Scott MacKenzie 26:50

absolutely, you're absolutely spot on. So don't listeners out there, don't be concerned about this digital journey, this digital transformation, and changes within whatever the future looks like. There is always going to be room and the need for people. They're just different skill levels different all that there's always going to be that need now, we're gonna have to wrap it up. Are you active out on LinkedIn? Is that a good way to get a hold of you?

Sid Verma 27:19

I am Yeah, LinkedIn is my only social media thing that I am active on it is I like it.

Scott MacKenzie 27:24

Yeah, I do too. AI. that's a that's a, a free promo to LinkedIn. Right there. I like it too. Now, listeners, let's just sort of wrap it up. Just real quick here, I think a couple of key takeaways, continuous innovation journey. If you're in manufacturing, if you're listening to this, you've got to just embrace that continuous innovation journey. The other thing you need to look, if you're saying, Hey, I'm interested in this digital transformation journey, and I think it's important to us, you need to find a company that has that history of success, real success, that can really help you in this journey. And I think the last point is that there are a lot of people out there talking and talking and somewhat walking the walk of IoT and digital transformation. My recommendation is that you just go right to Sid and just get it right from him and Hitachi vantara because they're doing great things out there. All right, said we're gonna wrap it up. Thank you very much for joining the industrial talk podcast. We're celebrating heroes of manufacturing on this one. We didn't really hit too much on that. But you're a hero.

Sid Verma 28:36

Thank you, Scott. I think you had to the morning kind of messaging. So I appreciate that.

Scott MacKenzie 28:41

All right, thank you very much. All right, listeners. We're gonna wrap it up on the other side, you're gonna have everything that you need at industrial talk.com. Stay tuned.

28:51

You're listening to the industrial talk Podcast Network.

Scott MacKenzie 29:02

Well, thank you very much for joining the industrial talk podcast. I hope you enjoyed that interview with Sid Verma, I know I did. I am just an absolute junkie, when it comes to this stuff. I like to consume as much as I can. Because you know why? It's because I'm, I want to collaborate. I want to innovate. I want to educate. And I want to do it with a sense of speed and tenacity. That's what I want you to do. You got to reach out to sit, go out to his stat card on LinkedIn. And again, it's si d d, h, AR, th Rama vrma. Reach out. I'm guarantee you he wants to talk to you. And he's got solutions for your pain. Yeah, I'm definitely Alright, here's the challenge. hang out with people who are bold, brave and daring greatly, and I guarantee your world and your vision of this world will change in a positive way. All right, you'll be bold, you be brave, you dare greatly. Let's change the world together. Thank you. for joining the industrial talk podcast. We're gonna be back with another great interview shortly.

The post Mr. Sid Verma with Hitachi Vantara talks Manufacturing and Need for Innovation for Future Success appeared first on Industrial Talk.

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SUMMARY KEYWORDS

Automation, lift, core values, SPOC, bobby, people, culture, podcast, industry, industrial, individual, customers, company, worked, innovate, coin, hired, oil, world, focus

SPEAKERS

Scott MacKenzie, Bobby Mason

Scott MacKenzie 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 All right, welcome to the industrial talk podcast app. So loot otter once again that you joined the number one it does real related podcast in the universe, the galaxy, all around the world right here. We celebrate you, the industrial and manufacturing professionals, the people that get it done, you are bold, you are brave, you dare greatly. And boy, do you innovate. And thank you very much for what you do. You make my life better, and you're making the lives around the world better. That's why this is important that we celebrate you each and every day on this particular podcast. All right, we got Bobby Mason, he's in the hot seat. He's in the industrial Takashi. He is the CEO president of spark SPOC Automation, Inc. And we're going to be talking a lot about, you're saying Scott is going to be talking about Automation? No, that's just part of it. We're gonna be talking about culture. We're going to be talking about how he leads his team at SPOC. Let's get going. great conversation. I love it. I love it. And yeah, absolutely. He's about Automation. He's about innovation. He's about everything that you can imagine that's associated with his business, and how to create a business of resiliency. That's what they do at it, SPOC Automation. But he does it through an amazing leadership technique called lifting up, lifting up. And he really focuses in on the people, his people, and not just people, people all over the community. The customer, how do you lift up your customer? How do you look to people? How do you lift up your customer? How do you lift up the industry? And then of course, it looked up the country is just a natural progression. And everything that they do at SPOC Automation sort of runs around and overlays with that lift up culture? Yeah, yeah, he's a rock star. Yeah, he's amazing. Yeah, he's on this particular podcast. And it's an absolute honor to have him here. Now, before we really get going. Again, I want to be able to just share with you some of the things that we are doing here on the industrial talk, podcast, one, we're all about creating, you know, a collaborative, that's what this is about. We celebrate all the people but it's in a world of collaboration. We believe here in industrial talk, you're going to have to collaborate, you're going to have to innovate. That's what you know, Robert, Bobby, by the way, just FYI, if you go out to the stat card on LinkedIn, it's Robert L. Mason. But it's really Bobby. Right, because he just got right to the chase. We go to the same Barber, by the way. And anyway, we start talking about collaboration. We talked about innovation and the necessity to be innovative, and find people that are innovative. We talked about education. And and this is what this industrial talk platform is all about. And we're talking about a place to go, that you can collaborate, go out there, I've got these individuals, these leaders in industry, these leaders in manufacturing, and you could reach out to them each and every day. And they are bold, they are brave, they dare greatly and boy, they change in the world. And that's what the industrial talk, podcast is all about. We want you to collaborate, we want you to innovate, we want you to educate, we want you to be tenacious and make it happen. We want you to do it with a sense of speed and purpose. Because we need you to be successful in the future, right? We need you to be resilient in your business, because we don't know what the future is going to hold. But I'm just telling you right now, there are people there are companies that want to work with you to collaborate, innovate, and definitely educate. And they're all tenacious, and they want to do with a sense of speed and purpose. Yeah, I'm saying that you need to go out to industrial talk.com find out more or just got reach out to me and I'll talk to you more about it. All right, onto the hot seat that does Real Talk kotze Bobby Mason. And if you once again, go out to his amazing stat card out there on LinkedIn, you're going to see Robert L Mason, whatever, just put SPOC SP OC not the other SPOC, Automation, and you're going to get loaded down with a number of great. I mean, there's activities great. He's a leader he is and we're gonna be talking about that lift up culture and what they do at SPOC Automation to keep productive happy engaged individuals that are just dedicated to the purpose of what SPOC brings to the table. All right. Thank you very much. Here is well, Bobby, right. I'm looking at a stack card, and so on to say, Robert. But here's Bobby enjoy of the conversation. All right, Bobby, welcome to the industrial talk podcast, absolute honor that you have found time in your busy schedule to talk to the listeners of industrial talk. How

Bobby Mason 05:26

are you doing there, Bobby? I'm doing great. And Scott, thank you so much. This is great honor to be on your show.

Scott MacKenzie 05:33

Thank you, it is an honor. It's the number one industrial manufacturing podcast in the universe. I have nothing to back that up. And I think I'm overselling it. But I'm gonna continue to say it as you

Bobby Mason 05:43

should.

Scott MacKenzie 05:46

All right, Bobby. Now you're you're the CEO, president of I want to say SPOC, but is that what that is? Correct? SPOC? nation. Okay, got it. Now we're going to talk a little bit about your lift up culture. But before we get going on that one, because that's gonna be a great topic listeners out there, it's gonna be a great topic. Give us a little 411 on who Bobby is, and why you're such an incredible professional, you know, your history?

Bobby Mason 06:12

Well, you know, I have been in the electrical distribution and Automation business, the majority of my life, my, my father was an entrepreneur. I'm a second generation entrepreneur. And it's why all entrepreneurs have

Scott MacKenzie 06:26

no hair. It just is what it is. It's, it's a fact of life.

Bobby Mason 06:31

I actually thought it was because it made me more aerodynamic.

Scott MacKenzie 06:34

It does, however, does a good side of it, did you? I'm sorry. But

Bobby Mason 06:40

oh, you're fine. He actually sold that business to a national chain. And we had a difference of philosophy and culture, quite frankly. And so I left with a handful of individuals, we had already come up with some software solutions for the oil and gas industry around controlling rod pumps, which is that one you always see on the news story going up and down that reciprocating pump. Yeah. And, and doing it in a fashion that had never been done before controlling it. And so we we started this company up almost 20 years ago. And we have just been incredibly blessed with a great team that that is just totally focused on helping people. And you know, I actually, I equate Automation to being like a fine dining experience. And you look at me, I like to.

Scott MacKenzie 07:44

Yeah, I'm all with you. But I've never heard that in a sentence before. But

Bobby Mason 07:48

we're let me expand. And the reason I equate it to a fine dining experience, is when you go to a restaurant, way before you ever begin to eat that meal, that chef has gone out, and he's procured the best components he can possibly find, you know, farm to table fresh meats and fruits and vegetables, whatever it is. And he's put a lot of preparation and a lot of care into that. And he can bring that to the table. But if you don't have great service, with that fine meal, it's just a meal. But when you have great service along with excellent products, then it becomes an experience. And so that is that's exactly what we do. We try to provide us an experience

Scott MacKenzie 08:43

seeing it and I would imagine that you get a little pushback, because there's some, quote, negativity that's associated with Automation, you're trying to get rid of my job. And I don't think that that's going to be that's the case. And I think that that's the story that needs to be pulled within Automation.

Bobby Mason 09:00

Absolutely. What we want to do is come up beside you and help you give you better information allow you to focus on areas that are problems mechanically, because we're doing the electrical controls. And, and we actually are an aide and what we have found, and especially in the oil and gas industry, where traditionally it's this is a way my grandfather did it, and my dad did it. And this is where we're going to do it. That mindset is shifting, thank goodness. But but the guys have learned that we're there to help.

Scott MacKenzie 09:37

I think just let me let me just sort of lay it out there and I think pre virus, a pandemic pre whatever two finger death punch. The the focus was a little bit different. Everything was sort of swimming, we were working we were doing and we had these strategic plans to in two, five, whatever years we're going to be able to do XYZ and and that is with any digitization IoT. industry for Dotto, whatever it might be as well as Automation. I think everything was like, Okay, that's good COVID hits, boom, all bets are off the table, we need to do something else, we need to figure out how to be more resilient, more efficient, more this and save money and do whatever it takes. I think it's just really, you know, push the envelope on why these are important strategic directions for companies and Automation. And the innovation behind Automation is key.

Bobby Mason 10:31

Absolutely, we focus primarily on land based and and traditionally, they have been behind in Automation. Yeah, and the only way for them to survive and actually thrive on the other side, is to start automating these processes and and, and having their stuff more efficient, and save 25% on their electrical consumption and lower that lifting costs.

Scott MacKenzie 10:55

Yeah, it's it's been a, it's, from my perspective, a real Renaissance and a focus into solutions that are truly innovative. And I think companies that are focused on resiliency, because we don't know if it's going to happen again, right? We don't know if that genie is already out of the bottle, and somebody is going to say, adds another pandemic, whatever it might be, at least your business is going to survive the next one if it ever happens, Lord willing, knits not so it is what it is. All right. Now, we can talk about Automation all day, I get one point of clarification, what a SPOC mean,

Bobby Mason 11:31

is actually an acronym and it stands for sensor less pump off control. And where that resides is

Scott MacKenzie 11:37

we're I understand why it's an acronym. domain.

Bobby Mason 11:43

It is. We were drives experts, variable frequency drives. We've we've deployed over 70,000 into the oil and gas fields across the world. And and what we did is that reciprocating beam pump application, yeah, we have some software that we developed that allowed us to do that without dynamic braking resistors. And it's a long story, but we can do pump off control using the motor itself.

Scott MacKenzie 12:12

Very good. Very good. I don't see that's innovation. That's that's in. And I like how it does. Yeah, I mean, you change the market, in a sense, and you're going to continue to change the market, because that's how you think. And when we start talking about thinking, one of the points I'd love to be able to expand upon. And we've talked about, we've talked about a lot of stuff on the industrial talk podcast, but I'm intrigued by your lift up culture. And I gotta ask you the question, what is that

Bobby Mason 12:41

lift up culture, that is something that I am super passionate about. Because it's about my people. And my team. When we started this company, it was a result of leaving a poor culture to develop one. And so lift up in in its shortest form is just this, we try to as a company, lift up the individual, give them an opportunity, so that they can thrive and improve and grow within our company, we give the we want to lift up each other. Because if you look to the left and the right of you that person is depending on you to do a great job. We try to lift up our customers by giving them innovation, by lowering their lifting costs by helping them with all of their rotating equipment, pumps and compressors, and all those controls. And we try to lift up our industry, because our industry needs people that are out there. They're experts, let's face it, the oil and gas industry is full of wonderful people. But there are a lot of plumbers and not a lot of guys in like in the electrical side, especially in the Automation side, right.

Scott MacKenzie 13:53

And

Bobby Mason 13:54

then ultimately, our ultimate goal that everyone here has bought into is that we believe in our heart of hearts that we are ultimately trying to lift up our country. Because if we can do things to help our country be energy independent, then we are going to be a stronger nation. And so that's really what that lift up cultures base foundation is all about

Scott MacKenzie 14:17

no sudden we just have to wrap up the podcast because I don't know where else to go with this. I do know Don't worry, I added Alright, listen, as we talk a little bit about a lift up cultures. We're talking about the impact of lift up culture with people, the customers, the industry, which is happens to be oil and gas and it could be anything in the country. And what I like about it, Bobby is the fact that it's truly other focuses truly service focus. It's like, it's not about me, it's about you. It's about your success. It's about your health, we need to help. And I think in this in this world, from my perspective of how I've constantly tried to hammer on we need to collaborate, we need to innovate, we need to educate with a sense of speed and purpose, especially now. That lift up culture fits right in there. And it goes from all the way from that The people in the front line all the way to the country, and I like it, I like it a lot. Well done on that one. Okay, give me an example of what that looks like. You know,

Bobby Mason 15:07

that looks like a lot of things we have. We've got a lot of awards, and all kinds of accolades, and those, and those are great, and we appreciate all of that. But really, at the end of the day, our products, the way we view everyone is everyone in this company is an innovator. So not only are our products innovative, but every process that we do is needs to be innovated and we're constantly looking for a better way. A good example, would be, we actually have a have a product out in the oil gas fields, that we have a extended warranty called drab shield. And because of our culture, because we care, because we put great components in all those things, we can warranty, a drive, a variable frequency drive package, for six out to 10 years, even against a lightning strike. It's unheard of, it's literally unheard of. But it is a way that we can because we've done a lot of engineering have 10s of thousands of units out in the field, we know what it takes. So it's a way that we can lift up our customers, if they have that act of God. And lightning were to hit that drive, and they had bought our extended warranty package with the draft. We replace it. Now. Where else in the world can be the company that looks out for you like that.

Scott MacKenzie 16:39

And what's interesting, I would imagine if this thought came to mind, and a lot of the a lot of these units are probably out in the middle of nowhere. Yes, and and it's not like, Hey, I'm going to run to the Walmart, grab a loaf of bread. And then by the way, I'm going to change that thing that's right next to the Walmart, it's easy peasy. Just gonna do it, it doesn't happen that way, I guess

Bobby Mason 17:00

happens to be three hours on a dirt road off the closest highway.

Scott MacKenzie 17:04

That's exactly right. And you got to sit there and then it's, you know, 150 degrees out there. And you're like, Ah, it's got to have a smile on your face. And that's what's got it. And if you're truly a lift up culture, and you're talking about energy independence, got to have that smile on the face and get on out there. That's a great example I like it.

Bobby Mason 17:23

It is. And another way we do you know, we have we have five core values that we we live by. And it's committed, caring, passionate, solution focused, and gratifying. And so what we do is we keep that in front of everybody every day. And it's it's plastered all over everything that we do. There's visual reminders, they're verbal. And that's just part of the culture of who we are. It's actually kind of interesting how we came up with those. I hired a consultant because I was a naysayer, so to speak. Early own right. And I hired a consultant to come in and help us. And he convinced me through reading some several papers that the Harvard Business Review had had put on culture, your own core values, mission, purpose, all those things. But I was just not passionate about it. Because I had seen in my career, so many individuals that come in, and they hand you this piece of paper, and they tell you this is our core values. This is our mission statement. But they no more lived it out than the man on the moon. Oh, yeah. And I've always been that guy that if I tell you it's going to rain, you better take your umbrella to work because I'm not gonna lie to you. And don't ask me if you don't want to know what my opinion is, right? So I hired him. He came in we went, we talked ahead of time. And he said, You know, it usually takes people a year, maybe two years to flesh it out, blah, blah, blah. And, and I said, No, we know who we are. We've always known who we are. We just had not documented it. And he said, You and every other customer that I've ever client I've ever worked with said same thing. So we went through this exercise and in 45 minutes, we had our core values nailed. Now we took another six, six or eight months to flesh out the wording behind it

Scott MacKenzie 19:23

right. But then

Bobby Mason 19:24

I got a little paranoid. So I hired a second consultant to come in to validate it and to validate that I was not just blowing smoke and and that one came in and they actually sat with all of our people. They did the job with them. They literally for two weeks, sat out there and worked in production. They worked in shipping. They worked in engineering. They sat side by side. I came back they gave me this thick 50 something page report and he said Bobby, I know you're going to read this and think this is kind of a Kiss, kiss up type repent, right. But you got something really, really special here with your culture. He said, you know, the thing you want to do is you've got a couple of gaps that you need to address. And one of them is that these men and women put together the true Craftsman there. There are occasions, so to speak, in what they build, take a lot of pride in it, and they do a great job. But they don't have closure. And that's, that's interesting. What do you mean by closure? He said, Well, they put their blood sweat and tears into making this product phenomenal for you. And it looks great. But then it gets on a truck and it shipped out west to an oilfield. And they don't ever get the feedback from the customer. Right? Did it do its job? Did it help you? Did it benefit you? Were these things? what you expected? What could you know that type stuff that the sales and myself management team, we go see customers, so we get that information. So I took it upon myself. We hired a video crew to come in. And we did a bunch of interviews, unbeknownst to all these employees, and they didn't know what I was doing. And and then we went out and we spent a week out in West Texas filming customers to get their feedback, right. And then at the end of our year, when we do our lift up awards, and give out our award ceremony. I ran this video that was a kind of a ying and yang of field and I and a company perspective, right? And I had grown men who are pretty burly tough

Scott MacKenzie 21:46

guys in tear gas baby.

Bobby Mason 21:50

And they were literally in tears. Yeah, it was turned out to be such a powerful video. We we held on to it for about a year and a half. Before we actually put it out on the website, just because so many customers that had seen it said you have got to share that because it tells your story.

Scott MacKenzie 22:08

Love it. Okay, let me ask you this question. So that's all great. That's all wonderful. That's all spectacular. How did you deploy it? How did you? And I'm sure it's a journey and then and then if you hire individuals, new people, right? How do you get them inculcated into your spectacular culture?

Bobby Mason 22:27

That is a that's a great question. That's

Scott MacKenzie 22:29

why I make the big bucks here. If you're looking at me on the video, I'm shaking No. But if you want to donate Go right ahead. I'm all into that, too.

Bobby Mason 22:40

We documented that journey. And a lot of the things that I've said to you this morning talking about the fact that that you know what those core values are, we actually hire my core values. I literally will ask you to define your definition of what those core values are to you. And there are no wrong answers. It's just a way for us to see we're

Scott MacKenzie 23:01

thinking imagine, yeah, ask me and I'll say, I like cars. That's a wrong answer, Scott, that's not in line with what I've that's a wrong answer. I can't imagine you coming out and say anybody.

Bobby Mason 23:15

But what I have found is that by doing that, they know where we stand, right? And if we aren't aligned early, we're never going to be aligned. And so I would rather help you be successful. somewhere else, right? It's doing you a favor, it's doing me a favor, so that we don't make a mistake. But we have, we actually have a book that we a little booklet that we put together. It's called a guide to greatness, and it's around the lift up. And then

Scott MacKenzie 23:47

like that, we forget everything on the podcast, I need those values, the five points that you put out, and then I need that booklet. And I need a lot of things. But I just wanted to plant that seed in your head because I need it. Absolutely. And I will maybe I'll just send you my resume because I like what you're doing.

Bobby Mason 24:07

I will also try to make that available on our website, Elijah. Bach. automotion calm. Yeah. But what what we do is what we do also is we've got a lot of ex military guys, and my CFO, Doug Markham, great individual, retired from the Navy. And he when he retired, he had given me one of his military coins, and had his name on it and the emblem and rank all those good things. And I loved that idea of some of something that is a value, but not monetary value.

Scott MacKenzie 24:47

That's just for the listeners out there. If you're out on the video, you and if you're not out on the video, he's lifting up a coin that they offer and it's there it is man. Committed lift. Anyway, it looks like Cool, go ahead.

Bobby Mason 25:01

Well, these coins, we have one made ups custom for every one of the core values. And then we put together a program where your peers, all the people around you can nominate you, if they catch you in the act of living out our core values, and they have to tell why. And then that gets submitted in weekly. And in my management meeting, so every good act is recognized by management. Now, not all of them qualify for a coin, because these are highly coveted prizes. And then

Scott MacKenzie 25:37

you got to make it worth Oh, to get it. I mean, it just can't just hand them out, like like pennies, I mean, absent all of a sudden, the value just begins to plummet, right. And

Bobby Mason 25:47

Ford team loves them, they display them with pride. And at the end of the year, we have a gold coin, which is the lift up coin. And that actually represents the one individual in the entire company, who represented us and our core values better than anyone else. If we sent that individual to Mars, and they couldn't speak Martian. That individual would know what SPOC Automation stood for. And, and he gets a he or she gets a monetary prize on top of that, but really, that coin, and that recognition is worth a lot more than than the monetary.

Scott MacKenzie 26:27

So this is interesting. So I see the value, I see the benefit. I see all of that. And that's all great at SPOC Automation. Now. One final question is does it positively impact your bottom line? I mean, if I'm a company, and I'm sitting here going, and this is all fantastic, as wonderful, but man, it's gonna come on, does it really help?

Bobby Mason 26:49

Absolutely. That is, I have, I have the numbers to prove it. You know, we've we've been fortunate enough to be one of Inc 5000 fastest growing companies in America three times in the last decade. You know, here's a little proof there, during this pandemic slash oil and gas war. We took a double doozy Yeah, in our industry. And yet, because of that, that culture because of that innovative spirit, my team, not me, not my marketing firm, my team came up with an idea to do something called two minute drives, because we have lift up, which is an internal program, yeah. And then we have build up where we're trying to build up our industry. And so what they do is they've been making videos, our sales, our service, our engineers, even our production people, and they're giving away our knowledge, the other people would charge you for this, but they're giving away knowledge to help the industry to educate them, to tell them how to or why you should consider these things to make you profitable. As a result, we have outperformed the market 30 35% on our web traffic on our own right, we're thriving in an environment that is not friendly.

Scott MacKenzie 28:18

It's challenging last for doggone Sure. And I love the fact that you are offering this content, this information, these little tidbits of success to an industry that needs it. And and, and it's not a slam on the oil and gas. So without gas, people don't take this as a slam. However, we are very reluctant sometimes to change and to, you know, be innovative. And now here's a great opportunity. We always talk about the challenges of COVID, that one side and it did this, that and the other thing and it's all negative. But I'm telling you right now, there's a positive element to it, whether we like it or not, there's a positive element. And that is people and companies like yours, where you're saying, Okay, I've got to adapt, I've got to change, I've got to innovate, I've got to be able to get my message out. And I've got to do it with a desire to help people succeed. Because if they don't succeed, I don't succeed. So I better help them succeed. And if they succeed, I succeed it all works. And and to be able to have that other focus and I love. I love that transition and love the where that is going there. Bobby, I love what you do. It's the only thing that says mister should have been a K. That would have been cool. SPOC. Then you'd have you know, SPOC years.

Bobby Mason 29:33

It's hard spell control with a K.

Scott MacKenzie 29:36

You could have been sort of on the edge and say control. This is control with a gay I'm changing the spelling. Anyway. All right, Bobby, how do people get ahold of you?

Bobby Mason 29:45

They can reach me at our website. Bach Automation. Next, SP OC Automation, no dots or dashes.com. And I'm also on LinkedIn, and Robert Mason. So please reach out If I can be of any assistance on this topic on Automation on home anything I'm I'm here to serve, that's what I might do.

Scott MacKenzie 30:09

That's right. And when you go out to his staff card on LinkedIn, he's got a beautiful head of hair, which is not there and but is a handsome gent. Those definitely. So yeah, reach out to him you listeners out there, Bobby absolute honor having you on the industrial talk podcast thank you very much my friend.

Bobby Mason 30:26

Honor is truly mine and thank you Scott for what you do. It's a service.

Scott MacKenzie 30:32

Alright listeners, we're gonna wrap it up on the other side. So don't go away. We will be right back. You're listening to the industrial talk Podcast Network. All right, thank you very much for joining the industrial talk podcast. We're gonna wrap it up. Bobby Mason is the man. He is the President and CEO at SPOC Automation. That's SPO C, go to a stat card LinkedIn, type in Robert L. Mason goes by Bobby, you'll find him reach out to him. They're doing innovative solutions at that organization. And I'm telling you right now, I'm inspired. I'm inspired by lift up. I'm inspired by what Bobby is doing. His team at SPOC fantastic stuff. All right. I'm going to challenge you. I'm going to challenge you right now before we just roll out of here. Find people that are bold, find people that are brave, find people that are innovative. And I'm telling you your world is going to change. Reach out to Bobby Kennedy right now. He's bold, brave and daring, greatly. Big time right there. And your world is going to change. All right. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner so you better stay tuned and join us for the next one.

The post Mr. Robert “Bobby” Mason CEO and President of SPOC Automation Talks about A Successful LIFT-UP Culture appeared first on Industrial Talk.

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On this week's Industrial Talk Podcast we're talking to Bonnie Shields, Director of Global Supply Chain at CAP Logistics about The Current Trends and Prediction Hitting the International Freight Market.

On this Podcast episode, Bonnie talks about the 4-key areas that industrial companies need to understand in this transitioning supply chain world:

1. Recent experience with importing medical supplies and other items for US companies.
2. The changing and evolving regulations between the US and China
3. 2020 predictions for global freight: volatility increasing the need for AI
4. US perception of China and how this may shape logistics moving forward

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

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

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

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Live from IoT Solutions World Congress, IIC Voice Podcast interviews Alejandro Gutierrez, Chief Strategy Officer, at Consol Freight. In this episode, Alejandro is talking about the Application of Blockchain in the logistics market. Alejandro is a cutting edge Blockchain professional and passionate about your logistics success. Get the answers to your “How” questions about Leveraging Blockchain Technology to Securely Streamline your Logistic Transactions along with Alejandro's unique insight on where it's all headed on this IIC Voice Podcast interview!

You can find out more about Alejandro and the wonderful team at Consol Freight from this interview and the links below. 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!

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Personal LinkedIn: https://www.linkedin.com/in/alejandro-gutierrez-98979b43/

Company LinkedIn: https://www.linkedin.com/company/consol-freight/

Company Website: https://www.consolfreight.io/

IIC Twitter: https://twitter.com/

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

PODCAST VIDEO:

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 From IoTSWC, Mr. Alejandro Gutierrez With Consol Freight Discusses Blockchain solutions for Freight appeared first on Industrial Talk.

Live from IoT Solutions World Congress, IIC Voice Podcast interviews Richard Soley, Chairman and CEO at Object Management Group. In his interview Richard talks about the rapid growth of industrial digitization and the positive impact IoT, IIoT, AI and Cyber Security will have on you and your business today and in the future. Get the answers to your questions along with Richard's unique insight on where it's all headed on this IIC Voice Podcast interview!

You can find out more about Richard and connect with him at the links below. 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!

RICHARD SOLEY CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/soley/

Company OMG Website: https://www.omg.org/

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

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 Live From IoT World Congress: Mr. Richard Soley Discusses IoT and the Growth of the Industry 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.