Greg Christensen with CMMSRadio Podcast

SUMMARY KEYWORDS

industrial talk, asset management, reliability systems, CMMS radio, Greg Christensen, podcast, maintenance management, technology, industry professionals, asset performance, condition monitoring, work orders, data collection, leadership challenges, industry trends

00:00

Scott. 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

00:21

go. All right. Welcome to industrial talk. Thank you very much for joining, once again, the number one industrial related podcast in the universe that celebrates industry professionals around the world. You're bold, brave, you dare greatly, you innovate, you collaborate. You're solving problems each and every day. It is an industrial renaissance that we are experiencing, and you are leading the way. That's why we celebrate you on industrial talk. All right, in the hot seat. We don't do enough of this, but we need to do more of it. There are podcasters, industrial podcasters, that exist today, that their voices. You need to listen to their voice, no exception on this on this day. His name is Greg Christensen. The podcast is CMMS radio. He's passionate. Big Heart, incredible, professional, mad skills. Has a passion to really just he is an advocate for reliability systems, everything associated with managing your business. That's great. Christensen, let's get cracking. Gonna make it gonna make the intro real short so we can get into it, because it's a fairly lengthy conversation, but it's engaging. It's incredible, it's fun. So the brainchild, something that popped in my head and I said, Doc on it. I'm having a hard time sometimes, sometimes I'm having a hard time finding industrial podcasts. They're out there, they're they're out there. Don't get me wrong, they're out there. I think we can do a better job at at bringing it sort of together. That's one but two. There are sort of common threads throughout this media platform of individuals that I always come in contact with, and so I'm going to have these conversations. Greg being one of them. We were at an event, we had the conversation. We're going to be at another event. We're going to have another conversation. And we just decided that, hey, it's important to be able to say, Well, why are you doing this? To give us that sort of that, you know, vulnerable insights into why you're, you're you're doing podcasts, you're doing videos. Why are you having conversations with with professionals? It's, it's really, it's pretty interesting and and there's some similarities from where, where I came from, versus where he came from, and others. It's just, I think it gets right down to this one, these individuals that will be highlighted on industrial talk, these podcasts, these platforms, they all stem from the individuals having a passion to solve challenges. That's one two. They have a big heart. They truly believe that you industry professionals need a bigger platform to tell your solutions of why it's important for industry. That's it, but it drives they're they're just, they've got a big heart and they're passionate, and they're willing to be vulnerable and put themselves out there. It's a great conversation. So with that said, let's get on with that conversation. Greg Christensen, the podcast is C, M, M, S, radio, and you need us, you need to subscribe. He's a real guy, just honest and, and, and it's, it's a lot of fun. Great conversation. Enjoy. All right, Greg, this is take two. We had technical difficulties in take one, of course, as you can imagine. So this is take two, and we were just beginning. We're going to be talking about CMS radio, because we have to talk about that. We're going to be talking about that podcast. We're going to be talking about what he sees out in the marketplace. He is a leader, absolutely bar none. But we're going to go back to what we wanted to hear about, and that is his background, the little 411, on who Greg is and hopefully technology will cooperate and we don't have to relive that. All right, hey, Greg, how you doing? I'm

04:47

good, man. How about you? Deja vu? Yeah. All over again. All over again. Background, give it to us. Yeah, so, but back in the nine. 90s, I was in the building maintenance industry. And prior to that, you know, growing up, did some skilled trades, type stuff, manufacturing environments, little janitorial all that kind of stuff. Heck, I even, I even worked in the Pillsbury building, where they did all the testing on the food so in the 90s.

05:18

But that's pretty cool. See, that's cool. Yeah, that's pretty cool. Because you're right. You're saying, Hey, check this out.

05:25

07:03

Yeah, may I ask you this because, because there are so many systems out there. And you said, Hey, I need to start a podcast that highlights these systems and the discipline behind managing assets and maintaining these assets. And, you know, you've seen a lot, is it safe to say that CMS radio is beyond or encompasses, you know, professionals. It doesn't have to really be about the system. It could be just about the profession of asset management too, as well, right?

07:40

Absolutely. That's you nailed it. Because I want people to understand that CMS radio, although it's about computerized maintenance management software, I want to focus on the 2m in the middle. That's maintenance management, that's people, that's process, yeah, and the technology then comes into play. Because if you make it purely about the technology, you've missed the whole point, because it's about the foundation of these practitioners, these people that make it all happen.

08:08

08:43

08:55

09:13

Well, all right, kind of so you do

09:17

whatever you want. I don't care. It's a podcast. Yeah,

09:20

10:40

yeah, this is about you. Sorry, about me, I got

10:45

it. So it was just this idea that this is possible. Let's give it a try it. And I thought in the back of my mind, it doesn't matter if it works or not, let's just do it.

10:56

See this? So this is so brilliant. This is, this is, what is the spirit of of what you're talking about. It's the spirit of just saying, Okay, I'll do it and and I, you have no idea how many times I say, Yeah, I could do that. And then I get off and I'm going, Oh man, what the heck was I talking about? I gotta figure it out. I don't know what to do. I don't even know what to talk about, what you know, but you do it, you persevere, and that's what's so it's so brilliant about just individuals like you and others who just persevere, believe in their heart that that they're adding to the conversation and really trying to help you know people where they're at. I it's just, it's interesting. I don't know. I just

11:47

so cool. Well, you and I have talked about it when we're not on the mic, and we bumped into each other where, you know, if you just, if you keep it real, if you have a real conversation, and you don't, you don't try to worry about what people are going to think they'll get something out of it, and if they don't, that's okay. But you tried to kind of put it out there, I have, I am so, so damn lucky the people I get to talk to, learn from and showcase, not to sell stuff. I don't care about selling anything. I care about adding value. And I've learned this from so many people, you know, like Brian biesck, add value. George Williams add value. Joe Anderson, you know, Joe, add value. All of them add value. And for me, it's about the real stories. And I still to this day, I don't think I will ever forget the moment somebody walked up to me, sought me out, walked up to me at a conference and said, Hey, I love your stuff. And I was like, whoa. And I said, Hey, let me, can I ask you? What? Why? Why? What does it do for you? What does it matter? Right? He basically said, Can I swear on here?

12:58

Whatever you want again. Yeah.

13:02

So this is become a dear friend of mine. His name's Matt Knuth, and you'll always get the truth from Matt Knuth. He's a real reliability professional, like real deal Pro. And he says, You're not a freaking talking head. You're not a fucking talking head. He said, Yeah. And I said, Well, what does that really mean? He says, you're talking real. You're having real conversations, real people. You're talking about real stuff. You're not trying to sell anything. You're not trying to satisfy, you know, every single person. You're just keeping it real and grounded. And I said, man, thank you. I wanted that. I just didn't know if that was happening because I'm not up. It's not up to me, it's up to everybody else,

13:40

you just, you just are this voice in the wilderness, where I responded, I said, You're just a voice in the wilderness, and you just don't know if, what if anything is resonating, but you just go out there. I remember, I remember when I I went down this road of saying, hey, I can do this. I'm going to do a podcast. And it was for my business, whatever it was, it was fine. So I'm going to do podcasts. And I remember vividly of doing all the research, doing all this, like, Hey, I got to get this, I got to get this mic guy, and it was so new to me, right? And I remember I bought a I bought a mixer, and it came. I was excited. Like, Oh, I researched it, came on in and it had buttons and knobs and sliders and all this stuff. I thought it was going to throw up after all that, I decided, okay, now I got it all worked out, and I said, I got to do one. I gotta do one. Ha to this day. It's, it's, it's a butt pucker that's for doggone, sure. No, no, it is like you just don't know, just do it,

14:47

yeah, yeah.

14:50

You think, God, that stunk. I'm gonna do it again. Yeah? What an IS, by the way, uh, Matt and I are friends on LinkedIn. You.

15:00

Hot. Yeah, he's awesome. I mean, awesome. And I, I, I'm so lucky. Like, when I if, if you notice any of the things I put out, I'm a little bit careful about, like, you know, when I say somebody's a real deal. Pro, I want to be focused on the people that I know exactly how they work and what they do for people. It's very, very important to me that there's high integrity, a focus on outcome and results. And I admit openly that it's a righteous thing, meaning, for a lot of people, they'd say, Well, how are you going to make money if you're trying to always deliver on the results? Because in the real world, sometimes you just sell, sell, sell, sell, sell, and I'm like, I get it, but you know, what? About the customer? What if you didn't have customers? Yeah, what would you do? So when, when did? When did? A lot of that's the thing. Like, I tell everybody, someday I'm going scorched earth on the industry, because I want the right people getting the right service and the right outcomes for them, so that everybody wins, and I and CMS radio are always, should always be known for the constant pursuit of the elusive win, win. It's all that matters.

16:13

Yeah, see here, here's, here's the challenge I have. And I gotta kind of, I got a couple questions, but the challenge I have is that when I've been in the world of reliability for many years, and I go way back and where I was, I was deploying a system called Indus passport. It's just, it was a done. It was awful. Quite frankly, it was just difficult to manage. But nobody knew any different. It was just that's what we had, right? So I'm deploying it. The challenge that that I always come across at these events is that management changes every two years, every one year, every year and a half, 18 months, whatever, there's always this churn of management and reliability, asset management, and that pursuit of really doing that, it depends on a leader. And if that leader decides to go and then somebody else pops in, you know what they see? They see the fact that you're spending money on maintenance. That's That's a financial that's a that's a that's not good, and they don't see the results of where they were before, where they are today. And they, you know, let's sweat the asset. Let's just let it happens all the time,

17:35

all the time, all the time. They're parachuting in. They're a dear, dear, dear friend of mine. Shout out to Sean. He said, You know, it's pretty simple, Greg, they parachute in, they take down all the boxes, they unpack them, They rearrange them, and they're looking like they're doing stuff. And then, you know, when we look at these things that are highly effective within an organization. You've got a maintenance team with the right culture and the foundational elements, and they've got this system, and they've been using it two, three years, and somebody says, I don't like that one, or we pay how much for that? Oh, yeah, we're cutting that. Boom, don't we already have this system? Why don't we just use that over there, and we're over here going, have you lost your mind? You haven't taken even two seconds to look at what it is, what it does. Who's leaning on it? They're using it right? Why on earth would you change that? It's just like when people buy companies and they start stripping out all the great elements of that company, and they're like, I wonder what's going on. Why are the customers leaving us? Because you suck. You changed it. How do

18:43

you address the realities, the financial realities, of when you when you let's say, I'm all into managing my assets. I'm doing the right things. Shout out to reliability act. So I deploy a lot of theirs. You know, their their philosophy and and discipline. So I do that, and I'm I, I have low hanging fruit, you know? So on my maintenance, I increase my maintenance dollars, but then I receive and I see some great reliability results. But eventually that tapers off, right? You you achieve whatever that hopefully you achieve, or you continue to pursue, but it becomes more incremental, as opposed to that low hanging fruit. That's where I find that that sustaining this this effort, becomes more difficult, of a more difficult story. It's like we're already there. We're so efficient, we're so we're so incredible. They don't look at the fact that, see all the work that's been done, see where we were at. Yeah, they I don't have an answer to that, because I know I would probably go, what the heck I

19:53

think you I think, I think everyone is well aware of this, and this is some kind of a flaw. In how we move through the world. If you look globally, and I don't consider myself to be the true global expert, I like to bring the experts, but culturally in different parts of the world, they don't do that. So that might be part of the problem. Yeah, yeah. The the thing that I don't understand is why we you remember these things we heard growing up, and we hear it all the time. It's like you can't get out of your own way. That's the problem in all these organizations. So if you go back to something, when I was 16, I read a book called The Goal by Eli Goldratt, very popular book, regardless of the theories or any of that kind of stuff, it was taking a simple approach to doing what's right. And if you look at maintenance and reliability, and I'm not a maintenance and reliability professional, it's about not complicating things and doing the work that makes an impact. But people take it for granted. That's what happens. I don't know why people don't just, we need a warning sign when you walk into the building, hey, all these things that are working, don't take them for granted. Because, just like, you know, when you, like, get into a health regiment and you're doing all this stuff, and you're in great shape and you're feeling better, and then you take a week or two off and you just stop doing it. It all falls apart,

21:24

especially as we grow older. It falls apart really fast

21:28

and they don't see it. It's, it's, it's ridiculous. In fact, every single conversation I have has some element of how somebody in leadership, somebody here, somebody there just forgot or didn't know well enough what they were about to change. And when you get to when it, when you talk about continuous process improvement, continual process improvement, you preserve, much like you would in reliability, what's in place. You maintain it, and then you build upon it, your changes are going to be incremental. Like you said, yeah, not even, like, 1% and people are like, Why would anybody work towards 1% I said, once you fly over to Japan and ask them,

22:12

yes, see, you tied the culture together. You're absolutely spot on. And we don't have, we know we're we look financially at at quarterly results, right? It's quarterly. Many companies International, they look much broader and long term, but we long game, yeah, we, we don't that. That's genetics. That's just right in, into us. Okay, I'm going to switch gears. Yeah. So the stumbling block that I always get on and, and I don't have an I, I pretty much gloss over it, just because, well, I'm sure there's a, there's an explanation, but I'll just gloss over it. CMS, right. Got that system? You've got asset performance management, and it sort of looks to me that there's some similarities. Now we get some people to try to rebrand it, and it's asset lifecycle management. Yeah, now I'm managing the lifecycle of the assets, and I again, I'll gloss over and I'll flatline because and, and, like you, probably more so than I will get pinged saying, Hey, we've got a system, and I can't tell the difference. I I'm sure there is but, but I'm not, I'm not invested. So give tell us what we're talking about here. All right, I don't

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24:12

And they can pull data off of that asset, and they have that ability to be able to analyze and predict some sort of condition,

24:21

sure, sure. Now it's in that 20% nuance that differentiates each system from one another, but they're not all that different, and people shouldn't look at that as a dig like if you have a CMMS, an EAM, an APM, or whatever you want to call, your system, it's Oh, it's aI powered, it's asset intelligence, or whatever. All great, awesome, awesome, awesome, right? You know, I've heard of Excel, I've heard of, you know, spreadsheets, all that you're you're going next level with that. But where does the meaning come from? The differentiation? So what you're going to start looking at is how it matches exactly. Workflows of an organization that's already successful but needs to digitize, ooh, digitization, which is boring as hell, it's CMMS or anything like it, is a couple of things. Number one, it's your historian. It's your accounting system for maintenance activities or related asset management activities, et cetera. When you get into APM, or some of these other areas that are more specialized, or if you're looking at an EAM, that's going to be really powerful on the financial and OpEx side, this is where you're going to see your nuances, because it starts to stitch together other departments, the predictive analytics and those things. All of that falls apart if the data is no good. And where do you get your data? Primarily, one place, one place only. I'm maybe I'm wrong, but it's all about the frontline, frontline maintenance technicians, frontline operators, people putting in the right information in the right way, so that you get the contextual, meaningful information that you can now leverage if you're doing condition monitoring, which we could completely spin out on that, because it's half hogwash anyway. That has to be meaningful. Oh yeah, yeah, I don't I mean we, oh man, I'm

26:13

glad you're on that side of the mic, because I have I think about these things. And again, I'll just say, No, that's fine. Let's switch

26:22

back to it's well, it's laughable, because we understand companies are out there. They want to sell their solutions. They want to solve people's problems, but they must sell their solutions to make their money. Fine, all good, but the shiny stuff, the magic silver bullets, the unicorn farts, they are not a thing, but marketing and all this clever stuff would have you believe such a thing. What people really need to do is get super real about what they do, who they are, why they need it, why they sell it, why they provide it. And you have to deliver on the outcome anything less. You're just building a brand so you can sell it and make a bunch of money and go off to the Bahamas or wherever the hell you want to go, which is fine, but be open about that.

27:05

Is there it? Is there a without saying, a name? Is there a system out there that sort of takes in all of these components and parts and pulls it together in a in a comprehensive platform. Or does that just become just like a gorilla, just massive, hairy, unwielding, yeah, it's like, I can't do it. And then, and then I find myself out in the field, I pencil whip, and then I everything just falls apart.

27:42

28:51

It's like an Amish house. And then they just sort of build on and build on. And then it's just becomes this, this Frankenstein is it like, yeah, you know, we can provide this and, and it's just, it's, I think it's unsustainable and, and just like everybody, everybody complains about it, you know, it's like, we've got this system, And it's, it's so hard, and I gotta go here, whatever they have the complaints, and rightly so some of it's legit, and it's just always fascinates me, because I'm one that would probably lean toward a more lean version, Something that I know, that I can achieve from beginning to end, and get this stuff done, and get it to where I got it. Man, I'm I've got tactical information, and it makes sense.

29:51

Yeah, that well, and that that's influenced by various departments. So the bigger the project, the bigger the organization, the higher number of sites, the complexity and. Sure the assets that are being managed, if we're focusing purely on assets and not facilities, usually it's both, yeah, this is where it can become very complicated. And for the systems and solutions that you're using, the way they're tied together, what if we're moving really well for six, 812, 18 months? And then there's an update on this thing. Something, something changed about it, and there's something that they can't fix, that can happen unbeknownst to them. They didn't know that. Three years from now, this piece of code that we build using this is no longer going to be an option. Now you got real problems, and you have to still keep going. So on one hand, we understand that there's an evolution of things, things change, things go away. We should accept that. But who suffers? It's the client. Well, your your company's trying to deliver. They're suffering too because they can't figure it out. So it's not about a blame thing. It's about getting together and figuring out how to solve it. I'm with you on. Give me something straightforward and simple that allows my people to buy in and go,

31:03

Yeah, because I confused. Mine doesn't make a decision, and it just it. And again, I get approached all the time, not just systems, and I, I don't know how anybody makes a decision. I don't

31:21

it's too much information. Nobody knows who to go to. It's why I tell people, phone a friend, talk to somebody who you really know that has done what you do, that has had the experience, and say, Hey, what have you done in the past that worked? And that person might say, Well, tell me a little bit more about what you're trying to do. This is not someone selling you. They're just trying to understand you. You have to work with companies that understand you. You could have the worst software on a planet and make it work. If there's people that understand you, that can guide you. I do believe that, unless it actually doesn't work.

31:59

Yeah, it gets down to people. It always it's, you know, I I have a form. The form always says, Hey, what do you want to talk about? What are the problems? And then give me this, you know, give me a use case, or whatever. It's a form. But the the last one is always, what are the roadblocks from that happened to prevent this from happening? Right? And it's always 99 100% 100% of the time it's people. You need people. You need engaged individuals. You need passionate individuals, and individuals that have that right mindset to saying, I want to make this work and and do it, and it's just always or they could be the opposite and say, No, I'm going to be, I'm going to be calcitrant here, and I'm not going to, you know, I gotta speed up in this parking lot.

32:50

Yeah, it's all over the place, and that, you know, that's, that's the real challenge, the technology, technology is not going to save anybody. No, it, it kind of fosters, it potentially fosters, like a laziness, a languidity, where people you know, they think it's a set it and forget it thing. How many times have you me and everyone else that we know heard this story where, well, we're putting all this information in the system, and then they go back a year later, and there's things that are a year old, and there's hundreds and hundreds of these things, because somebody forgot that. When you buy, implement, deploy and adopt software, you have to manage that too, and people tune out. How often have we heard well, I don't, I don't really care to use the system, because every time I do, I'll get a call from my boss asking me a question that is in the system. Boss not looking at it. Why should I bother maintenance? People want to get stuff done. They love what they do. They really do. Do

33:52

you think? And this is sort off topic. There is. I call it maintenance crack. So I'm a maintenance guy, and I like when something fall fails, you know, I like getting that call, and I like hearing it like, Hey, we got this, you know, motor down, and we need to get somebody out there ASAP. I'm on it, man. And then, you know, I'm riding in on that white horse and fix it, who's the hero. You know that that maintenance crack to where, what you're talking about is where everything's is planned, everything's control, everything is is managed,

34:30

right? So in in maintenance, maintenance and reliability, facilities management, all this stuff, boring is a win. Yeah, see, boring is a win, the white knight Captain unreliability. Shout out to reliability x and the team over there. You know, he's got to be the hero. He's got to look good. Yeah, he wants those problems. Because without it, he's relevant at the end of the day in all of these environments, property management, facility management, manufacturing, oil and gas, blah, blah. You want things running smoothly, and if things aren't breaking, and you're doing well, you're kind of feeling a little bit boring, like you're not doing anything. But that's what winning feels like in those environments.

35:16

Yeah, it messes with your brain.

35:18

It does because, because you pointed it out really, really well the way you've made I love that term maintenance crack. It's like, oh shit, something broke. Dude, that can look like a hero. Yeah, exactly, exactly I did it. Oh. And everybody's like, Oh man, Scott, you saved the day, dude, we're back in business. Yeah,

35:40

it is, it is. It is, it's still, it's so funny. I, like I said, I've been in the business for many years. We have the same conversation, the same

35:48

every single time, same. And the question, then, like you're asking, is, what's really different? Like you've even told me, I asked these different companies and representatives of companies to tell, tell me about, tell me about your product and what makes it special, and they can't even really talk about it. It's weird. It's really weird. I get lucky. I think sometimes, just in the way the conversations go, to find a little bit of that I'm looking for that secret sauce. Why are you different? You know, such as, how were you born as an organ, as an organization, as a company, as a piece of technology? I love those stories, the origin stories, because I think that's where the secret lies. But then as they evolve and get bigger, and money comes in, and all that, everything changes. Yeah, they forget who they are. And I think I mean that as a call out. But it's a call out to be better. It's not to crush anybody,

36:44

yeah, but it's, it's reality. You have to, you have to at least face it. I mean, it just, it is. I want to know what the secret sauce is, what, what makes Well, well, we do this better. Do you do? You really do? Do it better. Tell me how. So, yeah, just come on, let's just get a little detailed. Tell me why. You know you think

37:07

you you think sometimes I know you're supposed to ask the questions, but you think sometimes they're they're afraid to answer those questions directly, because it's like an actual secret, like it's going to hurt them in the competitive landscape,

37:22

maybe, yeah, that's an interesting component. I did come across a company that was very, very protective. And, you know, you and I, we live in a world where it's like, oh no man, it's open kimono time. Oh, hey, free and easy. I don't, you know, we don't, don't hold anything back. But it maybe that's the case. Maybe because I don't understand the market and that landscape and how competitive it might be, but you got to admit, you know, the World Wide Web, being driven by AI, has a lot of information that you could definitely find out. Nobody's nobody's that, you know, it's out there.

38:03

So there's no real there's, there's, there's nothing that, that, there's not much that's new. And I think what I what I what I love, is when I see a little more. I want all of it. I want the fearlessness where a company says, This is what we are, this is why we are, this is what we do, and this is how we do it. Yeah, step up and get some help, and they can put everyone else on notice, because they don't have to, they don't have to fight one another. There are so many, there are so many manufacturing companies, facility management opportunities, huge,

38:37

huge. It's we get this minimal mindset, and when you start to just stake, take a step back, it's like, Oh, come on, this pie is huge. Yeah, yeah.

38:51

Well, let's look at where we go to some of these conferences, or a lot of them, and we see all the same, same people, same players, faces. Yeah, we do, yeah. And I think, I think there's someday, some way, I've always kind of secretly hope that people can work together in a little bit better way, instead of competing, focusing on the market together. But I think it doesn't make sense to the I don't know, maybe to finance or Wall Street or something. I don't know. I don't know. Do you what do you think of this idea like a CMMS that also works with another CMMS, not because they integrate, but because they both. Know this is a better fit for you guys, and this is a better fit for you guys over there, because this is the kind of client I've always kind of wished that could be a possibility.

39:40

Yeah, you're speaking gibberish. That's next level. Thinking, no way, yeah, but everybody Nice. It'd be nice if you're if you have a true passion to help that company succeed in whatever their objectives are, whatever their tactics are. Then. You have an obligation, a moral obligation, I believe, a moral obligation, to help them achieve it. And if that requires, Oh, wow. Couldn't imagine some, some company saying, Hey, I hear what you're saying. I think Acme over here, Acme, CMMS is better suited for you. I know what they're doing. How about that one?

40:22

Yeah, yeah. That's that would, yeah, it would be over. And I think it would really work well. And I'll put that out there if, if some company can find a couple of companies that can do some stuff they can't do and work together, you can work that out in the back, in the background. That's not a big deal. We're all capable. Yeah, it's, I remember back when I was, you know, I'd do the discovery, I do the account management, I do the demos, I do, I'd help with the setup, I'd work with the integration team, all this kind of stuff, right? We didn't do too many actual integrations, I should say deployments, and when I was in that kind of discovery, and then maybe demo phase, or maybe they were trying out the software, we'd find some roadblocks, and if we couldn't solve them, I felt like it was our responsibility To guide the client that we can't do that, yeah? And that's

41:24

really hard. Unicorn. I'm telling you you're a unicorn, because it's always Yeah, we can figure this out. Yeah, well,

41:31

well, it's easy for me to say now, because I'm not carrying a quota, yeah, yeah, that is true. I don't have to sell anything. Yeah, yeah. What do you got? What do you got coming up? Man, I wanted to ask you about smrp. Man, we're going to see each other. There's some good stuff happening over there.

41:47

Yeah, yeah. I'm looking forward to we missed last year. Last year was the hurricane by a hurricane, which was really we were we were tootling on through. We were heading on that direction, right? We stopped in Tallahassee. And then, then we got the, the email saying, Hey, we've canceled it like, oh, that's because I always look forward to, it's like a it's like a family the events, hi. How are you doing? Great to see you. Slap, slap. Let's go coffee. Yeah, you know it is, this is

42:21

gonna be my first one try community. I've never gone. It's, I'm so excited.

42:27

Oh snap, yeah, it's great. You know what you're gonna come in contact with? Well, oh

42:36

yeah, a bunch of them. I'm, I'm doing a special production there, and smrp allowed me to create a discount for attendees using CMMS 10 at checkout. Save 10% anybody that wants to go, Oh, see, yeah, if you don't mind

42:51

your next level, I didn't, that's great. That's great news.

42:57

Yeah, you're gonna, you're gonna be over there podcast. And I already heard about that. We've got some mutual friends. And then I've got something going on. I got an announcement coming next month, late this month. I can't say much, but yeah, CMMS company

43:10

around the corner, right? It's in October 1. So

43:13

October 6 through ninth Fort Worth, yeah,

43:16

yeah, yeah. First time I'll be in Fort Worth. Never, really. I've, yeah,

43:20

I've never been there too. They got on the last day in the morning, it's gonna sell out, and I'm, I'm supposed to buy tickets, and I just haven't done it yet. AT T Stadium, you're gonna have a plant tour. You can, it's like 150 bucks. You can go tour the physical plant at AT T Stadium. How crazy is that?

43:41

That's cool. I think so it's cool. See, that's, it's, that's, that's, we got to do a better job at just highlighting these cool things. They're the cool like, oh, I can't, I remember, uh, watching this was, I believe I was in second grade but, and I still remember it that they were talking about how how bread is manufactured, and how it gets to the store, and then, you know, all of the little touch points on how it goes from here to here. And I remember it vividly. I was like, that's, that's pretty cool.

44:17

We need more of that right now.

44:20

Yeah, we do, because there's that going on out there.

44:23

Oh, hey, people say it's making a comeback. The trades. People interested in all that.

44:30

Yeah, there's, there's a technical college right around the corner from me, and I want to interview the executive director the the dean, dean, that's what it is, not the executive, the dean and and just see what they're doing and how they're responding to

44:49

the market. Yeah, ask them if,

44:52

yeah, here's, here's the problem. I was a I went through an apprenticeship program when I was a lineman at Southern. In California, Edison. So I went from doing digging the ditch all the way up to climbing the towers and then journeyman and so on. That took, what, four years, yeah, four years to do that. And but I was, you know, the company was telling me what to do. The company was giving me this opportunity, and I was being mentored by crotchety old lineman who, you know, helped me be better, right? And, and I, and I'm a big fan of the technical college, but are they nimble enough? Do we have the right focus? Do we have the right mentorship. Can we, you know, achieve what we need to achieve in those those in that educational model?

45:48

I don't know. It's Well, I think for me, I noticed when shop classes and all those things went away in high school, and then it was less and less available at the community colleges. That's coming back around I'm I like to promote and support all within my hands, which is, they do the Metallica Scholars Program, where adults can re skill, learn, welding, automation, all these different kinds of things. They do it at a lot of community colleges throughout the United States. So when you go over there and talk to them, ask them about that too.

46:25

Yeah, no, that makes sense. Hey, Greg, we're gonna have to wrap this up, man. Hey, you're the longest interview I've had in a long time. I talk too much. That's why, oh, sure, there's, it's, it's, I love it. Topic that cannot be just sort of put into a little box. It's it. It has multiple tentacles. I mean, it's just it covers everything.

46:48

We love it. We do it every day.

46:51

Yeah, I agree with you. How do people get a hold of you? What's the best way

46:55

LinkedIn is the best way you can look me up or just go to CMS, radio company page on LinkedIn. Can also find that on Spotify and YouTube. I put stuff on the company page all the time, and then you can find me Greg C Greg Christensen, on LinkedIn. That's the best way I got. CMS, radio.com, too. But I like playing on LinkedIn, hanging out with my friends, seeing what people are up to, promoting them, telling you who the real pros are. That's where I

47:22

play. I like that. You're awesome. You're a nice guy.

47:26

Right back at you, brother.

47:28

All right, listeners, we're going to have all the contact information for Greg and CMS radio out on industrial talk. You're going to have that link. You're going to reach out to him. That is your to do list. And maybe, just maybe, if you're a reliability professional, you might want to reach out to him and see if he can get on the show, because that would be a lot of cool thing. All right, you were great, absolutely spectacular, my friend. Thank you, Scott, it's a pleasure. Yeah, jump back at you. All right, we're gonna wrap it up on the other side. Stay tuned. We will be right back.

47:59

You're listening to the industrial talk Podcast Network.

48:08

Greg Christensen, CMMS radio is the podcast that you need to subscribe to if you're in the world of asset management, maintenance, reliability, you have a have a platform that that does that and and you want to hear about the latest and greatest taking place within that industry that is a podcast for you, that is a must subscribe platform. And again, he comes from the perspective of mad skills and trust in Greg Christensen. Everything out on industrial talk, connect with him in a big way. All right, industrial talk is building a platform that is dedicated to you, industrial professionals, you have a voice. You have a need to amplify that voice. Get on industrial talk. All right. Be bold, be brave. Derek greatly subscribe to CMMS radio and change the world. We're gonna have another great conversation shortly. So stay tuned. You.