Tacoma Zach with MentorAPM

SUMMARY KEYWORDS

Asset management, Mentor APM, industrial innovation, proactive reliability, asset criticality, risk analysis, IoT integration, cloud-based solutions, AI applications, asset investment planning, failure modes, condition assessment, stakeholder impact, prioritization, operational efficiency.

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 go

00:22

all right once again. Welcome to the next installment of industrial talk featuring industrial heroes. That's you. You are absolutely amazing, and you have joined the number one industrial related podcast in the universe that celebrates you. You're bold, brave, you dare greatly, you innovate, you collaborate, you do everything that's all. You're amazing. You're changing the world, and you're making it a better place each and every day. That's why we are here at industrial talk to make sure that you are celebrated. Yeah, that's what we're all about. In a hot seat, we have a gentleman by the name of Tacoma Zach Mentor. APM is the solution, and you'll get from this conversation how passionate Tacoma is about managing your assets, which you need to do. You just need to do it. Don't Don't be reactive. Be proactive. All of the stuff we dive into that solution, let's get cracking.

01:33

Yeah. Hey,

01:36

any technology on industrial talk, any technology,

01:40

I will geek out.

01:43

I love it. It's an exciting time. I love industry. And if you're listening to this podcast and you're thinking, Well, what do I do? What I say? You dive in. You dive in to industry. Find that niche that that you fill, and just get all in it. You know, be all in it. And if you're already in industry, just keep going, keep educating, collaborating and innovating. And boy, it's, it's a, it's a renaissance out there, speaking of that, and I'm going to make this quick, because I got to put it on your your in your head, and that is, we are launching the industrial news network Inn. And the reason for that is that industry is moving fast. Information has to keep up with it. Information is not keeping up with it. It's all fragmented. Over here, I can't find the answers that I need. Here it is inn, industrial news network. It's all about speed. It's all about getting that information out. It's all about the fact that you need to connect with the right people that said, Yeah, I need I need to talk to that person. I need to help. I need to solve this problem, because it is happening fast, and we in industry need to keep up and keep that energy going. We need to inspire the next gen of leaders. Inspire you. I mean, it's, it's an exciting time. I just said industrial news network, we have a landing page out there. Yeah, that's pretty much what it is. But you want to be, you want to be a contributor. Let me know, and I'll point this out. I like an individual that is just going to give some quick insights into what, what's happening in the news, in that make it happen, contact me. Just go out to industrial, talk, reach out and you want to be a contributor. You let me know. I want, I want to talk to you. All right. On to the conversation. Tacoma, Zach, Mentor, APM, and it's, it's a good conversation. He's, he's quite peppery when it comes to talking about asset management and that solution. So here is Tacoma. Hey, Tacoma. Welcome to industrial talk. Thank you very much for finding time in your busy schedule to talk to the best, and I mean the best listener base in all of industry, they are fantastic. They're wonderful.

04:24

How you doing? Oh, I'm doing okay. It's a pleasure to be here. Thank you so

04:27

much. Oh, my pleasure. And I'm looking forward to this conversation. I can never have enough chit chat around asset management, reliability, how to do it better. Let me just tell you, just just long ago, in a galaxy, far far away, I was doing a project up in Columbus, Ohio. It was, I was a managing director with Price Waterhouse. We were deploying, if this makes any sense, we were deploying a. Product called Indus passport,

05:03

sounds vaguely familiar,

05:06

linking to PeopleSoft for the ERP and, of course, and this was for the utility company up there, American Electric Power, if I remember, yeah, American Electric Power. And we, we, we were, we were trendsetters with that in his passport. I don't know, I don't, I don't think it was.

05:27

I do remember the name, but I never had the pleasure of actually

05:29

using it. It wasn't pleasure. No pleasure. Yeah, you can, you can rest assured, there was no pleasure in that. I

05:34

was trying to be generous.

05:36

Yeah? Well, it was so funny about the whole thing is that I remember having conversations about, well, how do we, how do we send data from Indus passport to PeopleSoft, which I can't remember what it turned into, and then vice versa, we were like, that was customization. That was next level stuff. And nowadays it's like, yeah, don't be damn All right, before we get into Mentor, APM, I'm going to talk to you a little bit about where to Mentor come from, but give us background Tacoma on who you are,

06:19

09:22

take us through Mentor, APM, why? Mentor what? And honestly, because I've had a number of conversations, it's a it's it's a pretty busy market out there when it comes to these platforms and and it's hard for me to see the differentiation of why this is better, that is better. And I mean, it's, it's pretty noisy out there. Take us a little bit Mentor, APM, and on into that. Yeah,

09:59

absolutely. A spot on observation about the marketplace. It is a busy place. And, you know, there's a there are software companies that, you know, keep popping up, and a lot of them do one or two things, you know pretty well. And, and some of this stuff is basically like, you know, table stakes that you have to have if you're going to have if you're going to compete in this market at all, if you're going to deliver something well, we don't want to do paper anymore. We don't want to do Excel. We we want to do work orders. So that's kind of like, you know, the beginning of it. There's a lot of folks there, but you asked the question earlier, like, why Mentor APM, so when we, when my business partner, John clone, I got together, actually, it's, it's, it's, it's really good story, how we, how we started, because this is, like, one of those great things. Of those great things. So I was actually doing work as Uber Linux. I was doing work for a customer, and they had said, Well, hey, you know, we want to do Asset Management as we run our our facilities. And they had, they were a regional facility. They were, they had a number of things that they were doing, networks and plants and things like that. And so I said, Well, what do you want to do? I mean, how do you want to manage this thing? And sort of the kind of the question is, is like, Well, what do you want to do when you grow up? And they so they said, Well, we're not entirely sure. So well, here's all the things that you can do. So I took them from A to Z with the kinds of ways in which we took customers from calling it a reactive mode to a very much more of a proactive posture. And so we covered a gamut of things, and then I sort of put it up on the wall, and I said, Well, these are all the things you do, and what do you want to do? And they said, well, we want to do that thing over there, which kind of looked like our CM, ish, a little bit, you know, much more considered. And well, I said, Well, there isn't anything on the market that does that kind of stuff. And I said, but I think I can build it for you. So John and I got together and we said, well, look at, what are the names out there? Well, it's like, Oracle, and there's like, oh, well, we know stuff. And then there's, you know, when you look at Maximo, it's like, we're, we're big, and Maximus and kind of stuff. So we looked at, we looked at the name Mentor, and we said, You know what? It's all the best practices, all the best stuff that we ever did at Veolia and, you know, and it with industrial and municipal customers, and said it's all that's all the stuff that needs to be in there, and it needs to guide the folks along the way, to go for where they're at today, to mature and help them along the way. And so we said, You know what, I think, let's put we came up with a name, of, let's, let's call it Mentor. That's how what was the

12:23

name? Well, that's pretty cool. Now let's, let's start taking into sort of some nuts and bolts about it. Okay, I'm a company. I'm an industrial company. I i have this vision that I want to be more proactive in my reliability thinking. And stop being reactive, which I want you to know that that has always been the question forever. It's always we still have the same questions today that why that I had 20 years ago? It is some people do it well, some people it comes and goes and ebbs and flows. But I'm a company. I'm passionate. I've got the right people in place. And I look at Mentor, and I'm saying to myself, I'm interested. I see the functionality. Take me through an implementation. Take us through, is it going to, is it going to be 18 months, like all implementations take, or is there some, you know, efficiencies here?

13:32

Excellent question i And so since you sort of set it up, they're saying, hey, we want to do an implementation. It's, it's, then the starting point is, is that they recognize they want to understand more about their assets, and they want to be able to make the right decisions about those assets, so that they can actually take a proactive posture with them and not be in a reactive mode. So there's a whole bunch of things that we can go into, and it's all the theoretical stuff with failure modes and RCM stuff and yeah, and what kind of condition assessments and blah, blah, blah, and prioritization. So just mentioned prioritization. So our implementation, our record, is actually 29 days. So we know we can stand this up really quickly. We've developed a lot of tools to be able to consume their assets very quickly, pre loaded out of Mentor comes full on asset library of every asset type that you'd come across, and I mentioned Exxon Mobil before. Everything that we've we've got in here, at some point, came through the crucible of being vetted in an Exxon Mobile style environment, if not actually at Exxon Mobil, like I said, they were probably the most exacting customer that we've ever that I've personally, ever worked with. And so we look at that and say, okay, one out of the box, you're going to have all your asset types. So we just match up your assets with the asset types. That means we have all your failure modes already. In the software, that means, based on failure modes, we have all the things you should inspect about those assets already in there, ready to go. We also have all the rates at which those components of those assets can fail. And so once we have that, just consume the assets and match them up all that extra work, which can take a year, sometimes two years, for a consulting company to develop and do, if you don't have it done already yourself out of the box like that, the day you turn it on, you can, you can literally go 100 miles an hour. And the way in which we've done it internally is, is, it's, it's really, I call them RCM grade libraries, and the reason is, is, where's we so believe in the process, because when you think about it, it's the reason why the airplanes are staying in the air. Thank goodness. Go back, you know exactly, and Nolan and heat their seminal work, all that other kind of stuff. So we look at that and go like, why aren't we using more of that, and just the simple logic about, you know, hey, if, if, here's how an asset fails, this is, therefore, this is what I should inspect about it. Therefore, this is what I'm going to go out and do to this thing. And then there's the prioritization part. We can talk about that, that as well. But that, that's something that we engage with the customer afterwards and then say, but really, our record is 29 days. However, every customer has a comfort level with that. And they can, you know, slow us down. We know how to build a race car, and we can put you in the seat and, you know, take it for a test spin, make some tweaks, that sort of stuff. But a lot of customers seem to want to, they want to know what color the door handle is going to be in, what color the steering wheel is going to be and, well, I don't want that version. I want this version, and that's okay, it just tends to drag things out. But not

16:44

common, common tail. There's conversations around and it's I have some friends that are passionate about doing the asset management, blocking and tackling the real, you know, disciplined type of approach to managing assets, and believe that the technology like the IIoT devices that are sitting on those assets, spinning out data, you know, determining whatever the you know, real time condition of that asset. Where does Mentor, APM fit? Are we? Are we pulling data off of those, those assets, through those devices, or of,

17:39

you know, it's a whole smattering of things. So first off, we, you mentioned the word, I think discipline or the rigor involved. We like to think that we bring

17:55

all interrupt because she thinks she's a good friend. If you probably know her. She thinks that we're, we're looking for that silver bullet, and a silver bullet is all this sort of technology, and we forget that there's some basic principles of RCM that are necessary,

18:16

yes. So we like to think that we bring the the the discipline of business thinking into the physical asset realm. So if you look at a business, for instance, they have a charter. They know their mission, they have objectives, and they have values, and these are the things that guide every single decision within a company, somehow that seems to get lost when we start thinking about, you know, physical assets. It just happens more often than we wish. Yeah, so what we do is we come back and say, look, you've got a lot of sensors that are out in the field. And by the way, we can consume any IoT device, any SCADA stuff. It comes into Mentor, and we log, we capture any and all of that information. The trick is you'll skip, you'll be scatter shot and your shotgun stuff if you don't organize, not only your thinking, but if you don't organize yourself. So prioritization was the biggest win we had when we were doing this for ourselves, hundreds of customers, hundreds of different PNLs, very varied from municipal to heavy industrial. And so we found that we needed to do the prioritization. So we did a criticality and risk analysis, first of everything but an ISO sensitive or calibrated version. So in other words, what's the mission? What is the values that the corporation and the customer holds? Because when you determine or when you determine what's important to you, that determines what's critical, so you change, well, we don't care about safety, then none of the safety stuff is important.

19:58

Yeah, the air conditioning in. President's office is not a high criticality asset, but and then you have to have those conversations with the with a collective team to be able to truly yes an objective to determine that criticality, that pump is more important than that pump based off of this logic, yes. Everybody shakes their head, yes. That's right. Therefore the focus is going to be different on that asset versus this,

20:30

right? And what we like to do is, you know, ISO uses a phrase called stakeholders, yeah. And when we look at it, we say, okay, what are the stakeholders? Well, the staff safety, the staff there's there, you know, we want to make sure they go home the same day, the same way they came to work. There's public safety, there is the regulatory, there's the environmental, there's corporate profits. So that's, you know, how much is this thing going to cost me? There's PR, you don't really want your name in the media, right? So, so these are things to take into consideration. And then, when you evaluate a facility in that light and say, Okay, well, when these things go upside down and don't do what they're supposed to do, how bad is the impact? What's the worst way? We have a way of doing it that we've sort of fashioned after an RCM approach that let us do analysis extremely quickly and very, very accurately, so much so that within a few days to a very short amount of weeks, we can do a massive asset portfolio very quickly and know exactly where the important assets are, because we'd look at it from a system perspective. And therefore the important systems are where the important assets are. And if it's an unimportant system, unimportant assets, you just ignore them for now, focus on the stuff that's really important. And then that prioritization brings two things out. One, it tells you where your critical assets are, because the ones that basically are going to upset the apple cart based on the factors you care about, the values and the mission, that tells you where you need to focus your maintenance spend. And then when you look at the stuff and say, Oh, over the last 10 years, these things have, you know, kicked us in the teeth, and these things are caused we're at risk in these areas. Well, where you were at risk, that's where you should spend some money. That's where your capital starts going. So when we did that, we had, on average, 20% savings on out of our budgets, and we had more stable operations, fewer interviews, the whole nine yards. That's what we have built into Mentor. That's what we offer the customers. Is the ability to do this. We don't tell them where their critical assets are. They they're the experts in their own system. They know that if their business climate changes and all of a sudden, safety is way more important next year than it is this year. Or something happens environmentally well, we want to make sure environmental stuff, you know, is great, readjust a couple of the factors. Boom. Everything comes back out. New List comes out in a different ranked order, and away you go. You know, it's literally that fast.

22:53

Yeah, and that's good. That's very cool, because sometimes in the real world, it's that that gnashing of teeth to determine these assets, the criticality of these assets, and getting everybody on the same page, but it's vitally important for the focus and the money, the capital, to be able to find its way to the right to the assets. And I absolutely agree with you 100% on that. And you know what's interesting, there are still companies that don't determine their asset criticality rating.

23:35

Well, I agree. And part of, part of, part of the reason why I think that is, you know what? Pardon me. I just get so excited about this stuff. I just cut you off. I apologize. I just love this stuff. The I think part of the reason is, is the tools out there are insufficient. Like we developed this stuff and we we spent our own money and we made our own financial decisions on this. So we refined, refined, refined, so we know what we have has worked at hundreds of facilities with our own money, our own PLS, and our own careers. And I think a lot of there's a lot of misunderstanding out there about what the difference is between risk and criticality. And we, you know, I hear things and I'm going like, Dude, you're double counting. That's really not, you know, when I hear the phrase the risk of the risk of failure, I'm thinking to myself, going like, well, hold on a minute now, failure something that happens, and the likelihood of that failure happening is A separate number, and the consequence of that failure gets multiplied by the likelihood, and then you get risk. So when you say risk of failure, you've just about double counted some things together. So clarity of thinking is really important.

24:57

Yeah, and I agree with that. At 100% it's as I have these conversations about technology, about the innovation, about how, how we proceed forward in the world of asset management, I'm always, I'm I'm always aware of the human component. All of this stuff makes sense. It is the right thing to do from a business perspective. What gums the work up is our people, and it's always that change management that is so vital. Does Mentor APM, the implementation take into consideration this change management reality.

25:49

Yeah, you're absolutely right. So we do this in a number of ways, because if, if you don't get adoption, you haven't done anything positive for the customer. So one is on the prioritization, on the risk and Criticality Analysis. We ask the customer, this is your your facility. You guys tell us what's significant to you. You tell us when that failed, how important was that? You know it's your data. We just facilitate. We give some guidance. And so what we've done in that process happens every time the silos come down, the people begin to understand those from engineering, from operations, from health and safety, from maintenance, they begin to understand each other's world, and they begin to also get on onto the same page, because the analysis doesn't go forward without agreement. That's one part. The second part is, is launching and pushing things out piecemeal. So for instance, when we do an implementation, we've got a, you know, a lot of fair amount of training at the end, just before, you know, as it's launching. But we tailor things to like, Okay, here's what you're going to do, and this is what it is. And here's a mobile device. Can you turn your mobile device on? Yes, you know how to turn it on. Okay, well, let's log in, and it's one step after at a time, and we limit it to what they're actually going to do. So there's super users, and there's, you know, the sort of rank and file, and then there's the sort of slightly heavier users, but we educate them on the parts that they're supposed to use, and we guide them along the way. So we give them a demo environment, or I should say, like a stage environment, where they can try anything that they want. It doesn't matter if they make mistakes and eventually they get released to the to the real environment. But we're always there for, you know, hand holding. But when we talk about this philosophy of asset management and doing things differently, the moment you change the way somebody does business, they're no longer the expert, right? So it's like, Hey, we've been doing this thing for 20 years. I feel comfortable. I can phone it in, and I'm the moment you change. You've upset their their the ground that they stand on. So we often offer a common asset management 101, course, it's couple hours here and there, or it could be eight hours, you know, whatever, for anybody who wants to come in and customers have actually taken us up on this thing, and we give them some sort of the nuts, from the the nuts and bolts kind of stuff, the A to Z thing. And what we do is we, we always make it applicable to their home life. So we talk about how they make decisions at home, how they make decisions about their cars. Cars are a fabulous analogy for physical assets, because they are one, and everybody owns one, right? And so we, we make it very personal for them, and then the light bulbs come on. Oh yeah, this is what I do at home. Why wouldn't we do this at work as well? Like this? Okay, I get it, I understand. And then they begin. We try to make it fun and, you know, engaging for them. But

28:34

So on those three fronts, it's vital, and it's, it's for a sustained reliability culture. You it's it's always the people question I have. I'm a company. I've got an ERP. We spent a gazillion dollars, no less than a gazillion dollars, on our ERP. How easy does the Mentor APM solution interact with my my ERP because it, I spent two, two gazillion dollars on it, and everybody hates it.

29:15

Well, there's probably a three letter acronym you're thinking of, but that's okay. So first of all, all our APIs are published and almost everything from the our entire EAM, all the different modules that we have from mobile and GIS and asset performance management stuff, the asset investment planning stuff, the criticality and risk analysis, it's all modular in the sense that we can bolt on and we can supplement where a customer finds that their existing application is a little bit short. So we recognize there are going to be installs that we're not going to lift out. People are too emotionally invested.

29:56

That's that's too easy see. That's that, if. Back to my Indus passport analogy in the beginning. We could never do that. Now, we didn't

30:07

have, in fact, there was, there's something that we developed recently. So getting asset information is super important, because ultimately, in the at the end of the day, that's the reason why the facilities exist. They're there to make stuff, and you got to understand what's going on with your assets so you can figure out, hey, is this thing degrading or not? Do I need to do something with it or not? Beyond just the like, I got to replace filters and oil and things, and so we were out doing an asset lockdown and investigation, and our ability to capture very deep information is second to none, down to the component level, failure modes, the whole nine yards, everything and what condition it's in. And it's all menu driven and stuff. But we recently created something called Mentor lens that lets you go out and just take photos of stuff. And it'll take plate data. It'll take condition assessment. If you throw a little $200 thermography camera onto your phone. It'll do thermography, you know, for you out the so the the, the cool part is, though, it builds a register on the fly, so you can either just go out and use this, regardless of what you've got as your install base. We're thinking of some three letter acronyms, yeah. And this, here's an asset register export API, push that stuff in if they if they have buckets to, you know, spots to hold it, or we can consume the existing register and do the same thing. And it's literally designed for the most sophisticated customer, as well as the smaller. Smallest, most resource, strained customer. I was

31:49

getting ready, I said, Oh my gosh, he's going to say non sophisticated individual.

31:57

Sometimes they're short on they resource constrained on bench strength, but they want to do the right things. They

32:04

just want to the budget on prem or in cloud, or both

32:09

in the cloud. It's the best way to go forward. It helps us. We can do an on prem if a customer doesn't want anything going over the fence line. But everything is cloud. People don't even know when. Well, they do know because we tell them in advance, but you don't even feel it when, when the upgrades have happened. It's

32:28

brilliant happening in on cloud. It's come on, yep. Well, with listener,

32:37

there is, there is a, you know, the thing is, you got to look at, I say, Where's the industry heading? Cloud was definitely where it was heading. That's one thing we look at. A lot of the legacy applications, they're trying to go to cloud. And so some of them, what they have done is they've said, Oh, here's our instance. We'll put it in the cloud for you. And by the way, we're going to take another version of this thing, stick it in the cloud for somebody else, and they still have to do the same software updates. Bang, one at a time. Yeah, ours. We are true multi tenant. So one update, everybody gets it and nobody can see each other. I mean, our security is, is weapons

33:12

grade, so to speak. Well, one last question, where do you see it going? What? What's what's on the horizon for Mentor? APM, like, Come on, give us some scoopy scoop

33:24

well, so product wise, I would say we have, we've gone sort of end to end now. So we are all from from GIS related stuff through what we are termining Now is the one half step behind the global gold standard on asset investment planning. We already have more in there than than than I think any of our competitors do. And the next iteration is, is to have one button that will prioritize all the projects based on how much risk they reduce in the optimal order, based on a whole series of constraints with some Monte Carlo simulation stuff going in there as well. Customer doesn't have to do anything. But where I see the industry going, and this is, you know, it's on everybody's mind, is AI, and we, we made a conscious decision to sort of wait and see a little bit of what, what's going on with AI. And I've got a bit of a bone to pick with some elements of the industry and some of the stuff going out there. So while everyone's looking at all these the AI tools, and sometimes people are just slapping something on, and they end up thinking, Oh, now I put a chat bot in my thing, and I've got some AI and Isn't this wonderful? The trick is you really have to understand what these models can do. And what we've done is we've taken the quite honestly, like literally, every month, the leading edge of what these llms can do, and we are constantly updating, constantly upgrading, and constantly making our application be at the bleeding edge of what's capable. And so what we've done is the ability to literally do. As as fast as you can take photos. Go ahead and just take photos of stuff or plate data, level two, condition assessment, thermography, and it does it in seconds. So what would normally take us anywhere from five to an hour, five minutes to an hour, now literally happens in in about two minutes period. And the what that does is it not only increases the accuracy, but it is a tremendous force multiplier for our customers. So we did a couple of ROIs, and in one case, it's like, well, if you limit it to four people, you're going to be 10x faster, but if you give it to more people, now you're way over 100x faster. So not only do you get data every single day that you've got maybe once a year, thermal thermography, yeah, you're now in a posture of being proactive, because you can tell when that connector is starting to get hot and you're going to deal with it before it shuts that pump down, because that pump going down is actually going to shut your plant down. So, and anything that's going on with rotating assets, because thermography is like this surrogate of what's going on internally, right? Yeah, well, the temperature is going up. But why is it? Well, it well, it could be oil, or it could be, you know, whatever's going on in Greece, or, you know, vibration. So I'm going to do a second test on it, but it's a leading indicator, which is just so awesome. Which means you here's the other cool part. We were at a facility the other day, and I realized I was 40 feet away from the assets, because I was looking after my hearing. I didn't want to go down into the well, so I'm taking this thermograph, which was absolutely accurate, because I had somebody take a shot close by. I didn't have to go within, within five feet of this thing. I was 40 feet away. I didn't have to climb over anything. It is a massive safety improvement for staff. Yeah, she can hang back, right? So, so that's one thing. So I think what we're doing is continually advancing the bleeding edge of what the llms can do. But here's my contention, there are promises being made out there by some software vendors that say, Oh, we're going to predict when your assets are going to fail. And I'm like, I know MTEL, which became as part of aspen tech. And I know a lot of these other you know, software, predictive tools. Well, they use machine learning. And unless you are looking at the data for 12 to 24 months, and you are babysitting it like crazy, saying, Oh, well, wait a second. Now, this was a false negative. This was a false positive, and you've got to clean it all up. Even MTEL and those you know that what I at the time considered the best of the best, they had to do the same thing. So to say to someone, oh, we'll just turn it on and we're going to predict, I find, is misleading, and I think does our industry a bit of a disservice. So I think integrity is really, really important. This is what we do, we can back it up, say what you mean and mean what you say, kind of stuff, and then don't make these false claims. That does everybody better. So llms are not designed to make these types of predictions. We can, however, forecast, because we have this complete library of stuff internally that says, Oh, this component degrades at this rate. By the way, these two components are driving your asset to failure the soonest, based on these factors of stuff that you've collected real data, and that tells you you need to act on this thing before it collapses, if it's important enough. So I think the AI tool set that is available is where we're doing some focus. We've built out about as much as we can build out on we call it traditional types of decision making tools, a little tweak here and there, you know, that kind of stuff. But I think for us, leveraging AI in a responsible way. In fact, that's one of our internal launches, is responsible. Ai, the human always gets the last look, and it's the tool is built for what it's supposed to do, not for some extraneous thing.

38:38

I like it. Okay, we gotta wrap it up. Tacoma. See, like my kids say, Dad, you're monologuing,

38:48

or stop it now. I know you're not monologuing. How do people get a hold of you to come and they're saying, I want to know more. I want to I want to connect with Tacoma.

38:59

39:22

Okay, what about LinkedIn?

39:23

Yes, we're on LinkedIn. I'm there as Tacoma Zach or Mentor, or any one of my connections. I'm sure that you'll be able to find me. I'm the only one that I know with the first name Tacoma. So that's a pretty easy way.

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I sent a notification that I want to be a part of your network. And, yeah, not many people. Tacoma, Washington pops up.

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Yeah, completely off topic. Talk to me. I realized the other day. I realized I've never shared the room with someone with my own name and somebody named Steve Doug. You know, Phil. They. Sharing the room. Never experienced

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it. I see that's pretty cool. Well, there you go, Tacoma, you're absolutely wonderful. Thank you very much for being on industrial talk.

40:10

Well, it was a pleasure, and thank you for letting me. Let me go on. Once in a while, I'm pretty passionate about this stuff.

40:17

Yeah, it's lovely. It's absolutely lovely. All right, listeners, we're going to wrap it up on the other side. Stay tuned. We're going to have all the contact information for Tacoma out on industrial talk. So you need, as you can tell, you need to connect with him. He's a must connect. So stay tuned. We will be right back.

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You're listening to the industrial talk Podcast Network. You feel

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