a BROADcast for Manufacturers: Recent Episodes
Keystone Click
Three BROADS (Lori Highby, Kris Harrington, and Erin Courtenay) bringing you stories and strategies exploring manufacturing topics that challenge the status quo while laying the foundations for future success.
Together with special guests they’ll celebrate what’s working and unpack what is not so YOU can learn, grow, and succeed.
The hosts are a BROADcast for Manufacturers are: Kris Harrington | President and COO of GenAlpha Technologies | linkedin.com/in/kristinaharrington Kris Harrington is the President and COO for GenAlpha Technologies. During her time with OEMs in the mining industry, Kris and the other founders of GenAlpha saw a need to find a better way for B2B manufacturers to do business. This led to the development of Equip360, an eCommerce, eCatalog and Analytics solution for manufacturers and distributors who want to grow their business online.
Erin Courtenay | VP of Digital Services at Earthling Interactive | linkedin.com/in/erincourtenay Erin Courtenay is VP of Digital Services at Earthling Interactive. Erin loves watching programmers work their magic, opening up the possibilities of the internet to small and medium businesses with powerful websites and custom software. Calling herself a “digital empathy practitioner”, Erin is determined to help clients move thoughtfully and compassionately into their digital future.
Lori Highby | Founder & CEO @ Keystone Click | linkedin.com/in/lorihighby Lori Highby is a podcast host, speaker, educator, and founder of Keystone Click, a strategic digital marketing agency. Using her vast multi-industry knowledge – gained from experience and education, She has the ability to see the potential of greatness within the already established good of a business. Through strategic actionable moves, she has worked with Fortune 500 companies to micro-business owners, to achieve their marketing goals.
American manufacturing is facing a major workforce crisis—with an estimated 2.1 million jobs potentially unfilled by 2030. But what if the solution is already trained and ready? This week, Lori and Erin talk with Ben Kohler, leader of the Next Frontier Advanced Manufacturing Institute (NFAMI), about how his organization is solving two problems at once: helping veterans transition into civilian careers and filling manufacturing talent gaps.
Ben shares how NFAMI provides tuition-free, hands-on training in welding and CNC machining to veterans, military spouses, and their adult children. Based in Montana but ripe for national expansion, the program turns military discipline and technical know-how into highly sought-after manufacturing skills.
📧 Connect with Ben on LinkedIn: linkedin.com/in/ben-kohler-25b96115
🔗 Learn more: www.nfami.org
Get ready for a powerhouse episode of A BROADcast For Manufacturers as the ladies go live with three inspiring leaders from the heavy equipment world. We’re spotlighting the upcoming Women in Equipment Conference, hosted by the Associated Equipment Distributors (AED), and hearing firsthand from the women shaping the future of this traditionally male-dominated industry.
Guests:
- Kirsten Erickson – Business Development Specialist, AED
linkedin.com/in/kirsten-erickson-4932a552
- Alexandra Norris – VP of Operations, Specialty Equipment Insurance Services
linkedin.com/in/-alexandra-norris
- Jenna Weber – Marketing Manager, Specialty Equipment Insurance Services
https://www.linkedin.com/in/jennaweber22/
From navigating career pivots to building community in rooms where they were often the “first” or “only,” these women bring candid insights and career-boosting wisdom. We also dive into how AI, empathy, and bold networking are reshaping the future of manufacturing and construction.
Resources & Links:
- Women in Equipment Conference: aednet.org
- Specialty Equipment Insurance Services: specialtyequipmentinsurance.com
Is your team constantly firefighting instead of executing strategy? Tyler Nielsen, founder of Vast Insight Partners, joins the BROADcast to reveal how mid-market manufacturers can close the costly gap between strategic intent and operational chaos. With deep experience in FP&A, forecasting, and operations, Tyler shares smart, actionable insights to get cross-functional teams aligned—without a massive system overhaul.
From data paralysis to siloed decision-making, we break down what really holds teams back from profitability and performance. You'll also hear how tariffs and global supply chains are reshaping operations, and why visibility and alignment are your new superpowers.
👤 Connect with Tyler on LinkedIn: https://www.linkedin.com/in/tylerjnielsen/
⭐️ Top 5 Key Quotes1. “We call it the execution gap—where strategic intent dies and operational chaos begins.” 2. “Hope is not a strategy. A plan is not execution.” 3. “Your P&L is a news report. It’s already happened. You can’t change it.” 4. “Technology is a multiplier—not a Band-Aid.” 5. “An engaged employee will do more than you ever imagined—and that starts with visibility and alignment.”
When GE Healthcare told Sarah Tilkens she was “too good where she was,” she turned rejection into redirection—and launched The KPI Lab. In this episode, she shares how her journey from corporate ops leader to executive coach is reshaping how businesses approach problem solving, people leadership, and continuous improvement.
Sarah brings sharp strategy and a heart-first mindset to every challenge—from leading Kaizen events to coaching executives and mapping out better standards for success.
🔍 What You’ll Learn: Why your problem-solving process needs to start with defining success * How to shift from being the “hero” to being the “guide” for your team * The power of experimentation (and what biology taught Sarah about business) * Why most business failures stem from a lack of clear standards * The difference between solving problems for your team vs. with* your team * A smarter way to build problem-solvers using “what” questions instead of “why” * How to market like a guide by understanding what your customers are really searching for
💬 Key Quotes: “I was just so sure of what I wanted to do—and I was unwilling to just be anymore.” * “We hadn’t defined what good looks like. That’s why the system was chaotic.” * “When you’re building problem solvers, you don’t ask why, you ask what*.” * “If the goal is to get healthy, but we all measure it differently, we’re not on the same page.” * “Experiments give us permission to get it wrong—safely—and learn from it.” * “Your customers are searching for the problem. Your brand needs to be the guide.”
The world is noisy. Economic uncertainty, workforce turnover, AI disruption, and generational divides have leaders second-guessing their every move. In this crossover episode of Broadcast for Manufacturers and Blue Collar BS, the gloves come off as Lori Highby, Erin Courtenay, Brad Herda, and Steve Doyle unpack how fear-based leadership is silently sabotaging teams—and what it really looks like to lead with confidence.
This candid, not-so-safe-for-work conversation blends humor and hard truths as the group shares real stories, sharp insights, and a few Brad jokes along the way.
If you’re a business owner, manufacturing leader, or executive navigating change, this is the reminder you didn’t know you needed: confidence is contagious—fear is, too.
💡 What You’ll Learn:* How fear-based leadership shows up (and spreads like wildfire) * The true cost of indecision and "zigzag" management * What each generation really wants from leadership today * How to show confidence—even when you're unsure * Why Gen Z is leapfrogging into leadership roles * And yes, what a beetle nursery can teach us about emotional intelligence 🪲
🧠 Notable Quotes:“You can’t control the economy, but you can control how you show up as a leader.” – Brad Herda
“It’s okay to say ‘I don’t know’—but you still need to move forward.” – Lori Highby
“The moment you zigzag, people stop trusting what you say.” – Erin Courtenay
“Fear-based leadership doesn’t inspire—it repels.” – Steve Doyle
In this episode of ABFM, we sit down with Tyler Marcus, a dynamic force in manufacturing and mentorship. Tyler shares the pivotal lessons that shaped his path, including his non-traditional journey into business, the power of soft skills, and the true value of making time for mentorship.
We explore:
- The shift from traditional career paths to purpose-driven leadership
- Why humility and listening are critical in management
- The future of American manufacturing
- How mentorship changes lives — one conversation at a time
Whether you're in the industry or just love stories of people charting their own course, this conversation will inspire you to rethink how you define impact and legacy
🔑 Top Key Quotes from Tyler Marcus🧠 On the Right Way to Implement AI:“AI isn’t something you just shove into a business. It needs to solve a real problem. That’s where the ROI comes in.”
📊 On Data Readiness:“It’s great to want AI, but the real question is: do you even have the data you need? If the ERP is messy, AI can’t fix that.”
🔁 On ROI and Efficiency:“If you improve worker productivity by 10%, what does that mean to the business? That’s the kind of question you need to ask before implementing anything.”
⚠️ On Skipping Steps:“The biggest mistake I see? Companies spend six figures on AI tools—then realize they had no clean data to begin with.”
🧩 On Use-Case First Thinking:“Start with the use case. Understand the data. Then decide if AI is the answer—not the other way around.”
🏭 On Manufacturing Opportunity:“AI is no longer just for Fortune 500s. Mid-sized manufacturers are realizing they can leverage it too—if they have the right strategy.”
📈 On Growing Interest:“We used to work mostly with enterprise. Now, AI is pulling us into mid-market manufacturing because the demand and curiosity are finally there.”
Lisa Kenning, CEO of Matrix Automation, alongside her powerhouse team: Don Rentz, Greg Millinger, and special guest Scott Walberg.
Lisa shares her journey from helping her dad at age 10 to leading a company at the forefront of digital transformation in manufacturing. Together, the group dives into the importance of mentorship, the legacy of family-run businesses, and how lean principles and traceability tech have helped manufacturers achieve near-zero defect rates—even in highly complex, regulated environments.
What We Cover:* Lisa’s early days at Matrix and the values instilled by her father * Why mentorship—both formal and informal—matters, especially for women in manufacturing * How Matrix Automation helps manufacturers reduce defects and improve traceability * Real-world success stories from automotive and medical device manufacturing * Why lean principles apply across all industries—from bourbon to wheelchairs * The hidden costs of waiting too long to invest in continuous improvement * Empowering frontline operators through smarter systems and data * Learning across generations: Mahjong, magnetism, and mental health
Featured Guests: Lisa Kenning, CEO, Matrix Automation * Don Rentz, General Manager, Matrix Automation * Greg Millinger, Technologist & Product Architect * Scott Walberg*, President, Lean Innovation, LLC
💡 Key Quotes:
“We didn’t buy an off-the-shelf system. We partnered with Matrix and created something custom. That’s why it worked.” – Scott Walberg
“My dad started this company to serve the customer better. That value still drives everything we do.” – Lisa Kenning
“Whether you're building 1,200 units or 100, the tools are the same. Lean is universal.” – Don Rentz
Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.
Meet Melanie VarinMelanie is an author, business owner, and process consultant with 25+ years in executive leadership, strategic planning, global marketing, national sales management, and quality. She led three business turnarounds in Europe and the USA in Fortune 500 companies. Now she supports clients focused on profitable growth. Her company is aptly called TopLine Results Corporation.
Melanie's book – Ignite Topline Growth: How RevOps and Go-To-Market Alignment Spark Success – was written based on her passion for sales and marketing alignment. She’s experienced the superpower that comes with great alignment of go-to-market teams and delights in sharing that wisdom with others.
Connect with Melanie!
TopLine Results Corporation
melanievarin@toplineresults.com
Ignite Topline Growth: How RevOps and Go-To-Market Alignment Spark Success by Melanie Varin
Links
The Five Dysfunctions of a Team: A Leadership Fable
Highlights
00:00 Introduction and Volunteer Work Discussion
03:27 Introducing the Guest: Melanie Varin
04:30 Melanie's Journey and Insights on Sales-Marketing Alignment
06:24 The Importance of Sales-Marketing Collaboration
06:41 AdCirrus ERP Sponsorship and Further Discussion
17:43 Leadership and Team Development
20:53 Advice for Manufacturers and Growth Strategies
28:16 The Impact of AI and Education
34:58 Closing Remarks and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.
Meet Jim MayerWith over two decades of experience in the manufacturing industry, Jim Mayer is a recognized leader, storyteller, and advocate for the transformative power of connection. As the founder of The Manufacturing Connector, Jim has built a platform that strengthens the industry through innovative content, leadership development, and community-building initiatives. His work inspires collaboration, empowers emerging
leaders, and celebrates the human side of manufacturing.
A passionate advocate of manufacturing, Jim is dedicated to amplifying the voices of industry leaders and sharing the values and innovations that drive the sector forward. Through his leadership programs, live events, and thought-provoking media, Jim equips professionals with the tools and insights they need to thrive in a rapidly changing landscape.
Known for his authenticity, humility, and innate curiosity, Jim is a sought-after speaker who engages audiences with his unique ability to connect people to ideas, opportunities, and each other. His commitment to fostering meaningful growth and innovation continues to shape the future of manufacturing and elevate its culture.
Connect with Jason!
The Manufacturing Connector
Manufacturing Culture Podcast
Lead the Change Tour 2025
jim.mayer@themfgconnector.com
(480)532-2717
Highlights
00:00 The Power of Body Language
04:22 Introducing Jim Mayer: A Leader in Manufacturing
09:00 Jim Mayer on Leadership in Manufacturing
17:45 The Leadership Development Continuum
25:36 The Importance of Culture in Manufacturing
26:45 Understanding Organizational Culture
28:28 The Impact of Hiring for Culture
30:03 Defining Buzzwords and Values
30:58 Marketing and Culture Alignment
35:57 Challenges in Mergers and Acquisitions
40:56 The Importance of Intentional Culture Building
41:36 Fun Facts and Personal Stories
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.
Meet Jason GreenwoodJason is the founder of Greenwood Consulting - a specialist B2B e-commerce consultancy. For 25+ years Jason has been helping brands and suppliers expertly architect compelling digital buying and brand engagement experiences.
Along with hosting The E-Commerce Edge Podcast, he is a passionate eCommerce mentor, commentator, keynote speaker and content producer who loves giving back to the industry.
Jason was born and raised in the USA, spent nearly 30 years in New Zealand and is now based in Mexico with his wife Sarah and dog Herbie.
Connect with Jason!
Greenwood Consulting
Links
The Monte Carlo drink recipe
New Amazon Ads research explores how major milestones can impact the relationship between consumers and brands
Highlights
00:00 Favorite Drinks and New Discoveries
04:24 Introducing Jason Greenwood
08:03 Challenges in Digital Transformation
14:36 The Role of AI in Manufacturing
28:16 Unlocking Customer Insights for Digital Services
29:40 The Importance of Self-Service in E-Commerce
30:34 B2C vs. B2B: Different Goals, Different Experiences
35:21 Challenges in Digital Transformation for Manufacturers
40:46 Interesting Facts and Personal Insights
49:05 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.
Meet Curt Anderson Curt Anderson is the founder of B2B Tail dedicated to helping manufacturers stop being the best kept secret in their industry through profitable digital sales growth strategies. With over nine years at B2Btail, Curt provides valuable e-commerce strategies that help manufacturing companies achieve their goals and reach success. He creates free resources to guide manufacturers on their e-commerce journey, including checklists, keyword strategies, and website optimization techniques. Curt's mission is to ethically drive the highest profits possible for manufacturers and entrepreneurs through effective digital marketing.
Connect with Curt!
B2Btail
YouTube
Highlights
00:00 Introduction and Greetings
01:09 Guest Introductions and Banter
06:04 Lightning Round Fun
13:24 Deep Dive into Digital Strategies
15:23 Consistency in Marketing
20:13 Out Teaching the Competition
24:11 The Importance of Repetition in Social Media
24:47 Repurposing Content for Maximum Impact
24:57 Sharing Expertise to Build Trust
26:23 Know Your Soulmate: Understanding Your Ideal Customer
28:33 Strategies for Identifying Ideal Customers
31:54 Rounding the Bases: Categorizing Clients
35:40 What We Just Learned: Insights and Takeaways
43:39 Closing Thoughts and Appreciations
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.
Meet Vivek JoshiVivek is the founder and CEO of Entytle, a provider of Installed Base Intelligence solutions to Original Equipment Manufacturers. He has extensive leadership experience in various industries, spanning diversified industrial manufacturing, healthcare, high technology and private equity. He previously was founder and CEO of LumaSense Technologies Inc., an Operating Partner at Shah Capital Partners, and Senior Vice President of Marketing for Sun Services, a $3.6 billion division of Sun Microsystems. He also served at Webvan as Vice-President of Program Operation; at GE Transportation as General Manager, Off Highway/Transit Systems; at GE Corporate as Manager of Corporate Initiatives; at Booz Allen & Hamilton as a Management Consultant; and at Johnson & Johnson in an operations role. Vivek has an M.S. in Chemical Engineering and an M.B.A. from the Darden School of Business at the University of Virginia, Charlottesville and a B.Tech in Chemical Engineering from IIT, Mumbai.
Connect with Vivek!
Entytle
vivek.joshi@entytle.com
Aftermarket Champions Podcast
Links
Kirin Holdings will begin online sales of "Electric Salt Spoon", a spoon that uses electricity to enhance salty and umami taste
Highlights
00:00 Fun Team Question: What's Your Career Theme Song?
01:55 Introducing Our Guest: Vivek Joshi
04:58 Vivek's Journey in Manufacturing
08:50 The Impact of Key Mentors
11:10 Why Entrepreneurship?
13:03 The Importance of Aftermarket Services
16:28 I Just Learned That: Fascinating Insights
21:31 Addressing the Labor Crisis in Manufacturing
24:49 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Sponsored By AdCirrus ERP, your trusted partner for cloud ERP solutions. Learn more at adcirruserp.com.
Meet Hani MalekWith over 35 years of experience in the manufacturing industry, I am a passionate and results-oriented leader with a proven track record of revenue, profit, and cash flow growth.
As a Professional EOS Implementer, I help entrepreneurs and business leaders get better at three things - VISION, TRACTION and HEALTHY. At the end of our journey together, everyone is on the same page with where the company is going and how it is going to get there.
Company leaders are working together as a healthy, functional, highly accountable, cohesive team and everyone in the organization makes progress each day toward achieving the vision.
Connect with Hani!
Hani Malek - EOS Worldwide
hani.malek@eosworldwide.com
Highlights
00:00 Teams vs. Zoom: The Great Debate
02:02 Introducing Hani Malik: Manufacturing Expert
02:59 Understanding EOS: Entrepreneurial Operating System
04:49 Core Values and Uncomfortable Truths
10:02 Facilitating Change: Overcoming Resistance
12:11 Defining Entrepreneurial Companies
14:04 Is This For You?
14:26 Uncomfortable Learning Moments
14:55 Wind Chill Factor Explained
16:26 LinkedIn Insights with Laurie
18:53 Mushroom Facts with Annie
22:42 Understanding Kolbe Scores
25:27 Wrapping Up and Contact Info
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Liz HeimanLiz has been conquering the sales environment since she was 15, hawking lingerie at local flea markets. A self-proclaimed introvert, she recognized that sales success comes not from owning the room but from owning the relationship. Her transformative training programs have powered the success of HP and Coca-Cola. Liz earned her stripes as head of Miller Heiman's struggling Asian-Pacific region. She engineered a turnaround from red ink to black, catapulting annual sales to $1 million within just two years.
At the vanguard of B2B sales, Liz specializes in propelling manufacturing companies from uncertainty to profitable and predictable revenue-generating systems.
Connect with Liz!
Regarding Sales
Sales SOS Podcast
Special Offers:
Scale Your Sales with a Sales Operating System: Free Download
Highlights
00:00 Introduction and Career Reflections
01:32 Introducing Today's Guest: Liz Heiman
02:37 Common Sales Problems in Manufacturing
03:26 The Impact of AI and Technology on Sales
07:08 Challenges in Sales Management
13:13 Chaos in Sales Organizations
17:39 Identifying the Chaos in Sales Processes
17:54 Managing the Sales Funnel Effectively
18:23 Importance of Strategy in Sales
20:30 Understanding Sales Math and KPIs
25:20 Building Trust and Relationships in Sales
27:32 Customer-Centric Sales Approach
30:01 Sponsor Message and Show Wrap-Up
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Ron HockersmithRon grew up in Arizona and studied Mechanical Engineering at Arizona State University and The California Institute of Technology. After stints in gas turbine engine design and research on the mechanics of viruses he ended up in Milwaukee at GE Healthcare. Ron became a Lean Master Blackbelt and led teams in new product introductions at GE for 14 years before transitioning to a VP of Engineering role for an international defense contractor. Ron retired early in 2020 and after fixing everything there was to fix on his 1903 Victorian home, he got bored and started working part-time at a brewery before joining forces with former colleagues to start Amorphic Beer.
Connect with Ron!
Amorphic Beer
hello@amorphicbeer.com
Check out Manufacturing Happy Hour, hosted by Chris Luecke, the podcast where they get real about the latest trends and technologies impacting modern manufacturers.
Highlights
00:00 Welcome to Pints and Podcast
01:06 Introductions and Cheers
02:26 Discussing Beers and Brewing Techniques
06:23 Meet Ron Hockersmith: From Engineering to Brewing
07:46 Applying Manufacturing Principles to Brewing
15:16 Challenges and Innovations in Craft Brewing
22:37 Entrepreneurial Insights and Work-Life Balance
27:48 I Just Learned That: Fun Facts and Insights
35:47 Wrapping Up and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Damon PistulkaDamon Pistulka is the co-founder of Exit Your Way, a company dedicated to helping business owners maximize their business value, prepare for successful exits, and sell their businesses.
Damon’s journey started on a 3,000-acre farm in South Dakota, where he learned the true meaning of hard work and resilience. His career began in engineering but quickly expanded into leading and scaling companies across industries like manufacturing and healthcare.
Damon’s expertise lies in business strategy, leadership development, transforming business operations, and the lives of those who run them.
When he’s not guiding business leaders, Damon enjoys spending time with his family and exploring the great outdoors.
Connect with Damon!
Exit Your Way
Highlights
00:00 Fun Morning Question: Reincarnation Choices
04:16 Guest Introduction: Damon Pistulka
06:59 Damon's Early Years and Lessons Learned
08:13 Effort and Hard Work: Key to Success
13:49 Challenges in Business Growth
18:18 The Importance of Digital Transformation
20:57 Transitioning to Business Talk
21:21 Key to a Successful Business Sale
21:42 Importance of Business Growth
24:22 Switching Gears: I Just Learned That
26:19 AI and Its Impact on Society
28:52 The Role of Influencers in Modern News
32:44 Authenticity and Integrity in Media
36:45 The Future of AI in Our Lives
44:58 Wrapping Up and Final Thoughts
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Eric DeckerEric Decker is WMEP’s Business Development Manager for southeastern Wisconsin. He works with small and mid-sized manufacturers to help them understand opportunities to improve operations, grow profitability and develop their employees.
During his career, Eric has spent considerable time serving small and mid-sized manufacturers in southeastern Wisconsin. Before working at WMEP (where he’s been for almost eight years), he worked with organizations such as GPS Education Partners and BizTimes Milwaukee.
Eric’s family lives in Wauwatosa. During his free time, enjoys the outdoors, cooking, fitness and skateboarding.
Connect with Eric!
WMEP
Highlights
00:00 Celestial FOMO: Missing Out on Cosmic Events
02:04 Introducing Eric Decker: Business Development Manager
02:58 What is WMEP?
08:02 Challenges Facing Manufacturers Today
12:37 The Importance of Manufacturing in Wisconsin
21:36 Fun Facts and Personal Stories
28:31 Conclusion and Contact Information
Links
Naturally-occurring expressive suppression in daily life depletes executive functioning.
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Susan & Scot WestwaterMeet Susan and Scot Westwater, the dynamic duo behind Pragmatic Digital. They're on a mission to help manufacturers strategically implement AI to accelerate sales cycles and drive revenue growth. With two books and over 40 years of combined experience, they bring a refreshingly practical approach to digital transformation. By combining Susan's customer experience expertise with Scot's tech-savvy, they help manufacturing leaders find more qualified OEM leads and close deals faster. The result? Significantly
reduced development cycles and marketing challenges turned into competitive advantages. No jargon, no empty promises – just measurable business growth.
Connect with Susan & Scot!
Pragmatic Digital
X
Susan’s LinkedIn
Scot’s LinkedIn
Highlights
00:00 Introduction to the Hosts and Show
00:36 Galentine's Day Celebrations
02:56 Welcome to the Live Stream
03:19 Meet Susan and Scot Westwater
06:35 AI in Manufacturing: Practical Insights
16:53 Low-Hanging Fruit for AI Implementation
28:26 I Just Learned That: Fun Facts Segment
34:28 Connecting with the Guests
36:09 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Angela ThurmanAngela Thurman holds a BS in Electrical Engineering and is a certified Project Management Professional™. She served for more than ten years as a Subcontracts Program Manager at Collins Aerospace, managing complex third-party products for their large customers such as Boeing and Airbus. While at Collins she was recognized as a Subject Matter Expert (SME) in Lean Manufacturing, Continuous Improvement, and Supplier Management.
Since leaving Collins in late 2020, Ms. Thurman has launched Thurman Co., LLC, a technical project management consulting firm in Houston, TX. Thurman Co. provides its clients with customized project management solutions.
Connect with Angela!
Thurman Co., LLC
Tech Talk Tuesdays
angela@thurmanco.com
Highlights
00:00 Introduction and Running Anecdotes
02:07 Introducing Angela Thurman
03:32 Green Technology Initiatives
06:55 Hydrogen Fuel for Aviation
09:35 Tech Talk Tuesday
12:19 Project Management Training
14:40 Fun Facts and Surprising Stories
21:19 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Emily Honor HubbardEmily Honor Hubbard is the owner of Empathic Engineering, where she coaches people in manufacturing to reduce stressful misunderstandings with improved communication. She is a Spanish-bilingual mechanical engineer, has published research on the development of empathy in engineers, and served in several international manufacturing roles, including Ford Motor Company in Mexico. Now, she is grateful
to identify opportunities for manufacturing teams and individuals to build new skills so their work becomes more impactful and enjoyable.
Connect with Emily!
Empathic Engineering
(608)239-2738
YouTube
Highlights
00:00 Introduction and Icebreaker Question
02:08 Introducing the Guest: Emily Honor Hubbard
03:15 Empathy in Engineering and Manufacturing
08:17 Success Stories and Cultural Competency
12:42 Neurodiversity and Innovation
16:27 Trending Topics in Manufacturing
18:58 I Just Learned That: Personal Insights
26:30 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Erica CaseErica Case is currently the Head of Human Resources at LiveWire Group, LLC. Ms. Case joined LiveWire from Harley-Davidson where she was most recently Director Human Resources, Global Manufacturing and Product Development. Prior to that Ms. Case held multiple Human Resources roles in her 16 years at Harley-Davidson. Prior to joining Harley-Davidson, Ms. Case held various positions at Kraft Foods, AT&T (formerly SBC), and owned and operated The Alchemist Theatre. Ms. Case also serves on the Board of Director for Milwaukee Area Technical College and the Manufacturing Skills Standards Council. Ms. Case holds an MBA and BA from Alverno College.
Connect with Erica!
Links
The professional woman’s pocket decoder
Highlights
00:00 Introduction and Daily Question
02:04 Meet Erica Case: HR Leader and Former Theater Owner
03:28 Erica's Journey from Pre-Med to HR
05:38 The Importance of Real-World Experience in Education
10:06 Diversity and Inclusion in the Workplace
15:48 The Value of Skilled Trades and Apprenticeships
22:41 You Complete the Sentence: Fun Facts and Insights
26:58 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Pam BuckleyPam Buckley is a CPA and senior manager of the Outsourced Accounting & Advisory practice at Chortek. She started her career at Chortek 26 years ago as an auditor and business process consultant. She left public accounting for 17 years and worked as a controller and CFO at various manufacturing firms. This experience gave her valuable first-hand knowledge of the day-to-day challenges manufacturers face. In 2021, she returned to Chortek to apply her expertise, helping build a new Outsourced Accounting & Advisory practice specializing in manufacturing.
Links
MIT Pirate Certificate
Serviceberry
Connect with Pam!
Chortek
pbuckley@chortek.com
Highlights
00:00 Introduction and Icebreaker
01:38 Meet Pam Buckley: CPA and Senior Manager
02:32 Why Outsource Accounting?
04:59 Leveraging Technology for Small Manufacturers
07:55 Common Mistakes in Manufacturing Accounting
11:08 The Importance of Accurate Financials
13:44 Advisory Services for Manufacturers
16:53 Fun Facts and Personal Stories
22:27 Conclusion and Contact Information
Connect with the Broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Nirav Shah and Peter NicholsonNirav Shah has been working in the ERP space for the past 20 years. During those years, he has worked primarily to help customers of all various sizes and industries implement advanced warehousing and manufacturing processes. He also has an MBA in Accounting which helps him work closely with finance teams to melt proper finance rules and guidelines to manufacturing/distribution processes. Recently, he started a VAR to help companies realize the benefits of cloud ERP solutions specifically in the B2B manufacturing and distribution industries.
Peter Nicholson has long been fascinated by the synergy of data and technology, yet found himself stuck in sales roles. Since 2019, he has been with ITW, gaining knowledge in how a business operates in various departments such as sales, finance, warehousing, and factory operations. In 2024, he pivoted his career into IT, now serving as the Division Systems and Data Analyst across eight countries. It's an exciting fusion of his sales background with his passion for data and technology, allowing him to drive impactful change within the organization.
Links
AI at Work Is Here. Now Comes the Hard Part
Connect with Nirav and Peter!
Nirav's LinkedIn
nirav.shah@adcirruserp.com
Peter’s LinkedIn
petenicholson.co.uk
Their Podcast
The ABCs of ERP & Beyond
The ABCs of ERP & Beyond YouTube
Highlights
00:00 Introduction to the Manufacturing Quiz Show
00:15 Question 1: Dow Jones Industrial Average Addition
01:00 Question 2: Rock Band Founder and Polaroid
02:08 Question 3: Manufacturer's Headquarters Relocation
03:14 Introduction to ERP Experts
04:42 Peter's Insights on Sales and IT
07:34 The Future of AI in Manufacturing
13:16 Benefits of ERP Systems Over QuickBooks
19:04 When to Consider Implementing an ERP System
22:09 Identifying Business Process Bottlenecks
23:09 Evaluating the Role of Technology in Business Processes
23:56 Steps to Streamline Business Processes
24:59 Considering ERP Upgrades and Cloud Solutions
25:45 The Benefits of Cloud-Based ERP Systems
27:51 Interesting Facts and Insights
29:05 AI Skills in the Job Market
31:06 Book Recommendations from Bill Gates
32:36 Rescue Implementation Success Story
33:48 Mind-Blowing Space and Tree Facts
37:15 Contact Information and Closing Remarks
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Ken FangerKen has 30 years' experience, he's an MBA, a CMMC-RP and is part of the Cyber Reserve and a graduate of the Goldman Sachs' 10KSB Program. He is working on an Interational project to help AI increase voter engagement. He has started the movement towards Humanizing Security - to make allies of all of us.
Resources
See Something, Say Something
CyberAB.org
Connect with Ken!
On Technology Partners
info@ontechnologypartners.com
kennethfanger.com
Relax: A Guide To True Cyber Security
Highlights
00:00 Introduction and Childhood Memories
00:50 Favorite Board Games Discussion
03:27 Guest Introduction: Ken Fanger
04:55 Humanizing Cybersecurity
10:23 Department of Defense CMMC Requirements
18:45 Mission Safe: A New Perspective on Cybersecurity
18:53 The Importance of Backing Up Your Systems
19:59 Reframing Cybersecurity: Protecting Your Work
20:57 Introducing 'Relax: A Guide to True Cybersecurity'
21:29 A Personal Story: The Importance of Multi-Factor Authentication
22:56 The Triple A of Cybersecurity: Aware, Address, Arise
24:35 Psychological Recovery After Cyber Attacks
25:57 Human-Centered Approach to Cybersecurity
27:07 I Just Learned That: Fun Facts and Rants
32:24 Contact Information and Final Thoughts
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Chantel SoumisChantel Soumis is an accomplished international speaker and LinkedIn influencer in digital marketing, Chantel shares cutting-edge news, articles, and insights aimed at propelling companies to new heights of success through innovative marketing practices. With a global reach, she has graced stages from London to LA, captivating audiences with her expertise and passion for revolutionizing marketing strategies in today's rapidly evolving digital landscape.
Links
Keystone Click AI Ethics Policy
Connect with Chantel!
Highlights
00:00 Introduction and Icebreaker
02:12 Guest Introduction: Chantel Soumis
03:47 The Power of Traditional Marketing
06:41 Understanding Job Shops and OEMs
11:08 The Importance of Language in Marketing
20:57 Fun Facts and Personal Stories
23:22 Recent Learnings and Innovations
34:03 Closing Remarks and Farewell
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
A Special Video EpisodeIn this engaging episode recorded live at the Podcast Town Festival, the hosts delve into the increasing career satisfaction experienced by women in the manufacturing sector. Inspired by an article from Supply and Demand Chain Executive, the discussion highlights how training, opportunities, and innovative benefits are attracting female talent. The conversation examines companies' roles in breaking cultural barriers, the transformative impact women have in manufacturing, and strategies like on-site clinics and educational support. Additionally, the hosts share insights on networking, community involvement, and educational initiatives aimed at young girls to foster interest in the industry. The episode underscores the significance of diversity, inclusivity, and community engagement in cultivating a strong and satisfied workforce.
Watch the video here!
Articles
Women Are More Likely to Find Career Satisfaction in Manufacturing
These Alabama Workers Were Swamped by Medical Debt. Then Their Employer Stepped In.
Highlights
00:00 Introduction and Current Learning Experiences
02:43 Live Audience Recording at Podcast Town Festival
02:55 Discussing Career Satisfaction in Manufacturing
03:53 Opportunities and Benefits in Manufacturing
06:27 Barriers and Cultural Shifts in Manufacturing
09:49 Innovative Approaches to Attracting Talent
13:19 Advice for Women Considering Manufacturing Careers
14:24 Exploring Career Opportunities in Manufacturing
14:49 The Power of Informational Interviews
17:35 Diversity's Impact on Business Success
20:29 The "I Just Learned That" Segment
25:08 Engaging Young Girls in Manufacturing
28:04 Final Thoughts and Encouragement
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Moustafa MoursyMoustafa Moursy is a deeply experienced entrepreneur who empowers business owners to scale rapidly by rationalizing and mastering processes specific to their circumstances. Moustafa leads Push Analytics, a top consultancy firm helping businesses grow and optimize their business processes. His strong technical foundation and expertise in B2B sales and sales leadership allow him to combine complex processes and technology stacks to deliver custom, hyper-focused systems that maximize efficiency, profits, and market share. By observing functions, conversing with principals, and creating elegant structures, Moustafa and Push generate rapid growth and help businesses more powerfully serve and expand their core markets.
Connect with Moustafa!
Push Analytics
hello@pushanalytics.com
Mention you heard about them from the podcast and receive a free process audit.
Highlights
00:00 Addicted to Connections: A New York Times Game
02:05 Introducing Moustafa Moursy: Expert in Business Process Optimization
03:42 The Importance of Business Processes
06:03 Efficiency vs. Job Security: The Debate
09:19 Optimizing Lead Management for Better Sales
14:01 Understanding Leads and Quoting
14:13 The Importance of Follow-Up
16:02 Mental Organization and Process Improvement
17:51 Balancing Business and Technical Skills
18:52 Exploring the Golden Mean
21:24 Diet Myths and Calorie Calculations
24:17 Connecting with Moustafa and Free Process Audit Offer
25:12 Wrapping Up and Final Thoughts
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Chris CzarnikChris Czarnik, a former military officer and HR manager, revolutionized job search approaches with "The Human Search Engine," endorsed by US Congress as a standard. He later innovated talent acquisition processes to reduce turnover and authored "Winning the War for Talent," influencing over 3,500 organizations worldwide. As a coach and strategist, Chris offers customized solutions to enhance talent
management, helping CEOs and leaders cultivate environments where employees excel. As a top speaker for Vistage for five consecutive years, he empowers organizations to adapt to modern challenges and rethink success in talent development.
Connect with Chris!
chrisczarnik.com
Career Research Group
Winning the War for Talent
Highlights
00:00 Introduction: Caitlyn Clark's WNBA Salary
01:11 Understanding the Pay Gap in Sports
03:10 Guest Introduction: Chris Zarnik
05:34 The Demographic Shift in Hiring
10:11 Strategies for Attracting Talent
20:55 The Importance of Learning and Growth
24:50 Creating a Positive Work Environment
34:12 Conclusion and Final Thoughts
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Terry TuttleTerry Tuttle is President of HellermannTyton North America, the leading supplier of cable management products to the automotive, heavy truck and equipment, renewable energy and other industrial markets. Previously, Tuttle held various marketing positions with HellermannTyton and had been VP of Sales and Marketing in 2009 before her current appointment. She has held advisory positions with the Federal Reserve of Chicago and a board position with Girl Scouts of Wisconsin Southeast. Tuttle also is a keynote speaker and panelist. She is a wife and mom (currently of a high school senior) and also enjoys traveling, biking, and theater.
Connect with Terry!
HellermannTyton
Highlights
00:00 Introduction and Latest AI Tools
04:23 Guest Introduction: Terry Tuttle
05:24 Women in Manufacturing Event
07:38 Career Journey and Advice
12:12 Balancing Career and Personal Life
15:07 Sustainability Initiatives at HellermannTyton
19:00 Future of Technology and Cable Management
22:50 I Just Learned That: Fun Facts
29:18 Conclusion and Contact Information
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Whitney JenningsWhitney started working for an automotive gasket manufacturer in 1994, and has worked in the aftermarket ever since. She’s been a pricing specialist, a sales administrator, customer service manager, sales manager, and today, president of her own company. She’s married and has two daughters. One is a senior in HS and the other started college last year. I also have 4 stepchildren who are all grown, 2 pugs and a beabull (beagle/bulldog mix).
QXHD is a woman owned / woman-controlled business based in Phoenix, AZ.
Connect with Whitney!
QX Heavy Duty
QX Heavy Duty LinkedIn
Highlights
00:00 Chainsaw Stories and Farm Life
02:39 Introducing Whitney Jennings
03:53 Superheroes at Heavy Duty Aftermarket Week
09:22 Building QX Heavy Duty
18:20 Product Lines and Market Strategy
23:12 Customer Service Excellence
26:59 Fun Facts and Final Thoughts
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Stacia HobsonStacia Hobson, co-owner of Image Industries Inc, began her career in the family business upon graduating college. Although her plan was never to work for the business let alone own it, she was the key driver in transforming the business from 100% distribution to 100% manufacturing.
Today, she runs operations for her family’s multimillion-dollar manufacturing business serving nine distinct vertical markets.
Stacia is acutely aware of what it takes to succeed as a woman in a male-dominated, blue-collar industry. She is passionate and proud to be in manufacturing as she feels that it is the backbone of the USA.
Connect with Stacia!
www.staciahobson.com
Highlights
00:00 Introduction and Kitchen Adventures
01:04 Favorite Spices Discussion
03:30 Guest Introduction: Stacia Hobson
04:36 Challenges as a Woman in Manufacturing
13:28 Promoting Women in the Workplace
22:12 Addressing Racial Tensions in the Workplace
29:29 I Just Learned That: Fun Facts and Insights
35:10 Conclusion and Contact Information
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Prashanth SharmaPrashanth Sharma is the CTO at ThoughtFocus and leads the technology function across all business lines and customer engagements. With over 22 years of industry experience, Prashanth is spearheading the next wave of technology growth at ThoughtFocus, motivating teams to exceed customer expectations.
Connect with Prashanth!
www.thoughtfocus.com
Highlights
00:00 National Donut Day Fun
01:49 Introducing Our Guest: Prashanthh Sharma
03:02 Hardware vs. Software Evolution in Manufacturing
05:43 The Role of Robotics in Manufacturing
08:20 Sustainability and Technology
11:13 Shifting Business Models in Manufacturing
24:11 Fun Facts and Personal Insights
28:26 Conclusion and Contact Information
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Trevor BlondeelTrevor Blondeel founded Manufacturing Greatness. He has 25 years of experience leading manufacturing plants and is the host of the podcast Mindfulness Manufacturing.
He works with organizations as a speaker, advisor, and coach to connect the top to the shop. In his spare time, he serves as the president for the Kentucky/Indiana National Speakers Association chapter.
Connect with Trevor!
Manufacturing Greatness
trevorblondeel.com
Mindfulness Manufacturing Podcast
Highlights
00:36 Introduction and Recent TV Shows
02:49 Guest Introduction: Trevor Blondeel
03:49 Mindfulness in Manufacturing
06:13 Connecting Leadership and Teams
08:44 Personal Growth and Vulnerability
16:10 Morning Routines and Habits
18:35 Fun Facts and Learnings
24:05 Conclusion and Contact Information
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Jaclyn KolodziejJaclyn Kolodziej, Client Growth Services Specialist at the Illinois Manufacturing Excellence Center (IMEC), has worked on over 220 marketing projects over the past two years.
With a diverse background in various manufacturing sectors, Jaclyn has amassed a wealth of experience driving progress and innovation through marketing. Her unwavering goal has always been to propel momentum by executing marketing projects and crafting strategic growth plans for manufacturers.
Jaclyn blends her passion for achieving tangible results with her expertise in marketing playing a pivotal role in assisting manufacturers across Illinois to enhance their top-line growth. Leveraging a robust business development and marketing background, Jaclyn excels in identifying growth opportunities and meticulously constructing roadmaps for success.
Connect with Jaclyn!
imec.org
imec@imec.org
IMEC LinkedIn
Highlights
00:00 Benefits of Mushroom Elixirs
02:10 Introducing Our Guest: Jaclyn Kolodziej
03:22 What is IMEC?
06:29 Marketing Trends in Manufacturing
11:45 The Importance of Marketing for Manufacturers
15:27 Tips for Manufacturers on Marketing
19:58 Fun Facts and Personal Insights
20:59 I Just Learned That Segment
27:23 Conclusion and Contact Information
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Rachel SladeRachel is an author and journalist (trained as an architect) with more than 15 years of publishing experience. Her first book, "Into the Raging Sea," about the 2015 sinking of the American cargo ship El Faro, was a NYT Notable Book and winner of the Maine Literary Award. Her second book, "Making It in America," about the American manufacturing revival, came out in January 2024.
She has a passion for uncovering and developing compelling tales about politics, work, design, and urban planning that engage and inspire audiences across different mediums and genres. She has produced dozens of long-form articles and provocative essays, several of which have received national recognition and awards, including the CRMA for Excellence in Civic Journalism and the CRMA for Essays/Commentary/Criticism.
Connect with Rachel!
www.rachelslade.net
Making It in America: The Almost Impossible Quest to Manufacture in the U.S.A. (And How It Got That Way)
Links
Turn empty offices into little factories
Against trendbait
Highlights
00:00 Introduction and Personal Failures
01:20 Overcoming Challenges in the Workplace
02:49 The Importance of Embracing Failure
03:30 Discovering a Love for Physical Activity
04:02 Introducing Our Special Guest: Rachel Slade
05:55 Rachel Slade's Journey and Works
06:56 The American Shipping Industry and Labor History
09:06 The Impact of the Pandemic on Manufacturing
16:47 The Apparel Industry and Immigrant Labor
23:30 The Role of Immigrants in American Manufacturing
27:43 The Knowledge Economy and Manufacturing
30:30 I Just Learned That: Fun Facts and Insights
39:50 Book Recommendations and Closing Remarks
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
Meet Barbara Pennell JaynesIn 2013, Barbara founded Positively-Funded. She has engaged with manufacturers, facilitating their strategic growth planning: beta testing, opening new markets, product launches, and creating key industry partnerships.
Highlights
00:00 Travel Stories and Favorite Destinations
03:28 Introducing Barbara Pennell Jaynes
04:56 Business Development vs. Traditional Marketing
06:04 The Importance of Real-World Feedback
08:44 Beta Testing and Storytelling in Manufacturing
12:08 The Value of Manufacturing Facility Tours
14:14 LinkedIn Strategies and Weird Facts
21:23 Conclusion and Contact Information
Connect with Barbara!
www.positively-funded.com
barbara@positively-funded.com
(303)993-7124
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
This special episode, partially recorded live at the Women in Manufacturing (WiM) Southern Wisconsin Chapter event 'From Mic to Merlot' on May 15, 2024, at Wollersheim Winery, delves into the experiences and impact of WiM. The hosts share their excitement about the event and interview Andrea Virsnieks, President of WiM Southern Wisconsin, who provides insights into the organization’s mission, history, and her personal journey in reviving the chapter. The episode also features interviews with several WiM members discussing the importance of networking, the unique challenges and opportunities for women in the manufacturing industry, and the sense of community within WiM. Listeners are encouraged to explore WiM and its resources to join a supportive and inspiring network.
Learn More About WiM
WiM
WiM Southern Wisconsin Chapter
Become a Member Today
WiM Southern Wisconsin LinkedIn
Andrea Virsnieks is a Principal at CLA, where she specializes in serving the manufacturing industry, working with both privately held and private equity-owned companies. With a wealth of experience in assurance, auditing, consulting, and due diligence services, Andrea provides strategic insight and innovative solutions that drive growth and profitability for her clients. Her deep understanding of the unique challenges and opportunities within the manufacturing sector has made her a trusted advisor.
Andrea is known for her collaborative leadership style and her ability to build and maintain strong relationships with clients and business owners. She is committed to staying current with industry trends and regulations, ensuring that she delivers the most relevant and effective guidance.
Beyond her professional work, Andrea is actively involved with the Southern Wisconsin chapter of Women in Manufacturing (WiM). As the Chair on the Board, she dedicates her time to supporting, promoting, and inspiring women in the manufacturing industry. WiM is a national organization that empowers women through networking, education, and career development opportunities.
In her role at CLA and through her work with WiM, Andrea continues to make a significant impact on the manufacturing industry and the professional growth of women within the field.
Featuring WiM members Jennifer Black, Ariana Carney, Michele David, Maegan Miller, Loretta Mulberry, Debbie Shilling, Rachel Walter and Tori Wood.
Highlights
00:00 Live at Women in Manufacturing Event: A Phenomenal Experience
01:59 Special Guest: Andrea Virsnieks, President of WiM Wisconsin
02:51 The Revival and Mission of WiM: Andrea's Journey
08:20 Expanding WiM: Growth, Goals, and Membership Insights
10:38 Event Attendees Share Their WiM Stories
15:30 Reflecting on Women's Roles in Manufacturing
18:54 Generational Perspectives on Women in Manufacturing
21:39 Wrapping Up: The Bright Future of WiM
Connect with the broads!
Connect with Erin on LinkedIn!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Meet Chris PeerChris brings more than 20 years of experience in B2B digital marketing strategy, lead generation, and marketing consultancy for manufacturing firms. An author and entrepreneur, Chris is the founder and CEO of G8P and SyncShow.
Having witnessed the pain and frustration caused by ineffective marketing, Chris and his team developed the Great 8 Pillars to transform the marketing department from a corporate expense into a profit center. He has helped hundreds of companies scale through world-class marketing best practices.
Chris’ perspective on marketing operations transcends tactical methodologies and focuses on people, strategies, systems, and software to move the needle.
Today, Chris’ focus remains on helping B2B manufacturing companies scale through his companies, consulting, and speaking.
Highlights
00:00 Kicking Off with Favorite Holidays Discussion
01:48 Introducing Today's Guest: Chris Peer
03:28 Unveiling the Great Eight Pillars of Marketing
06:12 Deep Dive into Goals and Value Proposition
07:57 Exploring the Certification Program for Marketers
12:00 B2B vs B2C Marketing Insights
14:32 Learning Segment: AI, Shipping Strategies, and Oysters
19:19 Wrapping Up with Contact Information and Offers
Connect with Chris!
G8P
SyncShow
Great Eight Pillar Certification Course
Use code for 50% off
The Great 8 Pillars: ROI-Driven Marketing for Manufacturing Companies
Connect with the broads!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Connect with Erin on LinkedIn!
In this special 50th episode, Erin, Lori and Kris reflect on their podcast journey, celebrating the diverse and enlightening conversations they've had with various guests from the manufacturing industry. They reminisce about starting the podcast, how it's evolved, and the personal growth and gratification they've experienced along the way. Highlighting their favorite episodes, they discuss poignant moments with guests like Nicole Donnelly and Nicki Vo, share valuable insights on manufacturing, digital transformation, women in STEM, and the importance of veterans in the workforce. The episode emphasizes the value of authenticity, diverse opinions, and the unique perspectives each host brings to the table. It concludes with a note of gratitude to their listeners and an invitation for feedback and guest suggestions, encouraging everyone to 'go make something awesome.'
00:00 Celebrating 50 Episodes: A Journey of Connections and Conversations
01:15 Reflecting on the Podcasting Journey: Insights and Surprises
05:51 Highlighting Favorite Episodes: Diverse Conversations in Manufacturing
11:37 Empowering Women in STEM and Beyond: Stories of Resilience and Innovation
15:03 Exploring the Impact of Women in History and Manufacturing
28:41 Veterans in Manufacturing: Bridging Skills and Opportunities
32:35 Authentic Conversations and Diverse Perspectives: The Essence of Our Show
Connect with the broads!
Connect with Erin on LinkedIn for web-based solutions to your complex business problems!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Meet Jeff BeyleJeff started out writing software and then went to law school because he played softball with a bunch of lawyers and thought their work was interesting.
Then he got lucky and joined Coca-Cola and had the opportunity to move to Hong Kong. He spent 7 years there, focusing mainly on China and Korea. Jeff moved to Seattle to join Getty Images. Eventually, he had the opportunity to set up Getty Images’ business in Latin America. After he and his then-biz-partner sold that company to Getty Images, his current business partner convinced him to co-found SC Tech.
What are some of the advantages of not having a clearly aligned background in your current work? And what are some of the things that create obstacles or challenges?
Every time I go into a customer facility, I'm a little bit on my back foot. When you go to this nondescript building open the door and it's like opening a Christmas present because you never know what's going to be in there.
Technology, I don't understand all the details. It's much more of a user perspective because I just don't understand those details. And at this point, I'm not going to pretend like I'm going to get in there and figure it out. But you go into these buildings and you're like I don't know what I was expecting. But typically, this is not what I was expecting. And it's just so interesting. And I have a lot of known unknowns, but I have to go in with curiosity.
I have to go in and ask the expansive questions and ask follow up questions because I don't understand. But that really helps me understand. Can we help this business solve some problems, some pain point that they have? And if so, how are we going to do that in a way that works for them? Because I understand their business from their perspective, as opposed to bringing a lot of preconceptions.
What customers do you really enjoy working with the most?
It's like that’s passionate about their business and says, “Oh, it's thermal treatment of metal products.”
You're not going to go to a party and people are going to say, “Oh, that is the coolest thing I've ever heard of in my life.” But there's so many ins and outs of each business. There's so many different products being manufactured, and there are different stages of how they build up these products from different suppliers. And each one is interesting in its own way. You're open to being interested in and curious about how this stuff works. And it's so much fun to talk to somebody who's passionate, whether it's a business that they just joined or they bought it or it's a family business or whatever. It's pretty exciting to go in and talk to people who really love what they're doing.
And I maybe one of the benefits of the pandemic and supply chain mess is more focus on how much fun and how interesting supply chain and manufacturing can be. There's a lot of press about how much fun it is to work at Google and you can play ping pong and all that stuff. That's nice in a way, but really so many people would get a lot more satisfaction of [manufacturing]. I'm using my hands, I'm using my brain and I'm making something. And it's not a trivial process. There's a lot that goes into it, and I think we've ignored that for a while. And hopefully that's turning a corner.
And so much more…
Connect with Jeff!
SC Tech
(720)432-5001
Connect with the broads!
Connect with Erin on LinkedIn for web-based solutions to your complex business problems!
Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!
Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!
Meet Retired LtCol Kathy Lowrey GallowitzRetired LtCol Kathy Lowrey Gallowitz is an award-winning businesswoman with first-hand experience hiring Veterans who coaches employers how to boost productivity and reduce turnover by hiring and retaining Veterans. She helps companies become “Veteran-Ready” through the creation of a Veteran Talent Strategy. Her “Veteran Talent Academy” equips employers to find, hire and leverage Veterans’ skillsets. She is the Founder & CEO of Vanguard Veteran, LLC, author of “Beyond ‘Thank You For your Service,’ The Veteran Champion Handbook” for Civilians and has Masters degrees in Nursing and Political Science. She grew up as a Navy ‘brat,’ served nearly 30 years as an Air Force Officer and is married to an Army combat Veteran. Kathy also equips volunteer faith community leaders to build Military Ministries to cultivate mutual support, a sense of belonging and spiritual resiliency for military-connected people
Why are veterans particularly well suited to work in manufacturing? Well, Kris, you're probably can answer this just as well since you've spent your entire career there. Still, I think top of the list is quality assurance, quality control, safety mindset, and operational discipline. Those are the attributes that align most beautifully within the manufacturing setting But then beyond that is our love for small unit integrity. And with that integrity comes teamwork, leadership, and camaraderie. In the military, we're broken up into small groups and into bigger groups. And it facilitates problem solving, critical thinking, chain of command. And all that stuff mirrors the manufacturing industry, because everybody's got to know their job. You got to do your job right the first time to create that product to meet mission.
Then there are other attributes I've heard employers describe military people's anchors. They're anchors because we're used to managing stressful conditions, high ops tempo, and potential conflict. And so we're pretty good problem solvers, critical thinkers, and calm under pressure, so that anchoring has it's ripples throughout the organization and really makes a difference. The other key attributes that I should have introduced way up front are technical skills and aptitudes.
Now we may not have the exact training on the exact piece of equipment, but one thing we do do is train, train, train, and train some more. And more often than not, it's technical. Now that wasn't my career. I was in nursing and public affairs and I'm not very technical, but most military people who are interested in manufacturing probably have some sort of technical aptitude that they can bring.
And so hiring for character and hiring for aptitude and training is in a manufacturer's best interest because you will get a return on investment by hiring that veteran that may have a different resume than you want. Take a chance, train them. You won't be disappointed.
Where do manufacturing employers find veterans?
That's one of the biggest complaints employers typically have because they feel confused and lost about how to connect with veteran talent. That's one of the things I do best. First of all, American job centers are all over the country and they give priority to military candidates. So that's a good place to go look.
And, as I understand it, most of those job seekers are unemployed. There are also local and national nonprofits that connect employers to veterans and or vice versa, and or prepare veteran job seekers. One of those is Hiring Our Heroes. One of those is 50 Strong.
But you can go look in your local community and look at how you can find veteran talent. They are around certainly there is varying quality, but you could go talk to your Department of Veteran Services (VA). They should have some general understanding of where to find those kinds of services. Of course, if you have a military base, a guard, or a reserve base near you, knock on that door. You knock on that door until somebody listens. And you do have to be persistent, because they're looking for good companies with good wages, with good cultures.
And sometimes it's hard to get in the door. We had Hiring Our Heroes at Luke Air Force Base for a hiring event and partnered with their Transition Assistance Program (TAP). And not every employer could get it. And then there's tons of job boards out there.
Recruit Military is another big nationwide recruiting. They do job fairs and have a directory of job boards with job fairs. Firms that do this work, they're out there, but you got to roll up your sleeves and go find them.
And it's confusing for people to know how to do it. The theme is develop trusting relationships with that source of veteran talent so that they know you're serious. The squeaky wheel gets the grease and keeps in touch with them monthly, offering to support them and otherwise. Let's see. The Guard, the Marines, Army Reserve. I'm not so familiar Wounded Warrior. They all sort of have their own specific job service program. And so that's why I do what I do. I love meeting these people and connecting employers to them.
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VanguardVeteran.com
Vanguard Veteran Overview
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Meet Holly WhitcombHolly Whitcomb’s passion for helping people be their best drives her every day. Holly is the CEO and Founder of Novel Leadership, focused on the development of individuals and teams through coaching, workshop facilitation and consulting. Holly is well versed in working with front-line level leaders in manufacturing organizations as well as senior leaders in highly matrixed organizations.
Prior to founding Novel Leadership, Holly led 3M Company’s North America Learning & Development team where she worked directly with senior leaders to increase their leadership team effectiveness and leadership development needs across 3M’s back-office, client facing and manufacturing teams.
Why is leadership and all development important in manufacturing?
Think about all of the changes that have happened over the course of the last 10 years, but even think about what we've been through in the last four years. And the impact that that has had on manufacturing environments, on teams. On all the challenges that have not been planned, even though we always say we plan for stuff, right? I think that that's where it really starts to come in and you start to understand the importance of this idea of building capacity, building skills, building agility across all levels of the organization, across all silos.
And the one thing that I've noticed over the course of the work that I've done is this silo has a tendency to be left back here sometimes when it comes to these corporate initiatives of development. And so that's why I think it's so critical because when we think about what kept things moving, it was the people who went in. It was the people who were on the floor.
And so it's how do we help recognize the value in a different way? So that's kind of why it's important to me and one of my passion projects.
What are some of the most critical skills you find are lacking or really needed today?
I don't know if this is just manufacturing. I think we're all recognizing that we are entering into what I call kind of this new phase of what it looks like to be an employee and be an employer in the world that we're in today. And mental health is a huge piece of that. Whole person is a huge piece of that. Inclusion is a huge piece of that.
And so I think a couple of the things that I think about in terms of skills when I talk with leaders is where you are with your understanding about your own emotional intelligence. How is your coaching capability? How are you delivering feedback? And how are you engaging with people on that whole person aspect of who they are. So the whole idea of psychological safety, how are you creating an environment where people feel safe to be who they are and bring their voices into the organization? And when I think about it, oftentimes people are like, “Oh, manufacturing. No, they're just, they're good. They don't need it.” And they may work on machines, but these are humans. And think about what it is that we need to do as leaders in order to be able to crack open what our whole team knows and creating that environment where people feel safe.
And so much more…
Reference
Advertising spend will bounce back in 2024: S&P Global Ratings
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Meet Jim BohnJim Bohn PhD, is a researcher-practitioner focused on improving organizations one person at a time. He is a change management expert with decades of experience across multiple business markets and has spoken throughout the United States on topics of leadership, organizational performance and people development. He is currently coaching doctoral students at Concordia University. Dr. Bohn's focus is helping businesses throughout SE Wisconsin to overcome challenges and improve productivity. His primary research interest is Organizational Engagement, a complimentary approach to Employee Engagement. Dr. Bohn has multiple publications on Amazon.
How does your background uniquely make you suitable in the manufacturing space?
Well, let's start with my background. I have run a punch press. I was a spot welder. I worked as a project manager across the United States with injection molding machines. I have machine oil in my veins. My father was a machinist. My son is a tool and dining maker journeyman.
I am sort of the black sheep of the family. I got the Ph. D. They did real work. But I have spent my time on the shop floor. I know what it's like to be out there. I've got a few scars with stitches to prove it. And I'm very proud of my blue-collar roots.
How do you get past the differences to get stuff done?
Well, it's a fundamental thing. You design the end. This is what we want to accomplish. [I’m] a baby boomer, as you can tell, I'm 71 years old. I offer some things. I've got a bucket of experience. I've seen lots of failure. But I don't have the skill set of some millennial who can launch the space shuttle from my phone.
And I think with all the generational differences, it's like “Okay, Boomer” or “Millennials are stupid.” If we do that, we're just shoving them into the corner as opposed to saying what can you bring to this?
If you're a financial wizard and you're 18 years old, I don't care. I don't care where you came from. Bring your knowledge, bring your skill. A good leader will do that. And that's where I think that whole generational thing has been so divisive. It's helpful to understand.
But again, I don't like it when somebody says, “Okay, Boomer,” because I look like an old man. Yeah, I'm old, but I can bring some things to you. I've seen the same stupid organizational mistakes over and over again. I can help you with that, but I'm not technically savvy. I want to know what you know, and I will learn from you if you slow down a little bit.
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Reference
Teens, Social Media and Technology 2023
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doctorbohnphd@gmail.com
People Development: The best part of leading a team
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Meet Scott SerokaScott is the president of Seroka Industrial Branding, providing fractional CMO services to small to medium-sized industrial companies. Scott’s approach to creating effective marketing strategies is centered on building strong, compelling, and well-differentiated brands and activating brands within organizations through organizing and mobilizing continuous improvement cultures. He is a certified brand strategist and also a Six Sigma Lean Black Belt Professional.
Let's talk about brands. What is a brand? I feel like a lot of people assume it's exactly the same as marketing. And I hear a lot of people think branding is just your logo, so let's talk about that.
It's subjective, like art. If you look it up on Google, I think there are 3 million responses. It really is a unique set of distinctions that you or your company owns that makes a positive and noteworthy difference in the lives of customers.
And I always say not just the external customer that buys products and services, but the internal customer, meaning the people who you employ. So when we think about branding, there's the customer brand and your employer brand. And the employer brand is really coming on the scene with a lot of vigor because so many people are looking for good people.
And with the short supply and high demand of high quality people, how do we attract the kind of personnel we need to deliver upon our brand promise and exceed expectations? And who's going to actually care about us, our customers and our overall growth strategy? So brand has really taken on kind of a split personality in the past 10 or 12 years.
And it's amazing how many companies- unfortunately, mostly in manufacturing- don't have an employer page about the reasons that people should wanna work for your company as well as on the customer side. Why should people buy our products and services with all of our competition?
So it's really the complexity of branding here and it's even getting more complex as time goes on.
What do I need branding for? Why?
So go back to why you started your business. If you started a business and you knew that it was going to be a price race, or if you knew that it was just gonna be as long as I deliver on time, then why did you take the risk of starting your business?
Go back to why am I doing this. What void am I filling in the industry? What am I doing better than everybody else? What can I offer? What does my customer service look like? What kind of expertise do I have? What do I bring to the table when people say, “Oh, you have to buy from this company.”
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Seroka Industrial Branding
scott@serokaib.com
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Meet Nicole DonnellyNicole is a fourth generation entrepreneur and the owner of DMG Digital - a content marketing agency for manufacturers. Nicole is the host of the Tales of Misadventure podcast where she invites successful entrepreneurs to share their stories of failure and how they turned lemons into lemonade.
You have two different cultures attempting to make something totally new together. Do you mind speaking to that challenge a little bit? And then what were the things that you did to navigate those two different cultures working together?
They're to the point of education. These technical partners are sometimes so technical that they're way up here. And they've gotta step down and really try to meet these manufacturers where they are.
So, the first thing I think is so important is to help them in the discovery phase, really understand what are their business constraints. What's their pricing model? How are they shipping products now? And really understanding those constraints very, very well. That you can architect a solution that's gonna address and taking a crawl, walk, run approach to say we can't solve all these problems all at once. So Magento is an incredibly robust platform, so extensible. You can customize it to the nth degree, which is beautiful.
The great thing is that it can grow with the organization as they continue to evolve. But you gotta really understand upfront as much as possible what all of the business constraints are so that you can make sure that over time that's gonna be built into the platform.
Where would you advise that it makes good sense to put that 20% when you expect to go over budget? There's lots of places that money can go.
You hit the nail on the head about it always going over. You have to set that expectation with the clients up front.
Anyway, where would it go? It definitely depends on the manufacturer. Being able to integrate your e-commerce platform into your ERP is huge. And of course that's not something that you can always do right out of the gate, right? You gotta start with just getting their products catalog in there and everything.
But I would say that that would be something that you could invest in, like in a phase two or a phase three type of situation.
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DMG Digital
DMG Digital Manufacturing and Marketing Insights
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Meet Craig LowderCraig Lowder, author of Smooth Selling ForeverTM and co-author of the soon to be released Trusted Advisor Confidential, is a lead conversion/sales-effectiveness expert with a forty-year track record of helping both business owners and independent trusted advisors achieve their sales growth goals. He is the founder and president of MainSpring Sales Group. Lowder has worked with over sixty companies and independent trusted advisors increase first-year annual sales from 21 to 142 percent.
He speaks extensively on the topics “The Star Guide for Smooth Selling ForeverTM, “Smooth Selling ForeverTM ... Charting your Company’s Course for Predictable and Sustainable Sales Growth” and the “NavSTAR Client AcquisitionTM System” for many groups and associations. Groups include Vistage International, the world’s largest CEO peer-to-peer association, and the Turnaround Management Association (TMA). Craig has also been featured at Entrepreneurial Operating System (EOS) group events.
Can you share with our listeners what the six stars are of the NAVSTAR client acquisition system that helped generate significant predictable and sustainable new client growth?
Absolutely. Like the ancient mariners, they had to chart their course and they followed the stars. Based on a 40-year track record of trial and error and learning, I came up with this system that I believe everyone either in sales or as a trusted advisor should follow. It starts with targeting the right fit clients or customers that you're seeking. It's foundational. If you don't get that right, you can't get any of the other five stars right.
How do we shorten that sales cycle? Do you have some advice on that?
Number one- Know your buyer journey. Everything starts with a buyer journey. Put your customer hat on your target audience and say, "If I were to make a decision for my products or services, what step would I go through?"
Then you need to choreograph the dance, build the sales mapping process from the customer's point of view. Because of the lead conversion process, we want to be going down the road in the same direction, at the same speed that our prospective client is going. maybe a little bit ahead of them in being able to offer them A and B chocolate or vanilla options in order to guide them in terms of making an informed purchasing decision for themselves. Because in many cases they haven't purchased from someone like us maybe forever. Maybe it's been 3 to 5 years and they don't know how to purchase. So we have to guide them through the process. The third thing is because of the pandemic and there was a great article that was put out by McKinsey right and was November of 2020 after an associate of mine, and Lori knows him, put me in Forbes talking about what's going on in the virtual world. And as I say today, we're in a virtual selling world. And digital self-serve is the driver. And in the McKinsey report, which was shocking, I think, to a lot of people, do you think the sellers are driving virtual selling? No, the buyers are buying virtual selling.
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Smooth Selling Forever
craig@smoothsellingforever.com
(630)649-4943
Smooth Selling Forever: Charting Your Company's Course for Predictable and Sustainable Sales Growth
Trusted Advisor Confidential: The Insider's Guide To Landing Right-Fit Clients
Six Keys To Improve Your Virtual Selling During The Pandemic And Beyond
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Meet Dave CryslerDave Crysler is the principal operations consultant at the Crysler Club and host of the Everyday Business Problems Podcast. Entering entrepreneurship after having spent nearly 20 years working for a publicly traded corporation, Dave quickly realized there was a tremendous need within mid-market manufacturing and distributions businesses to leverage systems that optimize planning, people, processes, and technology. Dave developed his operations framework to create systems that reduce friction and free up resources to maximize profitability.
Given all of your experiences and in so many different environments, what have you seen lights people up? And then the inverse of that, what freaks people out the most?
I would say kind of as a general answer to both of them, the thing that really lights people up is when you listen to 'em. And that sounds so simplistic, but that is the reality. Oftentimes from a leadership perspective, we think that we're listening to our teams. But the reality is that we're not. And when I was going into these organizations, and even today, if I go into an organization today, that is still kind of the number one thing that I hear from folks that are doing the heavy lifting.
“Nobody's listening to us. Nobody's listening to what is really slowing us down. Nobody's listening to us to remove those roadblocks.” And so I would say, very simplistically, that is the thing that lights people up. By and large, people don't want to come in and have a bad day, right? People don't want to come in and make mistakes.
Is there anything that's really exciting for you with where the future might be taking us? I'm thinking of AI automation and all of the other things that are happening in the space of technology. Is there anything you can predict or something you're really excited about?
There's a lot of buzz right now, not just around AI, but around the kind of no code or low code connectivity and automation.
You've got tools like Zapier which has kind of been a market leader for the last few years, but one that I really love beyond Zapier is called Make. It's just make.com. There's a lot more flexibility and it actually has connectivity to a lot more kinds of platforms natively. You also have the ability to do webhooks and custom APIs and all kinds of stuff.
I would tell people as a general rule of thumb is don't go backward, right? Start in the correct direction. And what I mean by that is don't look for ways to automate until you've already gone through, documented your process and looked for things you can eliminate.
Because why are we going to automate something that ultimately we could have eliminated? It's one of those areas where I see people saying they want to implement this particular technology, but not thinking about it from the standpoint of efficiency. Then let's look for the tool that is the best to automate the execution of that process flow.
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The Crysler Company
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Meet Amy FrankoAmy Franko is the leader in modern sales strategies. She helps mid-market organizations to grow sales results, through sales strategy, advisory, and skill development programs. Her book, The Modern Seller, is an Amazon best seller and she is recognized by LinkedIn as a Top Sales Voice. amyfranko.com
Sometimes we believe if we bring an experienced salesperson in, they're just naturally going to know how to do things and we leave it up to chance. It does open it up for risk, right?
Absolutely. And and if it's helpful for those listening, I kind of give a little differentiation between process and methodology, kind of along the visual lines here.
If you kind of consider your process, think of it like a staircase. It's those steps that you take that are, they're often linear. You might have to backtrack a couple times and jump ahead, backtrack, but there's a set of steps that you typically will follow to get from finding an opportunity to closing an opportunity.
And it's pretty predictable. 80 percent of your opportunities will follow a very similar if not identical process. Methodology is like the chess match. Methodologies are like all the chess pieces on the board. You pick and choose from the pieces that make the most sense to help you get ahead. Strategies, skills, relationships, behaviors, all those things that you can choose from that don't necessarily have a linear path, but modern sellers have the acumen to sort out what they need to move something forward.
What are the unique challenges and opportunities that women in manufacturing sales may face compared to their male counterparts?
When I worked at IBM, I was on the sales team. My first, second and third line leaders were all women. And this was 20 years ago. When I share that story with people, they're like, wow, really? And probably at IBM, it might've been a little more common than in other organizations, but generally speaking, in the manufacturing sector and in a lot of sectors, that is not the case. What I learned from that was it was really great to be surrounded by female leaders, because I could see myself in those types of roles if I wanted to be in them in the future.
But I was also surrounded by some really awesome rock star saleswomen who kind of took me under their wing when I was younger in my career. They would take me on calls with them. They would let me shadow them. And so I learned a lot from those highly successful women. The challenge side of things is that those examples don't happen enough. And seeing more women get into those types of roles, stay in those roles, and then bring more women along with them.
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amyfranko.com
The Modern Seller: Sell More And Increase Your Impact In The New Sales Economy
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Read the article here: Empowering women in the construction equipment sector
Lori: Improving Economies for Stronger Communities is what the acronym stands for. So it's a non-profit organization that focuses on creating economic opportunity for people in communities, especially around like developing countries and whatnot. So I think that's fascinating and I love that mission.
So Komatsu India went with to this company to help get more women trained to operate excavators, and I thought that was interesting. So I thought, let's let's talk about that on the show because, you know, manufacturing and ladies.
Erin: And the future we'd like to talk about… the future is women. And this is a really, really strong example. I mean, just for our listeners, essentially, it's a really advanced training program. They put a lot of resources into training people up on these excavators, but with an eye towards the particular needs of women, given that they have not traditionally been part of this workforce.
And so looking for ways to welcome women into this industrial sector and give them the skills that they need to really thrive and do well in it. And so you can imagine why even in the U. S. that would be kind of a big deal, right? Like these things are massive monster machines and that sort of work is often considered “burly man work”.
Lori: And why not give more women the opportunity? I mean, there's a need for this work to get done. So if women are interested in learning how to run the machinery and the equipment and fill some of these holes in the job market, then why not?
Lori: I mean, my thinking is… I'm going to say the word that I tried to avoid, but it's just a good word. It's pivot. When change is required or there's a need to be filled, then why not make an adjustment to the norms? I see your argument, but I also think that this is a smart move. If there's demand to fill holes, and you have people that are willing to learn something new to fill that void, then what's wrong with that?
Erin: I don't think that anything's wrong with it. Where my concern lies is this real societal progress. Let's take for example, we're looking at automation, right? We're looking at a lot of these types of jobs in particular moving towards an automation or robotic space. I don't know enough about this industry, but I know that is happening. Who's the first to go? Partly seniority is going to be an issue. The women are new because this is a new initiative, but also when we're not looking at structural change that isn't just about filling a need or what's needed here, then the first step back is going to be letting those women return to lower paying, lower opportunity jobs because why not, you know? They're the easy one to let go. And what are the signals where we're making real lasting change where women, whatever the economic or the labor infrastructure is, maintain our opportunities going forward. What are those signs?
Women In Manufacturing - with Meaghan Ziemba
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Meet Dotty PostoDotty started out as a business analyst and project manager. In these roles she repeatedly got 'Does Not Play Well with Others'. It wasn't until she was introduced to Change Management and Organizational Development work and received transformational coaching that her career and life shifted. Dotty has worked with iconic brands like The Chicago Tribune, KPMG Peat Marwick, Hewitt Associates, Harley Davidson, and Molson Coors.
Dotty is a Leadership Consultant and Coach specializing in helping leaders and teams turn around the Curse of Cordial Hypocrisy where bullies have created a 'nice' organization and it's costing them money and opportunities and creating more risk.
What is the curse of cordial hypocrisy?
So, the curse of cordial hypocrisy is when you have people being nice, being agreeing. They're either being silent or they're being agreeable and it's a lie. So maybe they're afraid of someone or maybe they've been shut down in the past.
Maybe there's someone who's just really dominating every conversation. And so they either stay silent or agree when they really don't agree. It creates a lot of problems in an organization because then you've got lower productivity in the background because people are behind the scenes.
I'm not doing that. I don't agree with that. So there's all of this conversation in the background that is in disagreement with whatever was going on. Then whatever project or whatever they're trying to move forward isn't going to move forward. They're not going to get the same traction. They're not going to have the same speed. They're not going to have the same results. If not, everyone is in alignment, and not everyone agrees and not everyone wants to move forward. And you'll also find where people are doing this out of loyalty because they've been here a really long time.
People aren't tapping into their own wisdom and the group is not leveraging the wisdom of everybody on their team.
Do you do you actually see a difference in various industries or sectors and receptivity to these ideas? And if you do, what are some of the tools that people can use if it's not as natural for them to bring these into into how they do their work?
I think there's validity to what you're saying in terms of manufacturing often being the old school or an old style of leadership. And when I say old style, some more of a command and control.
I think age is part of it. There was a gentleman in a manufacturing plant I did some work with. After the eight months that I worked with them, the CEO retired. So he was an older leader and he and his leadership team, some of which were older, some of who were in their kind of mid career, and it took some time. They did create openness, but with that top leader being open to it.
He has built some social capital with that team, and so I think that is a critical piece to have the trust. I was working with the HR manager who I had also worked with earlier in my career, and it took a bit for him to kind of crack open a little bit. But the more you've got senior leadership involved, this can make a difference. And it made a huge difference on his team. He had some very volatile leaders. He had some very defensive leaders. There's one activity that we did in the beginning that absolutely changed things.
2023 Edelman Trust Barometer:Navigating a Polarized World
Building Trust: In Business, Politics, Relationships, and Life by Robert C. Solomon and Fernando Flores
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inplainsightinc.com
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Read the article here: When will AI usher in a new era of manufacturing?
Lori: Not even getting into the AI component of this, but I was fascinated that this manufacturing process to create diapers. There's 40 separate loose streams to assemble per diaper.
Erin: Just that assembly line, and I'm sure there's a ton of automation within that already. And they're producing 1200 diapers a minute? In 140 different manufacturing lines globally? So when you're talking about data exactly, the amount of of data that they've captured. Exactly. And that's the other thing. They've invested in technology to be able to capture the data. That's step one, so they're not making assumptions. But the other thing that I found fascinating… As they did necessarily just take the raw data and throw it into AI, they actually created different simulated situations where there was an issue that occurred to identify it and try to be a little bit more proactive on how to minimize the downtime of their their machines.
Erin: If there's some way that we could operationalize the dissemination of learning so that the smaller folks have a chance to really exploit the learning that we're getting from AI. I think that'd be awesome.
Lori: Yeah. I mean, I agree with that a hundred percent, and that would be the end goal. To some extent the R and D comes in at the cost of the larger companies and then finds efficiencies that can carry down to the smaller companies.
The article also had a case, which was Siemens, where the opportunity to support those smaller manufacturers as Siemens is actually using the products that they're selling that has AI built within their products. I thought that was kind of cool that they were, they didn't really specify exactly what it was that they were developing or building. But it's basically learning from the production lines, and then the machines themselves will be able to modify that the way that they're producing the equipment. To minimize mistakes and maximize production. So I think that's super cool, but also kind of like scary at the same time.
Lori: Everyone's got their own playgrounds or shared tools being used in the AI space. But a lot of organizations are just creating their own AI. So it's interesting.
Erin: Yeah, it is. And I think that's one of the discussed implications of AI. Iit goes right back to the manufacturing model in the early phases of AI when it was funded as a public good. So the artificial intelligence systems were being built as research for the sake of knowledge, and that information was shared. It was public information in that era, and this is sort of unknown to us. I think largely that era has closed, and so now the market driven development is really the phase that we're in. But we closed the public good development era before, I think, we really reached for the stars with what we can do for the good of humanity and what we could do for the good of all economic drivers.
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Meet Dayna JohnsonDayna Johnson is the Emerging Technology Programs and Operations Leader at GE Gas Power. She joined GE in 2012 as a commercial manager for high-voltage electrical substations and has held a variety of roles since then, including participating in the Accelerated Leadership Program. Prior to GE, she worked as a civil engineer, designing water and wastewater projects.
She holds a BS in Civil Engineering and a Master of Engineering Management from Valparaiso University, and she is a licensed professional engineer. She is also the immediate past president of the Society of Women Engineers.
What's the importance of diversity in this space?
We're sad that it's still not very common to have women engineers. And despite the fact that The Society of Women Engineers has been around for decades, we still are struggling to get women interested and excited in it. When we talk about what value diversity brings, you can go to all of the studies and say, “Oh, companies that have diverse boards, companies that have diverse fill-in-the-blank, have higher ROIs, they have better metrics.” Put all that aside.
Let's just peel back the onion and talk about this at a big level. When we start talking about things like getting a design team together and coming up with requirements. The example I always use, which is a little grim is crash test dummies designed to the average male height, size, et cetera, as a result, women are more likely to be seriously injured or killed in car accidents. But that's like worst-case scenario. It can be when you talk about a group of laborers using gardening tools. They had a left-handed person who struggled to use the tool because it was made for a person who was right-handed.
So when we talk diversity, it's not just gender or what you look like. So I think when I think about it as an engineer, way bigger than just pushing diversity for the sake of pushing it because it really truly makes our outcomes better and our products better.
What struggles do women experience in this industry?
Yeah. One of the big ones I think is just the bias, right?
I'll be frank, right? My first job was very old school dealing with utilities, dealing with the good old boys club. For lack of a better phrase, the old white guys, and their bias was to have people that look like them around. It's those barriers, right?
How do you figure out the ways that you can help people see that they can be there? How do you help people understand that? I think it's really hard for women to really be seen in some of the biases out there. People can Google and learn about the tightrope bias of how to not go too far one way or the other.
There are all sorts of issues with women who want to be a strong, confident woman. And so they act the way a man would. That doesn't really work the same in the industry, right? You get penalized for acting like a man would.
Bias is one huge aspect, but you look across and this has been a very male-dominated field. And we talk about things like walking the shop floor. If you're on a job site, these are things that society hasn’t designed for women to be able to fit right into. So, when we talk about jobs where heavy lifting is required, you can say what you want, but stereotypically women can't lift as much as men. Or if we talk about even just being on the shop floor, safety gear is not as easy to find. So, when I was out in the field, out of college, I was trying to find long underwear because construction happens during the winter, right? Yeah. Women's long underwear is not created equal.
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Meet Bill FournetBill Fournet is Founder & CEO of The Persimmon Group, the award-winning management consulting firm he founded in 2004. Bill has been a project leader for more than 25 years in the IT, engineering, manufacturing, and business change areas. He has led or overseen large and mega projects in excess of $10 billion. Sometimes called “The Navigator of Chaos,” Bill loves to solve complex problems for organizations of all sizes. A popular keynote speaker, Bill believes “we are in the midst of a great transformation.” From technology to generational issues, Bill analyzes workforce trends to help you stay ahead in uncertain times.
He will deliver the keynote address at the Manufacturing First Conference in October, where he will share a hopeful and much-needed strategic perspective of the evolving workplace while equipping you with actions you can apply today to lead in a post-pandemic world.
As you were working with clients in the manufacturing field, and out with different speaking engagements, what leadership topics do you see rising to the top today?
I'm gonna put them kind of in three categories. The one that I would say has been the most recent, and probably one of the hottest areas of questions and concerns or challenges for leadership teams is the AI and robotics aspects. How's it going to affect their business, their site? How do they take advantage of it? But also, how does it potentially have long-term implications for that? And for me, the main focus around that one is around ethics. Is this the Jeff Goldblum quote from Jurassic Park? Just because we can do it, should we do it? And what are the potential effects it has for the manufacturer or the leadership team and for the labor force? The second is very much around the workforce. And really, in the workforce, it's been two areas. One has been most recent, which is the construction and the availability of labor. And the effects that that has on the business. But the broader one that I've been seeing for about the last 15 years has been the generational shift. And that can be everything from just the drivers and the expectations of the workforce, all the way through the technologies they want to use or maybe haven't used in the past. And then the last one, which has also been pretty recent. It seems like a lot of manufacturers are starting to settle in on this space, and that is around the supply chain and the inflationary impacts over the post-pandemic period coming out of that. How do they manage through these disruptions that could affect their logistics? Affect their supply chain? And how do they address that also in an inflationary economy?
How can manufacturing companies utilize disruptive moments to foster an inclusive environment that values and promotes the contributions of women leaders?
So my company, for example, is almost 75% female. It wasn't something I set out and was intentional in doing necessarily, at first. What I found was, it comes down to a couple of things. One is the openness to engage, where you may check your ego or baggage at the door. This means that in a lot of organizations, and this is a really interesting difference between the sports military side of the house, and the most corporate environments- in the sports in the military, they're very good at watching game film and talking about how to improve. Without getting their egos so caught up in taking it personally. Because we get what they do, they accept that we all make mistakes at times. And the question is, what do we learn from them? And we don't do that. We get very defensive, and then we start attacking each other. And we don't get to the point of actually solving the problem in an open way. And so on the inclusive aspect, especially with women leaders, is you got to start first with questions. And a lot of teams right now are moving so fast and feel like they're reacting to change. They're drawing conclusions instead of asking questions. I was very fortunate early on in my career at MTV, VH1 and Nickelodeon. Nickelodeon was almost 100% female management. And what I found was it’s a different feel or vibe in the culture. And part of it was because it was much more about asking questions. And so the way to increase your inclusivity, whether it's with women leaders, whether it's in diversity, whether it's in diversity of ideas, is you frame questions. As a leader, you say, “This is what I want to get the answer to, or what we want to achieve.” And you include people with their rank or title left at the door so that you can have an open dialogue. And then as a leader, you have to make a decision at times of which options you may want to take. But I think bringing in more people into the conversation early on, asking questions, and listening, to try to understand versus to respond, are great ways of dealing with this.
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Meet Tato CorcoranTato Corcoran was born & raised in the San Francisco Bay Area and spent the first decade of her professional career in Silicon Valley. At the beginning of the Covid-19 pandemic, she started flipping homes & building a portfolio of rental units in Milwaukee. In 2022 she acquired Brandt Molded Marble, a sleepy manufacturing business on its way to extinction. Tato has spent the past year+ transforming that business into one worth owning.
You say [you acquired] a sleepy manufacturing business. Can you talk about that a little bit?
When COVID started, and I was here in Milwaukee, and I was still kind of going back and forth between Milwaukee and California. I still had my friends there and whatnot. But I was like, “Okay, now's the time.” What is it that I want to pursue? And it dawned on me one day that I could buy a house here, which you really can't do in California when you're 26. So I thought I'd make it an Airbnb. And so I bought my first house, and that led to an absolute real estate obsession. I ended up flipping, wholesaling, buying followable, I've probably done at least a couple of dozen real estate transactions and have a portfolio now that I've kept. But then it felt like the next natural step that I actually saw some of my peers pursuing was to buy a small business. And I'm sure you ladies are intimately familiar with a statistic about baby boomers retiring, it's like a daily rate of 10,000 or something like that. But essentially, no one has an exit plan. So I had some peers pursuing the acquisition of these businesses for very low dollars. And I thought I could do that. You basically have to be scrappy, resourceful and organized, right? I talked to 1,070,000 small business owners just to get a feel for what interested me. And I ended up I originally found this business near the middle of my search and it was broker listed at way too much. And I said to the broker that I don't know anything about manufacturing, so I can't even consider that. And then sure enough, a month or so went by and he called me and the owners were about 14 days from disclosing store and liquidating. So, turns out that [the former owners] had an owner operated business for 35 years. So very well established, and was absolutely an expert in this particular space. He is chemically speaking an expert on molded marble, and he was very active in the business. By the time that he was trying to sell, he was running a skeleton crew. They had their 12 customers who were super loyal to them, and vice versa. He knew exactly what top line, he needed it to put X dollars in his pocket and only need two people and only work 40 hours. And that was that, like he had it down to a science. And so it was sleepy in that it was just not growing.
How are you setting up Brandt Molded Marble to really find success as you move forward now that you have it?
[The former owner’s] existing customer base, which relatively speaking was quite small, was really strong. He serviced all of the main entry-level specs, single-family residential builders in the area. So again, while his top-line dollars were very underwhelming, I knew that his customers were super sticky like they weren't going anywhere. They dominate the spec space here, which again, is a really hot space. So I was like, “Okay, that's positive.” He had zero commercial customers. He also worked with like two general contractors to renovators. There are a bajillion renovation contractors within the Greater Milwaukee and Madison areas who are a perfect fit for the product, and vice versa. So massive opportunity there. So it was just a matter of (there were a lot of layers) to me taking this thing from something that was nothing to something. The first six months were sheer survival. I have never walked into something so blind and underprepared in my entire life. And I have no regrets at all. It's a blast now.
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Meet Mia IveticMia is currently the Corporate Vice President-Service Manager, Board Member and minority owner of Uzelac Industries. She has worked at Uzelac Industries full-time for the past 3 years while handling the company’s marketing in her previous roles over the past 8 years. She has a strong background in Marketing, Advertising and Project Management. Most recently, she worked as a Project Manager at a Marketing and Creative Firm in Chicago for 4 years. As the Service Manager, Milena focuses on building up and organizing the service department to ensure all service projects flow seamlessly to meet and exceed our customers’ expectations.
Since it's been in your family, you've known this industry. Not only at [Uzelac Industries], but you've known this industry for throughout your whole life. Do you think that gives you a different perspective on what it's like to be a woman in manufacturing, given that you've seen it your whole life? And what is your experience as a woman in manufacturing?
So, my experience overall has been good. I would say there's plenty of meetings that I'm in, or places that I'm at, where I'm the only woman in the room. So, that's just definitely something to get used to. That's not the case in marketing. That is not something I didn't know going in, but you seems more apparent when you're there. But overall, going into like certain trade shows, things like that. I know that I've been told, “Oh, there's many more women here than there used to be,” which is nice. But there are some people that you can tell are surprised that I'm there at the manufacturing booth, and I'm not just the marketing girl and I need to talk through some things with them. I think that's just as long as you speak with confidence, like you're supposed to be there. I don't think that there's any hesitancy or issue with other people. I don't think anyone ever means anything by acting surprised to see. But that's just the reality of this situation. A long time ago, there were not a lot of women. I think, from what I've heard, there is a lot more now. And it's not just people's wives coming to conferences with them attending the conference and working there.
As you think about coming into your professional career, what are some of the challenges that you've faced? And if you have some advice to anybody who's taking that next step professionally? It doesn't have to be manufacturing specific.
Some of the challenges I faced, specifically coming out of college, it was a very saturated job market. When I was applying for jobs, it was very difficult to find a job in my field. So, I actually went into radio sales in Chicago. But that was my first job. I did radio sales and digital sales. And that actually was very helpful further along in my career. First of all, I do have a lot of respect for anybody that's in sales, it is not easy to do. So, it was definitely good to learn. Yes, but in my next job after that, when I was at the creative agency, we actually bought a lot of digital marketing. So, it was nice for me to be able to understand it. That's actually part of the reason they even hired me at that job as a project manager. So, I did move into my field after that, but I didn't find a job in my field right away. So, I would say don't be discouraged. It's really good to learn different things, and I would just look at it as a positive and what can you learn out of this situation instead of being discouraged. I wanted a job in marketing as a project manager, and I'm not going to accept any jobs otherwise. I think sometimes it's nice to really get your feet wet and learn some other things. And then I think, at the end of the day, even at this job, I still do the marketing as well. And we still have a digital marketing agency that I work with; we have monthly meetings go through things. It's nice to be able to understand it. So, even in my job today, my very first job that I didn't really feel had much to do with what I wanted to be doing is still applicable to me.
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Lori: Erin what is something you just learned?Erin: Well, I'm in the process of learning is that has there Yeah, I in the process of learning. So, um, we all remember the left brain, right brain, you know, the left brain is the logical part of you and the right brain is the more poetic part. That's been dispelled a bit. This is not exactly correct. However, there are parts of the brain that do master some of these things that seem sort of beyond consciousness, you know, what your personality for example, you know, we've heard the examples of someone who will get have brain damage, and then their personality will train change dramatically. There are also many instances of where you know, a leisure or a lesion, excuse my leisure, a lesion, or some sort of injury will really impact language on one side of the brain or on the other. And I think those have led us to believe that like, oh, yeah, they're, they're super different. And the whole goal is to like, kind of get them to work together and it'll be supercharged. And I'm, I'm, I'm learning that that's a misunderstanding, but still wanting to explore. It's called lateralization.
Erin: What is the competitive landscape once AI tools have been introduced?Lori: I mean, yeah, that's a very valid argument. And a lot of what I'm seeing in the marketing space, that as a marketer, if you are not leaning into AI, you're going to, you're going to fizzle out fairly quickly. I mean, it's changing the landscape. It's not replacing jobs, it's creating new jobs. And you have to learn how to use the tools to create efficiencies, so that, you know, we can produce more and I could go on this tangent for a very long time. But I would recommend, and I think there's an opportunity to look at, I have two points to share, look at AI outside of just the production line, and how it can be incorporated into other aspects of not just manufacturing, but any business. I think there are a lot of opportunities for creating efficiencies. But one area that I do believe can be extremely beneficial and it aligns with some of the case studies in the article here is, you know, the one thing that any business owner or business leader wants to do is make intelligent business decisions. And what AI is doing is helping to move that process along a lot faster. Because it's gathering the data which is what everyone needs in order to be confident in the decision that they're making. And the data is telling a story. And, you know, historically, we would just as humans spend a lot of time analyzing and digging through that, where AI is. It's doing that for us. And so it's allowing us to move faster and have more confidence in that intelligent business decision-making process.
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Meet Loretta Mulberry:Loretta is a passionate advocate for language accessibility. As a business development manager, for Tara Translations a Milwaukee-based language services provider. She's on a mission to improve safety measures and equity for everyone involved in manufacturing and construction. She is born and raised in Wisconsin broad. Who has seen the positive impact of breaking down language barriers in her community both socially and professionally. Loretta is the proud mother of one and a half future linguists and holds a bachelor's and a master's degree from UW Milwaukee in translation and interpreting.
Kris: So, tell us what language accessibility means for the manufacturing industry.Loretta: Absolutely. So the United States is not monolingual and mono-cultural, as I mean, we all know that on some level, but it really can feel different because we get ourselves into our little pockets. You know, of course, if you don't speak English, natively, or fluently, you might feel more comfortable staying with people who speak your language better or might identify more with your culture. However, we all work together, and we all live together. And often it's in the same space. And if we don't have materials, such as training materials, specifically, my focus right now, in our native languages in a way that is meaningful to us, we're simply not getting the same access to that information. So language accessibility, means that regardless of your linguistic or cultural background, you have the same access to all the other information out there as your peers as your colleagues. And when it comes to safety and training materials, specifically in manufacturing and construction. There are real lives on the line and you know, there's a high risk of injury and even death in these jobs. So language accessibility could mean the difference between an individual's health and safety and really taking unnecessary risks.
Lori: So how, in your experience, how do companies justify that investment in language services?Loretta: Well, I mean, you kind of said it right? In the question too, it really is an investment, there can be a sticker shock associated with it, especially if you're going to go from zero transaction to 100. It's a lot, especially if you're an established company, you have a lot of processes already in place. But the good news is, you do not need to go zero to 100, you can start with the teeniest tiniest baby step because personally, we are at terrible leave. The first step is the most important. So whether it is okay, let's take a look at what our materials are that our most important is our health and safety. Is it our you know, are there legal documents here, HR, what's going to have the most impact on our workforce or on our clients? What are our primary languages, maybe you want to start with Spanish, which is often the case in the United States, but then look into, for example, Hmong, Arabic, or any other languages that might be included in that. So it really comes down to prioritization if you are looking to dip your toes into the water before you really commit. But looking at it in the grand scheme of things, that investment is always going to be worthwhile for a few different reasons. One, again, the health and safety of your employees. I mean, from an altruistic standpoint, at the very least, of course, we all care about people's health and safety. And if they are getting materials in their native language, it is simply going to be a more practical plane is that. Second, you are leaving yourself open to a number of lawsuits in many industries. If you are not properly or not at all translating your materials into other languages. I'm talking, you know, HR departments, I'm talking medical documents, primarily financial, you really want to make sure that you cross your t's and dot your i's in that...
Meet Prashanth Sharma:Prashanth is the CTO at thought focus and leads the technology function across all business lines and customer engagements. With over 22 years of industry experience. Prashanth is spearheading the next wave of technology growth at thought focus, motivating teams to exceed customer expectations. He's a natural innovator with entrepreneurial flair. Prashanth is driven to architect new tools and strategies that bring together people processes and technology to solve complex business challenges. A trusted technology advisor both in-house and to third focus clients, Prashanth leads the development of innovative business solutions custom-built for client success. Prashanth entrepreneurial mindset has characterized his career, his technology leadership was integral to the success of two technology startups, which have gone into multimillion-dollar solution providers. Before joining thought focus Prashanth worked in key positions at Tech Mahindra and ces era software.
Lori: What is your positioning on AI? And how can people make sure that they're staying relevant and, and ready for the evolution of what's happening in the future here?Prashanth: That's such a great question only because AI seems to be the centerpiece of conversations for every single person on this planet today, who understands technology, or who connects with technology in some form or the other, right? And typically, whenever there are new technologies, there are always conversations at the beginning of the hype cycle where you think that technology is going to be a game changer, that technology is going to take away jobs, if you want to look at it from a different perspective, or that technology is going to change our lives so drastically that we've got all going to be in flying cars in two years. So, you know, AI has followed the same pattern in terms of human behavior and their analysis of a new technology that is being introduced, and they're getting to know this AI as a technology is not new, how we interact focus have been working on AI technologies for the last eight years. What has changed in the last, probably six months is that it has been democratized by the likes of tech GPT and others. There are also a couple of other technical improvements that have gone into AI models if you will, that have enabled this conversation that we are having, as well as other conversations that other people are having in either boardrooms or podcasts or just to friends on meeting across the table for coffee. It's changed the way people understand AI and look at AI as a practical solution. Because if you log into chat GPD and ask a question, you get an answer that is meaningful enough now that people understand that okay, this is a technology to reckon with, right? So, all right Just a baseline AI is a technology. That's where the conversations are. But primarily, the improvements in the models have resulted in enabling AI as a technology to solve meaningful problems for people or businesses. Asking a question and getting an answer is probably a relatively simple one. But what happens, especially if you take such generative models or transformer models than they do models or where your algorithms create new information or data for you? And when you take both of these algorithms or models, combine them and train them on large data sets, you get a really powerful computing and answering machine for you. And it's only up to the human imagination to figure out how to apply that technology. If your business and if you train those powerful models on a set of data that is within your sphere of business, then it becomes that much more efficient. They're called large language models, primarily because they are connecting information, words, data, and whole large space of the internet, if you will, or data spaces. So when you connect all that language, and words and meanings and everything else and
Meet Trent Guyer:He is the VP of Marketing and global digital strategy. He has experience working with the various departments that make Grasshopper unique in the industry as a family-owned company with in-house marketing, in-house manufacturing, final assembly, and post-sale parts inventory. Daily, he works with a team to expand upon Grasshopper's decades of performance as a dependable brand to continue sharing the company's story, promoting the dynamic product, and supporting authorized retailers throughout North America and international markets. Trent leads the company's e-commerce strategy for continued growth and to enforce its solid reputation for supporting its customer base of owners including large acreage, residential, commercial, and municipal users.
Kris: What do you think about analytics today?Trent: As far as the turf equipment, you know, we're not there's no IoT yet. There, it's still relatively against us that the word analog, is a pretty simple concept, as far as that goes. And we've had, we've entered a lot of data over the years, but we've spent so much time entering it and a little less time analyzing it. And so we've flipped that a bit recently, where we're, you know, historically, we're making a lot of gut decisions because we were so and not because that's all we did, but we were so developing a company, we were so involved with our not only our retailers, our dealers but also our end users. So we really, it was like analytics without having numbers in front of you, I suppose. So we had a lot of good feelings from lots of conversations with people. As we've had to scale up over the years, just as our business has grown, that's a bit harder to have all those conversations. Sure. And so we've started relying a lot more on analytics. As far as e-commerce, we were getting ready to do a b2b. And then we'll phase into a b2b website for orders. But right now, we dipped our toes the last two and a half years into Amazon. And so we started there, the analytics that has provided has been incredible, you know, to be able to look at just yesterday, I was studying our fast moving parts, and it mirrors pretty close, like what we would suggest a dealer stock. But there's a few things that indicate otherwise, maybe, and that might tell you that, oh, this is a part that maybe Where's more than we acknowledged or thought of, or something. And so it's given us a lot of insight there. It's also told us where our customers are, and maybe where our dealers aren't, in some cases. You know, in Amazon, we found that the average drive time, to study this for the first quarter of all of our Amazon sales, and the average drive time, one way was like 45 minutes to get to a dealer. And so that's why they're buying on Amazon. Yes. And, and two-thirds of the of the orders came after hours, whether that was in the evening, or on the weekend that a dealer might not be open. So we learned a lot of things there that have helped us either adjust some things in our day-to-day business or proved that this was an important endeavor to follow.
Kris: Does that also propel you to have a new dealer strategy where you're going after additional dealers and strategic areas? Or do you think you'll maintain the relationships you have with your existing dealers and augment them with the digital piece? Trent: I think more so the latter. And I think the reason we might have the drive time is so long is that you know when you've been manufacturing this equipment for about 50 years, we've been a manufacturer about 65, we did some grain equipment before that. And we've been doing the mowers for about 50. Plus, when you've had equipment out there that long, and it's up, it's instead of just a piece of equipment a resellable asset. So either in times of tough economy, people will maybe buy parts repair rather than to buy new,
Meet Nicki Vo:Nikki is an accomplished innovation leader with over 17 years in the chemical industry. She has held various roles as an individual contributor, manager, and senior executive leader. She holds a BS in chemistry from UW Whitewater, an MS in chemistry from UW Madison, and Executive MBA from our IT, which is consistently ranked as a top 10 school by US News and World Report. I didn't know Alrighty, so that's good to know. So, in 2018, she was named top 40 nationwide MBA students by poets and quants. So this woman is incredible and really smart and we're so happy to have her here. With the companies, she has worked for. She has developed a unique way of managing scientists that have helped the team she has led into being high performance, developing novel innovations. receiving multiple recognitions. Nikki is the founder and president of Knievel, she founded this company to help develop cultures of Innovation Excellence by teaching companies and scientists, the technical and professional skills that would help them reach their highest potential, and essentially, to innovate row in Excel.
Erin: What advice do you have for other women in science?Nicki: I think the biggest thing, which has helped me is having a frame of reference so as peanut Christina was saying, you know, now that we have more work talking about more, and we could see other women who have led this journey for us, we can start to see like oh, okay, since she has done it, You can do it well. So it is for me, I think. And one of the things that I love, what I do is, when I see other females who are either demotivated, they've lost them, their passion they're in the ignition is to, to talk to other females who may either have already done it or are successful, and try to understand from their journey, what did they do? How are they successful, what worked, what didn't work? And once we can get those frames of references, we can start filtering them and say, Ah, okay, so she tried this. And that worked. So maybe I could do the same. I could try it and see what works. And so I encourage women and all sorts of people to find frames of reference, and talk to other people and learn about their journey, what worked, what didn't work, but also read and watch movies. I think those are all great ways to give us the inspiration to help us move forward.
Erin: Anything else that you would like to share with us about being a woman in the sciences, and what your takeaway is for the state of the state right now?Nicki: I still feel there is room to grow but I do feel we have progressed quite a bit. And where I feel we've progressed more and more is we are taking a little bit more and how our personal, emotional, and mental state has a lot to do with how we perform in life. And this is something I highly encourage a lot of people to do is to get to know who we are as people, what are our strengths, and what are our values, and once we can understand that, then we can take that and do just a whole host of insurmountable things. So Well, I still think that there are a lot of areas for us to get into and grow and, and still progress. Progress as a society, I do feel that compared to 20 years ago, we are talking about it more, we're embracing, you know, the vulnerability side of things. And we're taking time to think through who we are as people. And rather than subscribing to the patterns that society or our environments tell us that we need to follow, we are starting to think through well, does this pattern fit me? And if not, how should I rewrite this pattern? And I think there's more and more, more and more people talking about it and embracing that. And I think that's, that's cool because there are so many great things we can do once we get to know who we are as people.
Kris: So Nicki, we're curious, is there...
Meet Gregg Potter:He is an international collaboration coach and the founder & CEO of Project Connect. A marketing firm in Madison, Wisconsin. He has worked in the restaurant industry. As a general manager, district manager, and consultant with a good amount of time spent at Starbucks in Los Angeles. He uses his experience and training as a facilitator, a futurist, and a conflict resolution mediator to support executives and organizations as a collaboration coach. This work deconstructs collaboration and finds the best ways to lead and design the work to be more efficient and create more impactful results. He has a BFS in theatre performance from the University of Nevada, Las Vegas, and a master’s in public service from the Clinton School of Public Service.
Kris: So anyway, Gregg, what does a collaboration coach do?Gregg: Yes, first, I need to go back to episode three of your I have to like gush a little bit of a big fan. Yes. And it's Yeah, so what you're doing is very unique, and it is bringing out strains of information that not a lot of people are talking about. So thank you. Okay, I'll go back to what is it. What is it Collaboration Coach too, essentially, it is to get collaborations, more effective and more impactful, that can be done either if we're working directly with a CEO or someone in the C suite, and having those coaching conversations of like, Okay, how did this go? Where's your ego in this, what's going on, and then the, you know, in practicing going back, while also learning my framework of collaboration, which is the lifecycle of collaboration. The other way is actually bringing a collaboration coach on as a contracted employee for a while, and working side by side as a facilitator and coach to the entire collaborative team. Okay, so that can look like facilitating meetings, while also holding the team accountable to this is work time. This is not a question-and-answer time like this is when we're trying to get this portion of the goal or the objective finished. So then we can all come back and assess where we're at. This also is leadership development, facilitation, skills development, and working conflict resolution into the culture of collaboration, which often will, you know, bleed into the company's culture. But sometimes these collaborations are multi-company or multi-organization collaborations, where then it really gets tricky, or collaborations that have collaborations in them.
Lori: So how does this tie into the manufacturing world?Gregg: Oh, yeah. There are a few things that Collaboration Coach can specifically help with. And in the manufacturing world, there are two very big ones. One is focusing on silo mentality, and bridging the silos and the communication between silos. Kris, you and I were at dinner one night, we talked big time about the sales team and the marketing team. And, you know, and how sometimes, those two silos are not talking at all. And they are one they are like, together, they're the most important part often, of the collaboration. So definitely that, and then, um, and then increasing productivity. And that's through communication barriers. And if we can create the space, and make sure that everyone trusts and shows up authentically, then we're going to increase productivity ultimately and build a bottom line. So when it comes to manufacturing, those are the two pieces that I see the most.
Kris: So Gregg, we're curious, is there something unique about you that nobody else knows that you could share with us?Gregg: I think the thing that people often look at as a possible weakness, which is something about me, that I love is that I really do care about how people are being held in spaces. And that shows up with you know, me pulling in integrity, like, Okay, I'm you know, is this person
Meet Kate Bruns:She is a lifelong writer, who spent 20 years working in the higher education communications world. She was living in Des Moines, Iowa when her husband took a new job and the family moved to Neenah Wisconsin in January 2020. After a short time as a very reluctant pandemic homeschool teacher dabbling in freelance marketing communications work, she jumped at the opportunity to embrace her first love, magazines. So she became a writer-editor at insight publications, a regional business magazine serving Northeast Wisconsin. Today, her primary responsibility is editing the BI monthly magazine insight on manufacturing.
Lori: In this digital age, is there still room for long-form print magazines and what are you hearing from your readers about that?Kate: So inside our manufacturing has been around for 15 years. We serve 18 counties of Northeast Wisconsin covering manufacturing. And yes, over those 15 years, the internet has exploded. It's gotten noisier digital communications are definitely the thing. But over that amount of time, the appeal of a tangible print product has actually sort of come back in some ways. Our audience is pretty broad-ranging in terms of age. But obviously, some of the folks who've been around a little bit longer are still pretty big fans of holding something in their hands and reading it kind of really diving into a topic, which is what we do at Insight. So, you know, yes, there is still room for print publications to advertisers like it. But we are evolving, just like every other business into doing more digital and insight. But really our flagship, our heart, and soul is still in that print world with the glossy photography in the color and the tangible magazine that people can sit down and have their coffee and read on a Sunday morning or whatever.
Lori: Was it intimidating jumping into this new job setting of manufacturing?Kate: It definitely was intimidating. I mean, I had my father was an engineer. And until I was probably 12 years old, I thought he drove a train. I love it. So I was like, Oh, my God, he makes tractors, I don't really know what else is involved in that. So you know, growing up, it was not something even though he was in the space, I didn't really understand all the nuances of manufacturing. And then when I went to journalism school, I was very focused on sports media and the human interest type of journalism. So yeah, when I'm offered this job to be editor of IOM, I'm thinking oh, my gosh, I'm not a thought leader on manufacturing, I'm going to ask stupid questions. But you know, like I said, it really doesn't matter. If you have that expertise yourself. I'm looking for the experts. I'm not I don't have to be the expert, I have to make what they say sounds good. And, and helpful in connecting people. So it's really been really pretty awesome to learn so much about manufacturing in the process of having this job. And I'm just so inspired and sort of awed by this concept of making, right? You know, this area of Wisconsin has one of the largest concentrations in the country, for manufacturing, and you don't see that everywhere. And you kind of take for granted that people are actually making things here. And it's really, really cool.
Kris: What have you grown to love or appreciate about manufacturing since you started there?Kate: There are so many stories to tell. And the community is actually really collaborative. I think in my brain, I thought, you know, these are competitive, proprietary enterprises that don't want to talk about their problems or share their secrets. And in some respects, that's definitely true. But the competition is global. For most of these manufacturers in Northeast Wisconsin, the collaboration ends up, you know, being pretty localized. And we're just so much stronger, versus a region in Northeast Wisconsin, but also as a state. And every time I can get people to work together, it seems like they're solving problems. So I think there's just such a spirit of getting things done. That's inherent to people in manufacturing. And that includes, you know, solving some of these challenges. And there are big ones, but the workforce and the environment, and education are all big parts of that.
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Meet Roberta (Robbie) Oldenburg:With over 20 years of experience in the design and construction industry to her role as director of business development at Findorf. As a leader in the male-dominated construction industry, Roberta has served in multiple roles throughout her career, from onsite engineer to virtual modeler to business developer. Regardless of her title, she has a special focus on helping women succeed through mentorship, unique learning opportunities, and encouragement.
Lori: Why did you see the need to get involved or create these women-focused organizations?Robbie: Well, I grew up in a small town with my mom. We had an untraditional relationship where my mother wore the pants of the family and stuff. And so I always had this female support person who told me I could do whatever I wanted to do. And there was no male work or women's work and stuff. And I was so fortunate. But then when I came into the industry, I noticed not every woman has that. And they don't have the support from other individuals and they don't know their value. So it was really important for me to get involved in some of these organizations and really to help bring up our other women peers in the AEC industry.
Kris: Can you tell us some of the names of the organizations that you've been a part of just so that we in the audience get a good feel for that?Robbie: Oh, absolutely. W. Crew is one of the first organizations I joined, which was Women in Racial Real Estate Wisconsin. And then we have Women in Design, MKE, which is based on a bunch of my design partners and friends as I went to school for architecture. And that was to help us women to promote each other and promote ourselves and share all the great things we're doing. Empower Her is a newer organization that I'm helping with and assisting with. And that is focused on the craft ladies in the field. And then one other one that I'm working with is Women Developing Wisconsin in partnership with MSOE, which is again connecting the bridge between students, and professionals, and really empowering and helping women network so that they can grow.
Kris: As you've been a part of some of these organizations, how have you seen them change or evolve over time?Robbie: Yeah, no, that's a great question. I feel like when I first started and when I was younger, it was more about professional development. And equity is a big word these days, right? We're trying to get equity for everyone. And so we're focused more on professional women rising up to the glass ceiling, breaking the glass ceiling. And now we're focused more, me being in construction, is looking at the craft or the women that are in the trades and how can we bring equity to those women, anywhere from childcare or just having the support or mentorship to support them. And again, we think about all of us being, I would say, office individuals, but we're not boots on the ground in the field, putting concrete in place. And so as these organizations, as we're growing and stuff, we're really diving in deeper to really help other individuals that may not have the same resources that we have.
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Links to look into for Women’s History Month:* Women Driving Innovation in Manufacturing:https://www.sme.org/aboutsme/women-influencing-manufacturing/ * Women Make America Initiative: https://www.themanufacturinginstitute.org/women/wma/
Erin: Hey, Lori. Happy International Women's Month. It's about us broads. Yeah. And it got me to thinking, we spent some time talking about the ladies on this show, and we get such cool stories from women in manufacturing and the stories that we share as well. I thought it'd be cool to really dig into the history. Who are the women that came before us? And so when I was doing a little bit of research, I discovered that President Jimmy Carter established the first International Women's Week, the official designation from the White House. And in doing so, he had the most wonderful quote. And can I read that to you? Yeah. And you know what? I might choke up. So please just bear with me, people. Okay. This is Jimmy. I'm not going to do it in a Southern accent, though. From the first settlers who came to our shores, to the first American Indian families who befriended them, men and women have worked together to build this nation. Too often, the women were unsung, and sometimes their contributions went unnoticed. But the achievements, leadership, courage, strength, and love of the women who built America were as vital as that of the men whose names we know so well.
Lori: Wow. You just get all the feels with that right away, don't you? Yeah.
Erin: Gave me the chills. Just such an honest recognition from the top man in power, the President of the United States, that it wasn't, oh, women in their own right deserves some recognition. No, they built this country. Let's give them their props. And so I think it's really great that we have this celebration and that we get to revisit some of the women in history that, well, we may have heard their name or in many cases not. We just haven't really had the historical reference that we have for a lot of the men's names in history. And so I thought today would be fun to do a little history lesson. What are some ladies we could talk about?
Lori: I like that idea. All right. Well, I'm going to let you go first and set the stage.
Erin: Okay. Sure. I'm going to start with Aida Lovely. S he was... Oh, my gosh. I should know what era she's from, like the 1700s. I have a special connection to her for a number of reasons. One, my children have this amazing book about Aida Lovelace and it's just gorgeous. I've known her story for a while. And two, she's recognized as a woman pioneer in computing and computer science. Although her contributions took place much before we had actual computing technology, the algorithmic and mathematical thinking that really provided the platform from which computational power was built came directly from Lady Lovelace. And even more interesting, this was wild. She's the daughter of Lord Byron, that poet.
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Links mentioned during this episode:* OPSisters Website:https://opsisters.com/ * SteelToes and Stilettos: https://www.barnesandnoble.com/w/steel-toes-and-stilettos-shannon-karels/1139878791
Meet Kathy and Shannon:The authors of SteelToes and Stilettos. Is that just the best you have ever heard? Yeah. Kathy and Shannon share in their book, they share the finer points of a comprehensive change process, the challenges, the triumphs, and the real emotion involved during the quest for success and their endeavors. In the book, they each describe the professional journey from their unique perspective and the highlights of an endearing friendship. I love it. That was formed along the way. The story will inspire female leaders and everybody that's listening. I bet you fellas could get some out of this, too. In any organization, showcasing an example of high-performing women thriving in an intense and fast-paced world. These ladies are role models for those juggling, passionate, fulfilling careers alongside life's complexities. Such as dual career marriages and raising children.
Erin: What is applied positive psychology?Kathy: The science of human flourishing. I studied it decades ago. Mr. D. Seligman, who's known as the father of positive psychology and a very renowned global psychologist, decided that if we could use psychology to take people who have issues, issues with their brain and get them neutral, why couldn't we study what could take people to neutral from neutral to flourishing. Or if you're already flourishing, more flourishing. Started this whole branch of science, and there are decades of research about it now and all the things you can do to help yourself and others flourish along the way. So he actually was one of my professors, and he just turned 80 this year. Yeah, it's a really exciting program. I just loved it so much.
Erin: So why don't you guys tell us, why did you decide to write SteelToes and Stilettos?Shannon: Well, there were a few reasons. After we had both decided to leave our corporate jobs, we were spending some nice quality time together and reminiscing on how the three years we spent together, what made it magical? What made it successful? How did we do what we did? Because after that, we had gone on to different roles, took the same tools, and the same concepts, and had success in varying degrees. And so we kept just reminiscing and reflecting on why did it work so well when we were together? And we started to really think about the people portion of it, how we engage everybody, and how we are who we are. And we're a little crazy and fun, sometimes. Awesome. But we're also serious business people at the same time. And so we thought, man, maybe we have a really great story to share. And on top of the excellent business results we got, I mean, your results speak for themselves all the time. And we let our results be our calling card. And so we just said, you know what? We want to get this out into the world. And it is a true story. And it does have the nitty gritty of life that goes along with it. And there are a lot of lean books out there that are very prescriptive. This is what you should do. And we just wanted to tell what we did do and how we did it. Not as much from a technical standpoint, but more of a storytelling standpoint. And then as you mentioned, Aaron, we thought we had an exceptional connection that we created. We wanted to show how women empowering women does exist and that it can generate some amazing accomplishments when we uplift each other.
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Links mentioned during this episode:* Get it Made article: https://get-it-made.co.uk/insights/manufacturing-industries-that-employ-the-most-women * THE MANUFACTURING EXPERIENCE: Closing the Gender Gap: Recruiting and Retaining Women in Manufacturing: https://www.themanufacturinginstitute.org/research/the-manufacturing-experience-closing-the-gender-gap/ * Women Make America Initiative: https://www.themanufacturinginstitute.org/women/wma/
Lori: Welcome back, fellow listeners. We are in the new year, which is super awesome, and we're excited about lots of great new things that we're going to be doing on a broadcast for manufacturers. I know you like and very much enjoy our normal banter. But guess what? This entire episode is going to be banter with myself, Erin, and Kris, it's going to be awesome. We found a very inspiring, enlightening article on the website. Get it made. We'll add that link in the show notes. I'm just going to have a little side note that this is well-done marketing content for a manufacturing company. So the article is titled manufacturing industries that employ the most women. And the data is collected from the bureau of labor statistics to rank the manufacturing industries that employ the most women in the US. Today. I found it quite fascinating that only three out of every ten employees in manufacturing are women. And then when it gets to the higher levels, that number gets lower, unfortunately. And the article does a really interesting job of ranking all the different types of jobs and fields in manufacturing. And where you see the most women, which is roughly 50%, is in the textiles, apparel, and leather manufacturing space.
Erin: Let's say that you're talking to a woman who's at some maybe mid-level leadership right now, and she's got her eye on the prize too. She wants to get there. What kind of advice would you give?
Kris: Yeah, absolutely. I will say that the first thing that I did is I volunteer for areas within my strengths. And a lot of people will focus on their weaknesses and they will think that they need to go work very hard on their weaknesses and they spend a lot of time overcoming them. To a certain degree, of course, we have to be aware of our weaknesses. And if we have a job that requires us to execute certain functions and we have a weakness, then we have to correct that in order to perform our job. But whenever in my career I had an opportunity to volunteer for things that were challenging, I rose my hand when I knew it was to my strength. Which gave me new opportunities to be successful. And as leaders saw me be successful in these areas, I was given more opportunities that aligned with my strengths. This is advice that I share with so many people that I get a chance to mentor all along. And I, of course, am always looking for the team member strengths that exist across our organization. We want to give work to those strengths. So that, I think, is something that has really been a part of my success. Now, I have had tremendous leaders above me who I learned from. I always like to say, you take the best and leave the rest. So that's really critical. But now if we want to just get in the space of how do we ensure we have women who can climb and get to those executive levels of an organization? Where we saw the lack in this article is we have to give women opportunities. We have to be thinking about the women in the room as well. I think it has to come from some intention.
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Meet Matthew:He’s a serial entrepreneur and product development professional. He use to manage the design team for Office Max and all their private labels. Now, he has owned his own product development firm called Prototype since 2013. He’s headquartered in Fort Lauderdale. He runs a one-of-a-kind development firm that supports inventors, entrepreneurs, and large brands with designing prototyping engineering, and manufacturing. His mission is to make ideas into reality.
Kris: Where did the mission to make ideas into reality come from?Matthew: So it really started when I was a child, and I wasn't sure which direction I would go into, but I was an entrepreneur as a kid selling bubble gum out of my walker and always coming up with ideas, and I always wanted to bring ideas to life. So I always was wondering, where can I do that? And a lot of my professors go into business school, and then I found a career in product design and industrial design, and it really comes back to I think everybody had this where they're like, oh, they see a product on TV or they're in Walmart and they look at something, they said, oh, I thought of that. I thought of that product idea. And so what's amazing about what we do here at Prototype House and other industrial designers is we help entrepreneurs and people take that AHA moment and bring it to life. So that is our mission to create really great experiences for people while they're using those products. So it could be a medical device, it could be a new toy for kids, but it's really bringing that AHA moment to life.
Erin: What is your company tinkering with right now?Matthew: So currently we're tinkering with some new dermatology tools and aesthetic tools, which is pretty exciting for me. I love the medical space just because it's always evolving, and I listen to a lot of Ted Talks and things in the medical space. But I have some products here. You can't see them, but some are larger brands, and some are from just entrepreneurs. So here's a cool product. It's called Zippy Cap. It's made here in the US. And what's cool about it is it's a keychain straw. So you always have a straw with you, and it works with any water bottle. So you just pop it open, uncap your water bottle, and drop the straw in and you're ready to go. And you twist it. And then you have a straw and you can go ahead and drink. And it's a local entrepreneur. He is based in New York. And what's amazing is he found us online and was able to develop his invention from just a napkin sketch all the way to production while we were here in Florida. And we never met in person, but he's now on the market and he really wanted to manufacture here in the US. And we're able to make that happen for him. So it's amazing.
Lori: Where are your clients usually getting these things manufactured?Matthew: So this is a really tough question because most of our clients, would love to manufacture here in the US. And I was in DC recently talking to our lawmakers and different people in Congress to try to figure out if can we bring more manufacturing on a smaller scale for our entrepreneurs and startups. And right now it's really not possible, to be honest with you. For most of our products, it's very difficult. So most of our manufacturing happens overseas or a mixture of both. So we've been doing some hybrid models where we get our tooling done in China. And then we can get our injection molding done here and then packaging gets imported somewhere else and we do some packaging and assembly, but for the most part, it's still overseas based on cost and labor. And also the big interesting thing is there is a lot of injection molding shops all over our country. They're amazing, but they turn down small production runs because a lot of our entrepreneurs when they first get started can't commit to 25,000 pieces or 10,000 pieces. They maybe want to do 2500 to get started and get it rolling. And that's not enough for some of the shops here in the US.
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Meet Allison:She is the founder of Felt Marketing. She and her team are on a mission to strengthen heart and soul manufacturing for generations by helping manufacturers retrofit their marketing to make sales easier, modifying traditional systems with modern components. She's also your marketing expert on the Manufacturing Masters on Demand platform.
Lori: What's the biggest opportunity manufacturers aren't capitalizing on today to make sales easier?Allison: Love that question. I would say they're still siloing sales and marketing, and they're not. It's a topic we've all talked about for probably two decades, and I still encounter it, even with my clients trying to get the marketing team to meet up with the sales team monthly. I beg I'm like, okay, give us 20 minutes. 20 minutes. I know everybody's busy. And I think that I know that if you would unite your sales and marketing team, you would increase your growth, and you would increase your profits. I guarantee you'll make sales easier. And that's something that we started talking about at Felt probably six, seven years ago. And we put ourselves through our process, and we realized that we were still speaking our language, not our customer's language. And we thought, all right, what do people want more of? What do manufacturers want more of? They don't want more marketing. They want less marketing. They want more sales. And so that was a big shift for us. And so I've been preaching that ever since. If you can bring your sales team, they're in the boots on the ground. So if you can understand, hear from them the stories, the challenges, the wins, and get ideas. The whole reason we exist is to support them and to support customers. And I learned something about a phrase several years ago. I don't know if it was from Bernadette Jiwa or Seth Goden, I think it was Seth, but it was, stop marketing at people and start marketing on behalf of and for them. So if we can shift that one perspective and unite sales and marketing. We will make sales easier. We will help our salespeople sell while they're sleeping and be of service. And that's the whole point of marketing. So what do you guys think? Am I barking up the wrong tree?
Kris: Do you have any simple tricks to create the space for marketing and sales to come together?Allison: Yeah, well, I had a couple of thoughts. I think this has to start from the top. It comes from leadership. And when I meet a leader that has a sales background, but they don't understand or value marketing, they typically issue my request to bring the two together. And I believe it's just simply based on fear. It's fear of I don't understand what this is. I still think it's smoke and mirrors and fluff marketing. And our sales team is the most crucial part of this company because we make the money and don't have time. We don't have time to be bothered. We don't have time to take out of our day. And so that's the first thing. I think it's got to come from the top down. Second, I think we've got to overcome the fear and simply say, come to the table and say, as a marketer, I always come to the table and say, hey, I want to hear from you, sales team. You have all the knowledge. You are talking day in and day out with the customers and with potential customers. So I need to know what you know. I want to hear from you. I want to hear your ideas. And I think if you're a good marketer, part of our job is to pull it out of them. And I feel like we're good at that. Like I tell people, you don't need special shoes and this isn't going to hurt. It's a conversation. It's dialogue. And trust me, I will artfully pull it out of you. And it's a lot of times those little nuggets that they just take for granted. The thing, too that I find well, I'll give you a super quick example. I was meeting with a client a couple of years ago, and my podcast buddy Ray and I were he was helping me out with this team meeting, and we were desilting and talking about marketing strategy for the next year. And I had several of the salespeople pull me aside. They do this. They're like so they lean in. I'm like, this must be a secret. And they said, this is the first time we've been in the same room together and I don't remember how long. And I said you mean with marketing? And he goes, no, our sales team. He goes, this is fantastic. Plus, you guys are here. So it was like a brick to the head. I thought, wow, okay. Again, that is a leadership opportunity. Not a problem. It's an opportunity. Bring these folks together and encourage it. Encourage that dialogue. I want to see it happening daily. Have the sales team just shoot an email to the marketing director, saying, hey, I just met with such and such client. Here's a pic. We did a selfie. This is something we just help them overcome. There's some brilliant social media content because, again, social media, that's a whole other we could do a series on that, but it's dialogue. It's a two-way conversation. And I think too many people are still using it as an advertising speaker, like blasting, but sorry, that was a segue. But do you guys see the same kinds of things like fear and it's not coming from the top?
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Meet Ashleigh:Ashleigh and her family relocated to the rust belt town of Erie, Pennsylvania. In an attempt to revive her husband's family's 56-year-old business, she used the problem-solving skills she obtained while earning her BS in chemical engineering from Auburn. And was able to change the company culture by using a coach approach leadership style. She regularly shares her story with fellow leaders and encourages them to make things better by continuously improving processes.
Kris: Why should leaders lead with grit and grace?Ashleigh: So I think it takes both. Kris, thank you for that question. So grit for me is that determination and resilience and persistence because it turns out things don't always go our way right. Or the way that we expect them to. And so we have to be able to make a decision and pivot when it's not going the way that we want, but also grace. And I think grace is one of the biggest components of leadership it's that empathy and compassion for others. And I think if COVID did one thing for us that was good, it was to make us more cognizant of how our peers are feeling, and the needs that they have. Whereas before, manufacturers were pretty inflexible. anyway. Yeah. So grit and grace, it takes them both. And some days it's grittier, and some days.
Lori: Ashleigh, can you tell us about servant leadership and the freedom to fail?Ashleigh: Yeah. So servant leadership, to me, means, like, you go to the place where the work is being done to see the work because we all have different histories and perspectives. So sometimes when people are telling you about something, you're hearing it differently in your mind. then it's happening. So going to the place where the work is being done is the number one piece of service. But number two is like when you have that problem going on, or somebody has a problem going on, it's helping them find the resources that they need to overcome the obstacle, not doing it for them. So, as a leader, your number one job is to serve others. And I think historically, we've thought leadership about leadership in a very different way. there to serve us. No, it's the other way around. You are there to serve your followers and make sure that they are successful.
Erin: How has your leadership style impacted not only the happiness of your staff but the on-the-ground ROI of being a servant leader?Ashleigh: Yeah, so we started a family-owned business. My father-in-law was not one of the founders but bought out one of the founders. And so it's always kind of been run with those family values, those people-centric values until it wasn't like we needed processes and systems in place and we certainly did. But what we did as a family was having a command-to-control leader come in because we felt like we needed that very strong leadership style and it was a deficit to the company. We went backward under that style. And what you find under that command and control leadership style is that people only do exactly what you ask them to do and nothing more. They're afraid of doing it. So when you're asking people to be innovative and creative back to Lori's question, you have to give them the freedom to fail. And what I mean by that is if you all have ever experimented, how many times is it successful ongoing one note, right? When you're trying to create and innovate, you need to do experiments and you have to have that freedom to fail and learn from those failures and then try, try again. And so that's where the freedom to fail comes in. So as I came into the business and my father-in-law had asked me to review the financials and everything and just typically lead, I figured out we needed to change our leadership style, number one because I didn't. Know everything that was going on in the business, and I needed other people's help and support to help us get going in the right direction. And so I just started asking curious questions. What takes up most of your time or what frustrates you? We started kind of ferreting out those inefficiencies organization and as we got rid of the inefficiencies and people were less frustrated, they had the opportunity and the ability to think and to dream and to make things better. And so now our organizational mission is to make things better. And not just internally here at Onex, but in our world, in our community, in our clients, help them also make things better.
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Meet Nicole and Michele:Nicole has been at ADP for a little over five years and services the small business community. She helps small businesses outsource many of their administrative tasks such as payroll insurance, HR compliance, and employee benefits in a small business environment. It is usually the owner that wears all the hats. It is her goal to provide a one-stop shop service so that all small business owners can focus on the growth and development of their vision. She brings an extremely abundant and wide breadth of insights to the table and finds good client service and support to be of the most importance. Her interests are hiking and camping, camping photography, and meditating. Michele has worked for ADP for 10 years. She primarily services, the small and mid-market sectors across various industries. In her current role, she helps businesses with complex needs meet their goals and objectives by helping them attract talent, keep employees engaged, and drive productivity in a highly competitive market. Michele lives in New York with her husband and two-year-old son. Oh, she enjoys baking volleyball, and bike riding.
Kris: Nicole, what is hot and what is not as far as what benefits to offer staff to encourage them to start working or continue working at their organization?Nicole: As described by the chair of the Federal Reserve, the current labor market is strong but unhealthy. And the reason that is, is because the job openings, new job opportunities per month, are at an all-time record high. So an economist would look at that and say, Great, we're in a great position, like, there's so much opportunity for growth. But on the other side, what else is at an all-time record high is the number of people quitting their jobs. So new job openings, and people quitting their jobs are at an all-time record high. And it's creating this strange phenomenon like this gap for employers, where it's creating a lot of challenges for them. And employees. At ADP, we always say these employees are your biggest liability, but they're also your biggest asset. Yeah. So, where the problem right now for employers is not revenue. For a lot of employers that revenue is actually growing like companies are doing well, like getting new clients, and keeping their current clients. That's not the issue. The issue lies within the employees and having the people do the actual work. And not just anyone but the right person. And what's going on right now is the ball is in the employees' court, they are not shy in asking what they want. And right now the employees have everything that they need to be as picky as they want to be. So an employee is not just you know when there's an interview, it's no longer the employee trying to prove to the employer why their people have reversed now it's the employer trying to prove to the carrier why they should come work for them by their company, culture is good. So all that said, that's kind of setting the stage for what the market labor market is like right now.
Erin: So this is for you, Michele, in the current labor market, what strategies do you see clients putting into place to attract and retain employees?Michele: There's been a huge shift toward trying to figure out, which vendors you can partner with that will actually take on some liability, right? Have some skin in the game with you as an employer, right? So what we've seen, on our side, everyone knows ADP as a payroll company, right? That's the first thing you think of. But what a lot of people don't know is how we've kind of branched out and differentiated ourselves. So one of those areas is in our professional employer, organization, or PEO. So there has been a huge shift, as we see and come across some of these big challenges, right, attracting labor, keeping them engaged, how do we offer these great benefits? Where do we even come up with the strategy? Like who's thinking of these things? Because like you said, usually the person who's doing all of this is wearing a lot of different hats, right? So you know, to think about how to get really strategic with employees usually falls by the wayside, because there's so much more stuff to do, right? So I think if you guys aren't familiar with this term, right, professional employer organization, it's pretty interesting. It's a model that's been around for quite some time and gained a lot of popularity. But basically, it just takes a group, right a business that's out on its own, and allows them to leverage a big company like ADP, right? For our size, and for those resources that they don't have. So they can tap into that. We group, let's say the, you know, 100-employee manufacturers, right, we'll take them and group them with our 600,000 employees, we're on paper really big. But what that does is it shifts liability over to ADP, right? So we're gonna give you support, we're gonna give you, you know, our benefits package that a small business wouldn't be able to get on their own. \So these are some ways that people are thinking outside the box, starting to realize that, hey, we're in a really uncertain market right now. There is, you know, so much uncertainty at every corner, right? We don't know if the economy is good, we don't know.
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Meet Sue:Sue is the President of Obsidian Manufacturing Industries, Inc., a position she has held since 2018. She previously worked part-time for the family business while raising her three children. She has a long history within the manufacturing industry, with some of her earliest memories being of her father talking about working in manufacturing. She finds the marketing aspects of her job the most enjoyable and is zeroed in on establishing her company as a leader within the industry.
Kris: What's changed on the sales and marketing side over the last five years for your team at Obsidian?Sue: Well, in general, it applies to our team because we sell machine tools and machinery. So there are lots of different kinds of manufacturing, but the metal, you know, metal forming and working, cutting and all that is a pretty big sector, part of the manufacturing sector. And traditionally, when my dad was in manufacturing, in like the 70s, I mean, he was going way back to the 50s. But I can specifically remember like in the 70s sales, there was the salesman and they traveled all over and it was very intense. And the sale almost began with them. They were out searching for leads, doing cold calls, that type of thing. And now that's kind of on the back burner. I mean, it's more marketing is up there in front, which way back then, it was advertising that really marketing and there's a lot of print ads and things like that. So, you know, I have a husband that's been a machinist since 1984. And then, of course, my dad's no longer with us, but he has been a big influence on my husband and me. So we have that mindset that that's the way sales should be still for our products in our industry. And it's changed a lot. I mean, you can do a lot by just sitting at your computer. Yeah, digital marketing is taken over. And even in the last five years, I can remember talking to my husband and saying, you know, we need to get on social media, we need to have digital marketing, presence, and everything and he's like, Oh, no, you can try that. But we're gonna keep doing what we're, you've always done. Yeah. Now fast forward five years. I think with the pandemic happening, it, you know, surged it forward for a lot of business total, not just manufacturing, but all over. But I think that manufacturing is on the cusp of something new. I think that they're going to start leaning more toward marketing. Not that sales aren't important. It's a team event, in my opinion. So yeah, yeah, I think it's changed a lot
Lori: So how can a circular economy help manufacturing?Sue: Well, it's all about that sustainability that everybody's trying to achieve. We a lot of have our brands, our oldest brand is over 100 years old. Cool. Our other three are somewhere around 70/75 years old. And so obviously we are, we are still repairing orders that are good, 75 years old, maybe 80 years old, some of them come in here, their parts for that. So, you see old machines like that. And there's a lot of we've had some customers call and say, I don't need my order, but I can't get rid of it. Because I just don't want to scrap it. So do you guys want to buy it, and that type of thing? People just don't want to see that part of manufacturing go away, I think there's some stability still to it,, they're a good standby. Just, for example, our grinders are all cast. So they are just cast iron, they're just, they're not fabricated at all. They're a very heavy duty machine that can take a lot of parts if they're still working after 80 years, they're still grinding, they just need to be, you know, rebuilt a little and have some parts replaced their ways need to be scraped that type of thing. There are still got plenty of decades of grinding left enough. So with a circular economy, you know, you're making taking and, you know, preventing the waste. So it's just, it's a...
Meet Jennifer:Jennifer genuinely enjoys helping b2b clients solve their lingering problems with analytical yet creative and innovative solutions. She is passionate about helping teams transform their organizations with quality service and delivery standards to achieve higher profits by creating efficient processes. while increasing visibility and performance optimization through data. Jennifer has found a unique ability to connect people while also linking data and technology to achieve results over the last decade-plus, she has supported and led various projects in the manufacturing operations and supply chain functions. Jennifer is the CEO of the M. J. W group headquartered in Charlotte, North Carolina. Lori: Can you share with our listeners how you've seen manufacturing shift over the years?Jennifer: Oh, boy. Let's see I got into the manufacturing world when I was in college. So I remember I went to school for industrial engineering at the University of Central Florida UCF. I remember my first manufacturing class when we were on CNC machines, we have to make this little pin holder, and my parents still have it at home, and we measured on us the measurements of our barrels if we were within tolerance, the lathe machine, the mill machine, so that was like my first hand on experience with manufacturing. And I went on to do a couple of internships, one with a defense contractor in the Orlando area, and the second with one of the largest amusement parks in the Orlando area. Oh, yes. And so that amusement park had a whole industrial engineering department. And so it was cool to be in the park operations to look at the flow of people and where to place certain things. So people are attracted to it. But in regards to manufacturing, that was my first go-round with looking at how things are produced how goods are produced, how they're transported from, you know, the manufacturing facility, and to the Enhance of the customer. And I would say, I think we've gone through a couple of periods here where we've tried to lean out as much as we could. And I think with the pandemic, we now know that just in time is not working for us, we cannot allow our goods to become that lean to inventory to be that to where it cripples the whole supply chain ripples, getting products into the hands of those and customers. And so I think now, manufacturing is starting to move back onshore, less offshore, or finding other ways we can be collaborative if we are going to remain offshore to where it's not crippling our overall infrastructure here in the US.
Erin: What can manufacturers do to be better prepared for those major disruptions?Jennifer: Yeah, I think with the wake-up call now, organizations need to put in some plans around contingency. So they need to create, and call out these gaps that you are immediately seen, and start to put some things in place to address those gaps. Now, are you going to hit it 100% out of the park? No, no one's ever, you know, bulletproof, in anything that's going on in the world. But I think having some contingency around the risk, measuring the risk that organizations are now taking as I mentioned, we're bringing production back on shore. So what does that mean? I mean, it's gonna cause the cost of goods in the US to increase wages have increased, we've already been seeing the ramifications of that. So just being as much as prepared as you can around contingency, and not just like, the technology that we use in manufacturing, or our machines, but also your resources, like, what are we going to do, I'm hearing from other business owners, in our space that the trades have just diminished. Like, we don't have anyone, as I mentioned, the CNC machines, we don't have that many people that know those machines anymore or have those skills. So we need to figure out what we're gonna do with the generations, you know, to come and making sure if manufacturing is gonna be, you know, one of the major heartbeats in the US,
Meet Jamie:Jamie Irvine is the founder and host of the heavy-duty parts report. He is also a sales and marketing consultant that specializes in working with heavy-duty parts manufacturers and distributors. He's like the Joe Rogan of truck parts. Kris: Jamie, I'm curious if you can share with the audience something interesting about you that they might not know.Jamie: Well, there are a couple of things. But one thing is I've been a podcast host really since 2017. But the heavy-duty parts report didn't start until 2019. So I had a whole other podcasting journey. Before that, I did 150 episodes. And it was just a very broad-based subject around the business. And I pivoted into the heavy-duty parts report. And so when I made that choice to pivot, it really was a case where nobody had not many people listen to the first show I had. And, and that's okay because I learned how to podcast and nobody was listening. So that was good. They didn't hear all my foibles. But then when I was able to start the heavy-duty parts report, because of all that experience, I was able to really hit the ground running. And I learned a lot from that. And that was great because the show took off and we've done really, really well. But I always hoped that it would lead to something more. And so just recently, I was invited to be a co-host on a nationally syndicated radio show on TNC radio called Mind your trucking business. And it is a brand new show. We've just published I think we've done 11 weeks now. And it goes live on TNC Radio dot live at 6 pm Central on Thursday evenings and then it's read and rebroadcasted as a podcast. So to actually be on the radio from those original days when I launched a podcast and I live literally had to Google. What is a podcast? I've come a long way. Kris: What's the biggest challenge facing manufacturers today?Jamie: I think, you know, you probably wouldn't be surprised if I said supply chain issues. But I actually don't think that's the biggest problem. I think that's an acute problem that we're having right now. But I actually think the larger more overarching problem is something called a demographic inversion. And I did some research on this recently, in 2019, there was a global census. And at that time, there were just over 700 million people globally over the age of 65. And there were only 680 million children under the age of five. Okay. Okay, so that doesn't sound like say, hey, it's pretty balanced, right the at the beginning of life and the end of life, those numbers are balanced. But what's going to happen between now and 2050, that's the part that got my attention, the gap is going to double meaning in by 2050, that gap is going to get twice as big. And there are going to be way more people over the age of 65 than there are children under the age of five. And I don't know if you know this, but even if we all got to work on the problem tonight, with our spouses, let's face it, we're not going to be able to solve the demographic issue for about 20 years, because it takes real roughly 20 years to get a child to adulthood and in the workforce. So this is a problem that we might have been able to solve in, you know, like 2000 to 2005. But it's too late now the dye has been cast and the trend has been set, the birth rates are not going to change. So this demographic inversion is creating a condition where it's not that there won't be young people. But the battleground for retaining and or sorry for recruiting a rather young talent is going to intensify year over year as we move forward. And then there's this other trend whereby 2030, all of the baby boomers will pretty much be wrapping up their careers. So one of the largest groups of people on the planet will be completely exiting the workforce. And there are just not enough Gen Xers to cover the spread between all of the baby boomers leaving so. So even once the millennials are now getting into senior positions of leadership within their companies, even once
Meet Trish:After teaching middle school for almost a decade, Trish found the translation and localization industry over a summer hiatus. Thinking it would be just a temporary job, now 22 years later, she is the US director for Terralingua Translations. Who translates content into over 100 different languages for manufacturers and exporters worldwide. Kris: What is the most important thing that you think they should know when they're going for translation services?Trish: Well, whenever you're interviewing there are many different ways to do it. So if you decide that you want to enter into a partnership with a translation provider, there are all these great acronyms out there. So you decide to go into a partnership with someone, the most important thing for you to know, and it's sort of like a dating question, right? I would liken it to if you'd be interviewing a photographer, you would say, Do I have ownership of the digital images, right? At that part of the asset, this is what is similar to something called translation memory. So whenever you enter into a partnership, or you invest in translation, my qualifying question would be for anyone would be, do I have ownership of the translation memory? Because if you don't have ownership of the translation memory, whenever you invest in professional translation, you won't be able to repurpose or is going back to digital photography, right? What do we do? So professional translation providers use a tool, it's a CAT tool or a computer-aided translation tool. Now, it is not machine translation. And that's something else important to know, whenever you're comparing apples to apples, you want to make sure, are these humans? Or is it machine translation cleaned up by a human? That's another question you can ask. But what it is, is it's a tool. And I liken it to like a little suitcase. So you say, Okay, I want to take this suitcase to Mexico, right? So they're going to take all of your English content, and one suitcase will open up another suitcase that's packed from Mexico. And they're going to make segments that match all of those. You know, they're called segments, but all of the content, they're going to say, Okay, we have this term here, we're going to match it with this term here. And then they unpack it and put it into a layout. If it's if it's needed. It may not be it may just be text. But what happens then is that these two little suitcases are there, and they're aligned. And you can take that Spanish suitcase, and you could repurpose it later on. Lori: What if I've already engaged a language service provider? And I didn't know about this translation memory, what would you recommend?
Trish: If you left because of the quality, it's best to leave it behind and start new. So you can gain any of it from a previous provider, we can reuse and repurpose it, we can even check it for you anyone can check it and say, Well, you know, the quality doesn't seem to be so great. Or we can merge. So let's say you didn't know, we've already started one for you. And you say, oh, shoot, I didn't know that we have this already existing one, you can merge your translation memories. And your LSP or language service provider can resolve any conflicts for you and ask. And they can pull out the key terminology. And they can say, here's what we have. We have this in English, and this in French, what terms do you want us to keep? And which ones do you want us to throw out? So it's helpful no matter what stage you're at; if you're able to get it, it's useful information. If it was from a quality provider, you don't just want to leave it in the dustbin. But we can recreate a translation memory, in a sense, where we can align, let's say you have a translated manual, and you know, the matching English, we can create. But oftentimes the cost to do to align all the segments, may not be worth it. But you can always get the quote to see how much it would be if you think that I have many...
Meet Darrin:Over the last 20 years, Darren grew a very successful manufacturing business. He developed a worldwide marketing system with partners on six continents. Patented intellectual property, a global supply chain, and had profits 10 times the industry average. That's pretty, pretty impressive. Most impressive. He did it from a small remote island in Canada, not adjacent to the customers or supply chain. He used social media innovation and resourcefulness to create a new model for business. Awesome. Today, Darren's team at Mitchell Industries has developed several digital learning platforms or organizations looking for industry best practices. Their first platform manufacturing masters has over 2500 global users and they just kicked it off this year. Kris: What why the love of manufacturing? What brings you into this space?Darrin: So we started the process to patent our products. And only after I stumbled through it and hundreds of 1000s of dollars later, the government came to me and said, Could you teach us how to do this? To run a business and do you know how many mistakes I made along the way? So I'm very passionate about small to medium-sized manufacturers. So anywhere under the 200 million mark, usually the owners still have some sort of relationship with the company that hasn't become a corporate entity yet. And looking to find ways to give them access to the world's best information in bite-size form, so they can access it, where, when, and how they need it, meeting them where they're at. And I'm very, very passionate about that. And one thing I also realized when we started this process, is there are lots of people out there who have those answers, I shouldn't be one of them. So what we did is, much like yourself, Kris, who we've recruited to talk about aftermarket parts sales, we've also recruited so far 106 other manufacturing experts in everything from women in manufacturing, to employee engagement, to operations, how to get the best out of your engineering team, you know, 20, some years, somebody, you know, the guy we have who does this, who used to work for Boeing, who lives in Seattle, you know, he talks about how to get the last 10% out of your engineering team, and I was watching the videos going, never knew how to get the first 90% We want to make sure that, you know, right now we're over 500 videos, we want to make sure that we have a tool that is available to the leadership team of those small to medium businesses, that again, they have the right information, like we're usually talking five to 10-minute videos. And whenever they have that particular thing come up or they're about to experience something, maybe you're planning on implementing an ERP or maybe you haven't done that yet. Or maybe you're you have to fire your CFO, you know, there's a great video on that we have about what to look for in a CFO. So again, right now we have over 500, video libraries and growing, and the other one that we've added. So just pick your categories, all the way from sales and marketing to how to do trade shows to technical things, we don't get into things like programming, how to program a PLC, because there are other assets out there that do that. I'm obsessed with what manufacturing businesses today spend 85% of their time doing, and that's leading the business, not the technical person. And it's the thing that most of us who came up, I'm showing my hands right now because they're beaten up. Most of us who came through the ranks ended up in leadership positions. We did it because we had technical skills. Unfortunately, or fortunately, you foot now find yourself in a leadership position and you're going, we should go back and bend more steel. Now there's someone in your office crying, but I know how to. Lori: Is there anything Darren that you can think of right now and in all your conversations with manufacturers that manufacturers are worried about right now? Darrin: I have two things that I would...
Meet Harry:Founder of the reshoring initiative after being president of GF machining solutions for 22 years. Awards include industry week's manufacturing Hall of Fame. He's participated actively in President Obama's January 11 2012 insourcing forum. He's a member of the Department of Commerce Investment Advisory Council. He's frequently quoted in The Wall Street Journal, Forbes, New York Times New Yorker, and USA Today, and he's seen on Fox Business Market Watch and other programs. Lori: What is the mission of the reshoring initiative?Harry: Basically, to eliminate the $1.1 trillion goods trade deficit, we import over a trillion dollars more than we export. And that has cost the US about 5 million manufacturing jobs. So when we achieve that when we achieve our mission, US manufacturing will increase by 40%. So if to all those who are listening, imagine you all of your businesses were up by 40%. How wonderful that would be for you for the country for your employees for all the kids who would now have would look and say, Wow, manufacturing career, let's go become manufacturers! This would be great for the country. Lori: Absolutely. So why is it important to bring back these jobs to achieve this balance of trade?Harry: Oh, as I said those, just having the jobs is good. If you think of the country's social ills, many people talk about income inequality. And part of that income inequality is that there's a couple of billionaires making a million a year you don't have one end of the distribution. But the biggest cause of it is that in the middle of the income distribution, we've lost those five or 6 million manufacturing jobs that that pay, you know, 50,000 or $100,000 a year, and 10s of 1000s of owners of small machine shops and foundries and things like that, that have gone under so company owners that made 100, 200, whatever, $1,000 for years. So you've had this hollowing out of the middle class significantly due to offshoring, due to the loss of jobs offshore. Another thing you see from that is the opioid epidemic. It's generally agreed that much of that which has occurred in rural America, was due to the company, town, the company, which was the main employer in the town going under for the work going off offshore. Now, these people couldn't find a comparable job, opioids, etc. So just all kinds of reasons why we'll be better off when those jobs come back. Lori: Do you see any trends, any favorable trends that are in our direction? Things going the right way?Harry: Oh. Yeah, I'm happy and chipper here, I wouldn't be otherwise. So when we founded the reshoring initiative in 2010, to track reshoring by US companies, and FDI, foreign direct investment by foreign companies think General Motors and Toyota, for example. So in 2010, when we found it, 6000 jobs were announced coming back, last year, 260,000 were announced. And this year, if things continue as they have in the first half, it could be 350,000. So we're up 5060 times over what it was 12 years ago. So it's been, it's been amazingly pleasing, rewarding, you know, good for the country, etc, etc. But it's still not enough. If you the despite those jobs coming back, the American consumer is so voraciously, consuming things coming in from China and offshore, that the trade deficit is continuing to rise. So we need to bring back 500,000 or so a year to counter that trend. And so it's, there's still, I've still got a lot of work to do. And so much more… Connect with Harry https://www.linkedin.com/in/harry-moser-58a8024/ (Connect on LinkedIn!) https://reshorenow.org/ (reshorenow.org/) Connect with the broads! Connect with Erin on https://www.linkedin.com/in/erincourtenay/ (LinkedIn) and visit http://www.earthlinginteractive.com (http://www.earthlinginteractive.com) for web-based solutions to your complex business problems! Connect with Lori on https://www.linkedin.com/in/lorihighby/ (LinkedIn) and visit http://www.keystoneclick.com (www.keystoneclick.com) for...
Lori: All right, our awesome listeners today, we do not have a guest. And we're actually missing our lovely co-host Erin, but have no fear. We've got some juicy content for you. Kris brought this to my attention. She's been sharing this article with her peers and network. It's from McKinsey and Company called the new b2b growth equation. I looked at it and was kind of fascinated and blown away by it. But Kris, why don't you share what the article is about first and foremost? Kris: Yeah, I'm so glad you liked it and are calling it juicy. Because, you know, McKinsey and Company published this article back in February. And recently, I got an email from them. And it, it had the five top articles so far this year, and this article is one of its one of them. So obviously, people are paying attention to it. And I think for our listeners, and of course, we're gonna put a link to it in the show notes. So if you if you're interested, after hearing this conversation, and you want to read the article yourself, please go to the show notes and get the link. But you know, what they're saying is that b2b decision makers are using more channels than ever before to make their decisions. And they talk about these 10 different channels. And I thought, that's what's so interesting is the traditional way in which we're doing business, which we all know has been shifting, we all have been talking about it. But if you look from 2016 to 2021, things have shifted. And basically what McKinsey did is they have this pulse research team, and they surveyed 3500 decision-makers in 12 different markets. And the results are really what's found in the article. I'll summarize three that they put in the article because I think it will help listeners as we talk about this article, but there are the traditional channels. So when we talk about the traditional channels, they are in person, direct mail, fax, etc. Lori: Yeah, I love this. So I know we've chatted before that I used to teach at the local university b2b sales and marketing. And this was always a hot conversation. from a sales perspective, we've all heard this before you, you need a minimum of seven touches. But you don't always have to be the one facilitating and leading in initiating those touches, the touch could be someone landing on your website, or reading a review about you. But the more diversified, the touch meaning it's not you calling them seven times in a row. But it's you know, them having those different experiences with you in email, or video calls or a Google search or whatever it is, the better that chance are, the higher the chances of conversion taking place. So I'm going to channel which is that diversification and having multiple channel approaches or different ways for people to engage you, and you engaging them is ultimately going to increase the overall opportunity that you have. So I think that what I love about this article is that it's reinforcing what has always been, but it's just really leaning in deeper to leveraging technology, you know, eCommerce self, the self serve and the remote stuff with the video conferencing. And I think that's, that's just the way of the world now. It's less and less of that traditional, you know, in-person, fax machine, phone call approach. And everyone is leaning into the diversification and digital transformation, which we've covered several times on this show. And so much more…
The new B2B growth equation link: https://www.mckinsey.com/business-functions/growth-marketing-and-sales/our-insights/the-new-b2b-growth-equation (https://www.mckinsey.com/business-functions/growth-marketing-and-sales/our-insights/the-new-b2b-growth-equation)
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Meet Daniel: Daniel Rogge is the CEO of Tormach and has a diverse background that includes experience as a professional metal fabricator, educator, Motion Control Engineer, and software developer. He holds a BA from Grinnell College, and an MS in industrial engineering, with the focus on manufacturing from University of Iowa. He continues to focus professionally on what he spent his time doing as a teaching assistant at Iowa, helping people make things! Erin: Can you explain what is done over at Tormach? Daniel: We design, sell, and support tools that help people make stuff, largely smaller computer controlled tools. So, milling machines, lathes, plasma cutters, CNC routers, more recently, automation products, like industrial robots, but the general idea is, these are all tools that especially when the business started 20 years ago, were incredibly hard to get your hands on. So we make that stuff available to everybody. We have a very wide range of customers. Kris: Do you know what your customers are going to do with a machine before they purchase it? Is that something they're often sharing with your sales team or to discover which machine they need? Daniel: We don't have a sales team. More and more people do their research online and buy stuff without even talking to people. We have like tech support staff that are machinists and engineers and we do have two people that do like kind of up resale advising a lot of folks, they know that a milling machine could be used to make their part, but they don't quite know how and they want to ask questions. We don't call people or, you know, take names that trade shows and then call to follow up or anything like that. It's very much customers come to the website. And if they call us up, we ended up talking to them. I don't, um, it kind of varies by industry. Okay, whether we know what they're making, some folks are really vocal about it, and some folks not so much. And it also kind of varies by product, like the robot is a pretty new product. And so we definitely ask a lot of questions before somebody buys a robot because some people think you can do just about anything with a robot, which turns out is not true. Lori: What do you think is going to be critical and vital for the next 10, 20, 30 years for American manufacturing to really excel and flourish here? Daniel: We could come up with a national health plan or socialized medicine. I talked about that person that didn't have to quit his day job in order to become basically a cottage industry. He was he's manufacturing products in his garage and he didn't have to quit his day job. And the reason that was important to him is he has healthcare through his day job, as I'm sure perhaps the other people on this call have either healthcare through their jobs or their spouse's job. That's a huge burden to people starting small businesses, to people starting small manufacturing businesses. There's a lot of there's a lot of demand for manufacturing here, more demand than there is capacity. And there are plenty of small folks that would be happy to go out on their own. I mean, the big market that we sell to, but it's it's tough doing without decent health care, A and then B, over the next 10 to 15 years of health care costs continue to go at the pace that they have, I mean, they're outpacing even today's crazy inflation and health care costs are up with so clearly the country has to do something about that. But I actually think that would be helpful for manufacturing the United States. And so much more… Connect with Daniel https://www.linkedin.com/in/daniel-rogge-a77115175?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_contact_details%3ByuZbQ9jhT0e3FHHTuVJPpA%3D%3D (Connect on LinkedIn!)
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Meet Brad: Brad is the founder of vision forward business solutions and co host of the blue collar BS podcast. He has the mission to positively impact 1000 blue collar families. He does this by focusing on building businesses that grow, can attract Gen Z talent, and be able to be sold or transferred to the next generation. He is passionate about ensuring blue collar is not looked at as less than creating a revival of pride to work with your hands. Kris: Why are you so passionate about manufacturing and getting Gen Z involved? Brad: So growing up myself, I've been in manufacturing or working on cars, or whatever, since I've been really, really young. And I've been blessed to be able to mentor in the first robotics programs for about a decade. And working at Bucyrus and CAT and doing the outsource manufacturing or subcontract work and getting to see all of those mom and pop shops and you know, the people that are employed and the skills that exist, and then watching that just deteriorate, from basically 2001 Until today still, because we said no to two generations of people to get into into that work. And in order for this to survive in order for us to make really cool things. Yeah. Like we did it. CAT and some of the manufacturers, all the really cool shit that's made here in Wisconsin and around this country. We're not gonna be able to do it if we don't figure out how to get these kids into place. It is so awesome to just look at the cool things made in Wisconsin list that comes out every year. And to have that pride to have people say, hey, we made those things or be able to put that out there and being able to say, for me, right, I delivered seven draglines around the world. I'm the only person that's ever done that on this planet. From that perspective, it's really cool to say I know those pieces of equipment around the world that are unearthing coal to keep our energy sources alive, right? It's awesome to have that feeling that is eroding, and we need to bring it back Erin: So hows it going? There are people are catching your your message, and other folks are in the choir along with you. Have you seen that needle move? And what is that looking like? Brad: Yes, there's still high schools get paid on performance. So the education system, has done a much better marketing job of capturing people's attention and allure for the experience than to go to work in a factory. The universities and education system got ahead of that. And industry did not do anything. You had a group of individuals. So for myself as a Gen X, early gen X. College was that next thing, you know, it wasn't necessarily I didn't necessary need a college education to do my job or to move forward. But the guys, the folks that are in there, you know, 50 and younger. It was expected that everybody had a college education. Erin: Do you see any communication going out to parents? Do you see parents starting to recognize that this is a good direction to encourage their kids to go into? What's the job of mom and dad here? Brad: Yeah, one of the one of the school districts here in our area, they've got a really good program, they started this program 10 years ago, I think, one or two kids into this program to be able to work summers get internships get exposure, they now have 80 kids. It's about getting that exposure, and then the kids are excited about it. And we parent differently today. Right? There's a lot of make your own decision earlier. Instead of being parents more being friends. And so much more… Connect with Brad http://www.vfbsolutions.com/ (http://www.vfbsolutions.com/) https://www.linkedin.com/in/brad-herda/ (Connect on LinkedIn!)
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Meet Sarah: Sarah Scudder is the chief marketing officer over at SourceDay and is the host of a monthly voice of supply chain show that features people in supply chains who are doing extraordinary things. Along with this, she hosts several other shows, is a regular on marketing and supply chain podcasts, and hosts a couple monthly LinkedIn live shows. Kris: Can you just tell us briefly before we get started on other things is, you know, what is source day? What do you guys do over there? Sarah: Yeah, so I joined source day about seven months ago, and I run marketing. We are a supply chain technology company that automates purchase order changes. So both of our founders, Tom and Clint worked in manufacturing at separate companies. And they both realize that their buyers were spending a lot of time managing emails and spreadsheets that were coming in from their suppliers with changes to the purchase orders. So they decided there was enough of a need in the market, that they were going to go build a platform to automate the back and forth between buyers and suppliers, and send those changes directly back into the ERP. So very, very niche, very specialized. We are 100% Direct spend focused, so we don't play in the indirect space at all. And our big verticals are manufacturing, which Chris and I have in common, distribution, retail and E commerce. Kris: So tell me, you know, what do you mean when you talk about the first mile in the supply chain? Sarah: Yeah, so this is something that I'm pretty vocal about and very passionate about. And it's the fact that I have noticed in the last couple years, buyers ignoring the first mile of their supply chain completely, and focusing all their time and energy on the last mile. So what the first mile is in your supply chain, it's buying the parts, materials or items that you need to get your end product ready to go to ship and distribute to your end customer. So if I'm a manufacturer, I'm probably buying lots of parts and materials. So I need to be able to go find those suppliers. I need to be able to negotiate my pricing and terms, I need to be able to place the orders. And then I need to get those materials into my warehouse so I can then produce our products so they're ready to sell. If I'm a distributor or an E commerce brand or a retailer, it's buying the items from the third parties that you need that you're going to package and then resell to your end customer. Lori: I'm curious, when it comes to building these relationships with your suppliers, what are some of the different terms that companies can have? Sarah: So what are some of the terms that are really important? The most important is figure out how to collaborate with your suppliers and become a customer of choice. So that means that when your supplier doesn't have enough product to ship to fulfill their orders, you want to get a partial, or you want to be that customer that they prioritize, and they're going to send the products to other companies. So whatever you need to do internally to figure out with your team, how to collaborate and partner with your suppliers. And I would argue a lot of that means freeing up your buyers time, so they can focus on being more strategic, and establishing relationships, versus spending their time doing automated manual work, like working in spreadsheets, like working in emails. So really think about how you can leverage technology to automate manual tasks to free up your buyers time. And so much more… Connect with Sarah https://sourceday.com/ (sourceday.com) https://www.linkedin.com/in/manufacturingmaven/ (Connect on LinkedIn!)
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Meet Curt:Kurt Anderson founded an e-commerce company in 1995 that was ranked three times on the Internet Retailer Magazine's Top 1000 E-Commerce Companies. Since selling that company, Kurt has served as an e-commerce consultant serving manufacturers. He is the author of Stop Being The Best Kept Secret, and the founder of b2btail.com an e-commerce resource guide for manufacturers. Lori: Let’s dive right into it! I know one of the things you're a really big fan of is niching down, so why is niching down such a critical step when it comes to e-commerce and digital marketing for manufacturers?Curt: When it comes to niching, no one wants to niche down, but what do we say when it comes to niching, Kris? I would like to niche down till it hurts! Who wants a niche down? Who wants to tell that customer, no, I'm not a good fit? I've had two clients this week where I'm just not a good fit for them and it's not going to work out. You have to niche down, and you have to understand your limitations which you're not always great at. So a couple of years ago, I started doing all these webinars and what I preach is E-commerce to manufacturers, and boy, this COVID thing really kind of lifted this topic to the rise. We are all in this manufacturing space, and all three of you probably will attest to this, they tried to be a little bit of everything to everybody so my answer to your question, is we want to laser focus on that ideal client, focus on what your absolute best at, stay in your strike zone and just crush it for that client. Kris: How can manufacturers get into that E-commerce party that we're all talking about?Curt: So I put out a post on LinkedIn which asked, "How big is the b2b e-commerce market going to be in 2028?" The answer is 25 trillion dollars which forecasts for 18% growth year after year! What I found when I had my E-commerce business years ago, I didn't have to be the smartest guy in the room, just being in E-commerce I was almost guaranteed 20% growth year over year just by being in E-commerce and some of those years were 40-50%, it was just part of it. Erin: One of the things that I've heard you speak about is the fear of the unknown and I know you're a big fan of configurators, and I think they are interesting because they kind of help mitigate that unknown. To some degree, they help the buyer understand and visualize what it is that they're trying to get accomplished with this product that is available online that maybe they're not physically touching. So tell us why you like those configurators.Curt: If you are a manufacturer, and you're wondering what this configurator thing that she's talking about, it's just this little tool to put on your website, for your ideal buyer, that soulmate to engage with you as quickly as humanly possible. The configurator, what it does is Lori, you remember we'd love to preach at our little DWI workshops, "How can I help that ideal buyer, that soulmate make a buying decision on a Friday night without having to wait for us to open up our doors on a Monday morning?" That's exactly what that configurator does, and if you reach out to GenAlpha or Earthling Interactive, both of them will be more than able to help set up a powerful configurator on your site that connects you with more of your ideal customers! And so much more… Connect with Curthttps://b2btail.com/ (Visit b2btail.com!) https://www.linkedin.com/in/curtanderson-b2b/ (Connect on LinkedIn!) Connect with the broads!Connect with Erin on https://www.linkedin.com/in/erincourtenay/ (LinkedIn) and visit http://www.earthlinginteractive.com (http://www.earthlinginteractive.com) for web-based solutions to your complex business problems! Connect with Lori on https://www.linkedin.com/in/lorihighby/ (LinkedIn) and visit http://www.keystoneclick.com (www.keystoneclick.com) for your strategic digital marketing needs! Connect with Kris on https://www.linkedin.com/in/kristinaharrington/ (LinkedIn)...
Erin: I happened to come across this https://whyy.org/articles/delaware-valley-manufacturers-booming-business-hiring-problem/ (really interesting piece) that examines a regional phenomenon where the manufacturing industry is just doing really well, however, the labor shortage has been a real challenge for those folks and across the country. The piece did a nice exploration of all the factors that are really limiting hiring in the manufacturing industry and I thought we'd just kind of talk about that today because that's on everybody's minds. Lori: What really struck me in the https://whyy.org/articles/delaware-valley-manufacturers-booming-business-hiring-problem/ (article) was that Southeast Pennsylvania has over 10,000 manufacturing positions that go unfilled every year! Erin: That just slows things down across the board, because anytime somebody has to be absent, you're just not able to fill that gap which puts so much pressure on the folks that are there. One of the things they explored was this sort of impression impairment for the manufacturing industry. They're saying that people when they think about manufacturing, think that it's dirty, it's loud, so it's not a good job. The article unpacks that notion and I just thought they did a really neat job of sort of dispelling those myths, but also helping us understand why they exist in the first place. Kris: I found it really interesting when the gentleman that they interviewed who has now been in manufacturing for 16 years said, "I thought manufacturing was dirty," and then he said, "Having been in a manufacturer for mining equipment for many years, I never got dirty!" So really, the stigma and the belief that people have about manufacturing is still something that has to be overcome and I think that's one of the many challenges that they're facing, but I thought that was so interesting that I really connected with his feedback there. Erin: You know what's funny is that it's a stigma now, but in the past, getting dirty used to be a point of pride to show hard work in the manufacturing industry. Still, for many folks that are still in the manufacturing industry that still exists and it's hard to contribute to this sort of fixing the impression of manufacturing as not being dirty, because it's a point of pride, and that's a huge cultural transition. Kris: I do think there is value that you gain and you feel from that accomplishment of doing the hard work that sometimes does make you dirty. I think it all has to be unpacked to try to find the right people with the right skills for the right jobs because there are all kinds of different jobs. In the article, it says that they've been stressing the importance of working closely with local high schools, trade schools, and colleges to get more young people involved with the industry and to buck the stigma of manufacturing work as undesirable. Here's my question to you guys: Is that the solution or is there something else? Erin: So Kris and I are planning an event at the Ford Festival which celebrates innovation, entrepreneurship and technology. We'll be working with some local manufacturers to do a panel on entrepreneurship and manufacturing which will get at a solution where we train young people and then they'll go work for somebody, but they're a lot of young people who are excited about being entrepreneurs, and we have not made the connection that you can make things and be an entrepreneur. Lori: I'd say get in at a younger age because there's a lot of stress when someone's in high school and they have to make these major decisions with no information. I wish that the educational system did a better job of leaning into someone's personal interests to guide them down a path that creates long-term success for their career. And so much more! https://whyy.org/articles/delaware-valley-manufacturers-booming-business-hiring-problem/ (Read the full article!) Connect with the broads!Connect with Erin on...
Meet Meaghan:Meaghan is the host of the Mavens of Manufacturing Podcast which celebrates women in manufacturing from the shop floor to the C-suite. She interviews some amazing guests on her show and has been an advocate for women in manufacturing, and has been working to attract people of all ages to the manufacturing industry. She is also the owner and founder of Z-Ink Solutions which is a copywriting and copy editing service that provides impactful text and memorable storytelling for a variety of brands and industries. Lori: Meaghan, could you just tell us a little bit about yourself?Meaghan: Yeah, so I thank you again for inviting me to your podcast. I'm really excited for the conversation. And anytime I get to share, you know, news about Mavens or Z-Ink, I get really excited about it because a lot of people know me through mavens, and not so much Z, which is actually the first thing I started before Mavens. So I'm a technical writer by trade. I have a master's and bachelors. I said that backward, but that's okay. A bachelor's and master's degree in professional and technical writing. I am a UWM, which is the University of Wisconsin Milwaukee, alum. So when I left high school, I had no idea what I wanted to do. And I have that typical story where my parents pressured me into going into college. And I always tested well with writing and storytelling, my English teacher, I was the favorite almost always, in all of my English classes. My sister got the math gene, I got the word gene. So it's kind of funny to have us in a room together because she'll spout out numbers and I have no idea what she's talking about. But, um, when I got into college, I was spiraling kind of out of control. And then I ended up getting pregnant with my daughter and decided to move back to Wisconsin I found out about professional and technical writing and my teacher gave us a great assignment on how to make a peanut butter and jelly sandwich. And there were like 12 to 15 students within that class and he went through each of our instructions and had 12 to 15 different end results, which was really interesting. It opened up my eyes to how information is interpreted differently across different people and cultures and even countries. So when I graduated, I started out in the trade publication industry and learned about engineering and manufacturing that way, and it was a lot of fun. And then a lot of different people learned about their passions and why they were in the sector. And I tried to get out of it and go into higher education and do some marketing for higher education but I got really bored out of my mind. So I decided to get back into engineering and manufacturing and work for several companies within their marketing departments. But even with that opportunity, I had a lot of fun, but I really missed getting to know different people in different areas. And I loved going to trade shows because it gave me an opportunity to actually meet different people from different companies and learn their stories. And I tried to take what I learned from them, and apply it to the companies that I worked for, to get people really excited about some of their products and stuff. Because if you're engineering or manufacturing, not everything is really exciting. Some of it is really technical and boring. So you got to find that, that hard string that you can pull for people. So I talked to my husband, and I was like, Hey, do you care if I start my own freelance company, because I feel like that's gonna actually feed into everything that I love doing. I can work with different people at this time, are Simon, my 18-year-old daughter, and then we have two toddlers. And I was like, this way I can pick my hours and I can be home more for them, and not have to leave, I can keep my office at home and be able to do that work-life balance that I've craved so much. He's like, Yeah, go for it. So I started seeing solutions. And I am not like your, I don't want to...
Get to Know Sarah: Sarah is a logistics and supply chain expert. She is passionate about collaboration, transparency, diversity, and doing better business. She’s the host of the popular podcast Let’s Talk Supply Chain! Kris: Is the supply chain going to get better? Do you have a message for the supply chain professionals that might be listening today?Sarah: Yeah, and it's so important, right? What you said about the fact that we have not had any relief or you know, supply chain professionals supply chains in general haven't had the relief that we need. It's sort of been one disruption after another. And you know, I have multiple friends in the industry who are supply chain professionals. And throughout the pandemic, actually, I checked on a lot of Supply Chain Leaders, because what was happening was that they were checking on their people. But the people above them weren't necessarily checking up on them. And I think we're going to talk about this a little bit later on in the interview. But people are at the heart of the supply chain, people are at the heart of this industry. And we've got to really, and I started throughout the pandemic, a buddy check that I was doing every Friday to just encourage people to tag people in the industry to say, Hey, how are you doing? Hey, I'm thinking about you, hey, I'm just checking in. And it was really important. And it's still important to this day for us to be able to check in on each other and provide each other with a safe space to vent because they might not be able to vent within their current environment. And there are a lot of challenges, you know, and some people thrive on it. Right? That's why we're in the supply chain. We're natural problem solvers. And this gets us going and gets us excited. But then there's also the mental challenges around having to do that day after day and shifting and pivoting and And so really, really important to check up on each other, check in on ourselves, give them give ourselves some grace, give others grace for what we're going through, and you know, hopefully, we're gonna see some relief because supply chains, not just the people, but supply chains need a chance to be able to have some relief from all of this disruption. Erin: Can you tell us something about those relationships, and draw a picture for those of us not in the supply chain world?Sarah: Yeah, I mean, if you think about supply chain, right, it starts out with sourcing, right? So there's sourcing, there's purchasing or procurement, then there's manufacturing, then you're moving the goods, either by air, by truck, by ocean, then they go into a warehouse for distribution. And then they are out for delivery, either to a retail location or to a consumer's door. So if you think about the supply chain, as it is, and how many people are along the way of that chain, and how many people are involved, just to get one package to your door. relationships do matter. I was recently at TPM. And there the mantra of the conference was relationships matter. And it was bringing people back together, right, bringing people back together, bringing people back in person to really kick start those relationships. Again, we've kept some relationships going through zoom and different things like that. But the relationships really matter to a successful supply chain. And when you think about, you know, some of the other things that we're thinking about in the supply chain as well, which is diversity and inclusion and sustainability, relationships matter for those to be executed. And for us to all come together and collaborate, which I always say collaboration is the future of business. And for those audio only, I have a sign behind me. And that's what I'm pointing to. And so that collaboration, that relationship is really important for successful supply chains, successful businesses, and successful professional and personal life as well. Kris: What are the pain points in the supply chain right...
Lori: I’m going to start today’s episode by leading with a bit of a story of what I learned over my years of running my business. When I started, I was ignorant and thought that I had to do it all on my own and figure everything out by myself even though I truly had no idea what I was doing! For some reason, I had the belief that when I figured something out, I shouldn’t share it with others because they should have to figure it out on their own as well. As I have developed in my professional career, my thoughts around that have evolved and I actually feel the opposite way now! A couple of years ago I attended a networking event and met a new agency owner. She was in the same mindset as I was when I first started my business so I offered to connect with her and I just shared everything I learned in the 10 years I had been running my business. She was amazed that I would be so open with my experiences and from that connection, we now have such an amazing relationship where we share wins and send opportunities to each other. That brings us to today’s topic which is cooperating with your competition. Lori: Let’s dive into it! How would you two describe competition and co-opetition? Erin: When we're looking for definitions of competition, I think the good thing that competition does is it drives us to do better! Ultimately, competition is about the drive to achieve. There are a bunch of unhealthy things that can go with that, but that's the part that we need to keep alive and we need to kindle in our business and throughout our business. But co-opetition is a behavior and it's the behavior that helps you do better, and that helps you be better. So who or what is a better resource for achieving greatness than other folks doing what you do? So the co-opetition is really about achieving with your peers. Kris: When it comes to I guess the definition, I like to think of a pie and when it's competition, one company gets the whole pie and oftentimes there's a winner, and there's a loser because someone gets 100% of the pie and the other gets zero. But when it's co-opetition, there could be some sharing of the pie, and often, when we think about it in terms of business and going after a business deal and being rewarded and earning the business of a customer, my hope is that when we are cooperating with our peers to solve a problem for a customer, maybe the circumference of the pie can grow. Now, you might not get 100% like you were in competition, but if you're doing well for the customer, the customer wins and we win in helping to bring our strengths together to solve the problem for the customer. Lori: At what point did you start to think differently about your competition?Kris: I've always been an athlete, and I have been in individual sports like I ran cross country, and while there's a team aspect to cross country, there's also that individual aspect. I also played basketball and soccer where you need a team in order to succeed. I always loved team sports, and I loved bringing out the best in everyone that was competing and I feel like I learned that early on. Now, as I've grown and come to be a professional and I'm in my career and I'm going after business and running a company, I realize that we have strengths in our niche where we play and other friends and competitors out there who are competing for the dollars available inside a manufacturer, let's say, in a particular time period and they have dollars available. So we're kind of competing for those dollars, but to solve the problem for the customer, we can bring our strengths, but our strengths don't always meet the full needs of what the customer is looking for. So that's when I started to realize that if we bring these other people in who have these great resources and ideas, and the strengths and the gap areas that we don't fit, we could actually be stronger together! Erin: When I began my endeavor in manufacturing, I was very wary and I wasn't sure...
Kris: As a former leader in a global manufacturing organization responsible for growing equipment and aftermarket sales, and now a leader of a digital eCommerce company, I am often reminded how much things have changed in just the past twenty years. I mean, I can remember when I was so excited to get a Blackberry phone (remember those?) so that when I was traveling to remote mining areas and arrived at my hotel, I wouldn’t have to hook up my laptop to the dial-up hotel internet connection just to check my emails to make sure I didn’t miss anything important before going in to visit my customer the next day. It was so much faster to check them from my Blackberry, and for me, this was roughly 2007. Fast forward to today, now if a manufacturer were to roll out an eCommerce solution like Equip, if I were still that same sales leader visiting my customer, I would be able to stand next to their machine in the pit and pull up full product bills of materials, identify the products from a 3D interactive drawing, add them to a shopping cart and send them a quotation all from a smartphone or tablet. The customer experience opportunities are incredibly different today for those manufacturers who are ready to make the leap into digital self-service. And this is just one example of the type of digital services available. This takes us to today’s topic - Manufacturing and Digital Transformation where we’re going to talk about manufacturers and their journey toward digital transformation. Kris: Let’s get into it. To set the stage, Erin and Lori, I would like to hear how each of you define digital transformation for the manufacturing industry?Erin: One thing it always goes back to his business goals. Your business goals should define your approach to digital transformation. In manufacturing, I see a couple of things that define digital transformation. The first is digital transformation as cultural transformation. So opening the business culture to digital tools, be in sales, operations production is a cultural change. And so the digital transformation has an impact on everyone, and how they identify as part of the organization. The next component of digital transformation is maintenance or growth strategy for your business. So tools like eCommerce, ERP, automation are becoming sort of the oxygen of all businesses, and manufacturing is no different. So to breathe, to grow, it can't be ignored, digital transformation is going to be foundational. Lori: I resonate with everything you said, and especially the cultural component because regardless of any transformation that you are incorporating into your business, you've got to get everyone on board and it's sometimes very challenging to do that if this is the way we've always been doing it for the last 40 years and you're trying to teach an old dog new tricks. I like to compare it to what manufacturing has been doing already with regards to automation, robotics, and creating efficiencies in their business, I think it's no different when you're looking at other segments of the business such as marketing, sales, and the communications and that relationship and that nurturing and it's just taking that transformation or that evolution of what's happening, and applying it to different segments of the business. You mentioned ERP systems, which are taking all elements of your business and combining them into one extremely useful digital tool and resource. But the critical component of that is the adoption of getting all components together and then getting all of the business on board with how to use that component. If you're looking at marketing automation, you need the sales and the marketing team working together on the same page and it's all about maximizing the relationships. COVID taught us real quickly that you can have relationships that aren't in person shaking hands, and that you can still nurture and create new connections. Kris: I know there have been numerous articles written about...
Erin: I’m super excited about today’s topic because social selling is really what brought the three of us together. Kris and I have been guests on Sam Gupta’s awesome eCommerce LinkedIn Live panel. That’s how we got to know each other and now we’ve become good friends. Lori, this podcast has been a favorite for a long time and I’ve really gotten to know you through your wonderful content. Together we’ve all utilized content and digital platforms to build relationships. We are able to move our prospects through the funnel in a way that is warm, genuine, and provides value - even though it all takes place online. That’s the beauty of social selling. But social selling isn’t just about content and friendships, all social networks exist to provide content and relationships - the key part here is business development. Successful sales have always been inherently social, because as our friend Greg Mischio reminds us (frequently!) your prospects must know you, like you, and trust you to move forward with the sale. The pandemic era obviously drove a lot of selling online, both in B2B and B2C. As a result, so many more sales professionals are using the tools of social sales like LinkedIn, podcasting, video-sharing, and CRM-related applications. So there’s the social side, which I think all sales professionals are naturally gifted at, but the technical side can be a bit of a head-scratcher - so that’s what I’d like us to focus on a bit today. Sound good Ladies? Lori: We’re ready! Erin: How do you guys use LinkedIn as a social selling tool? I mean, beyond the obvious - what are some of your special tips and tricks. Next, tell us about one other tool you use and why you think it is great.Lori: Probably because I spend hours on it on a daily basis, actually, and people are surprised when they hear me say that. The first thing you want to look at on your LinkedIn is optimizing your profile. I know you both understand that word optimizing, but not everyone that is listening really understands what that means. It's just making sure that when someone is searching for something that you're the one that shows up as a resource. We've heard of optimizing your website for Google, it's the same philosophy and concept with LinkedIn so that when someone looks at your profile, they realize what your true expertise is. Oftentimes, people think a LinkedIn profile should be structured like your resume and that's actually wrong. It's a beautiful place to tell your story and showcase what you want to be known for, and help put some perspective in other people's eyes on your expertise, but also to be found for your expertise as well. So start with your profile first and then you have to look at creating connections. When I'm looking at the connections, I'm genuinely looking to create relationships, but also to be a resource. I've gotten to the level where I have a follow button, and not just a connect button, which is a fun space to be. But it's all about adding value, and not selling. I know we've talked about this before that social media is about being social, the selling is something that happens after the fact because you've created that relationship, you've established trust, and people are comfortable because you've provided so much information of value that then they're interested in having that conversation of potentially creating a business relationship. One of my favorite tips is when someone reaches out and connects with me that I do not know, I have a two-part question that I respond back with them. My first question is, what is it about my profile that intrigued you to want to connect with me? And the second question is, how can I best be a resource to you on LinkedIn? That then starts a conversation and it also easily identifies those who are going direct for the sales pitch that I'm not interested in actually fostering a relationship with. But it's really fascinating because sometimes people connect without saying a reason...
Lori: Welcome to A BROADcast For Manufacturers. We are your hosts Lori Highby, Erin Courtenay, and Kris Harrington. Our first episode is really to share with you a little bit about us. We will be interviewing each other on our backgrounds, passions, and most importantly, why we are excited to be co-hosting A BROADcast For Manufacturers! Lori: I'm going to start by asking Kris a couple of questions. Kris, could you please tell us a bit about yourself? Kris: I love to eat. No, I live on a farm. Actually, as it comes to, I guess, my manufacturing story and a little bit of background of kind of how I've landed here, I spent some time in the US Navy. So I think what's interesting for me as I was always a natural athlete in school. So I just love to work with my hands. You know, I think the one thing about sports is that I'm just that kinesthetic, naturally. So any time I can be doing something with my hands, I'm happy. So one of the ways that I could use my hands and travel the world, which was also a dream for me was to join the Navy. So I started before I ever went to school, I was in the Navy. After I left the Navy, I was a machinist mate just to share that as well. After I left the Navy, I went to work here in Milwaukee at Brady company, and I worked on the manufacturing floor. So I ran a machine I started off on second shift, then I moved to third shift, I worked in a cleanroom environment, but I was responsible for, you know, picking the materials that I was going to run on my machine, setting up the machine, and then producing products that would be eventually packed and sold to our customers. So I have that experience of actually working on machinery as well. I went to work for We Energies, you know, those of us that are from Wisconsin, we know that they are the local electrical and gas company here, but I located underground utilities for a while. So when I did that, I was outside working with construction companies and wherever they were building or digging or, you know, doing any work outside that you had to locate those underground utilities to make it safe. For those. I was kind of a part of that. So that's just some fun part of my background. So I was a non-traditional student when I decided to eventually go to school. I did choose Marquette University here in Milwaukee, Wisconsin. So I think I started at Marquette and about the age of 28. So I was older, um, you know, I thought I was going to going to school for physical therapy. Because I, again, am naturally sports-oriented, and I just wanted to work with sports teams and in heart and help on the physical therapy side. But what I realized when I got to school is that I really wasn't good at chemistry and biology. But I couldn't wrap my head around it. I just didn't understand why we need to learn chemical formulas and all these other things and, you know, dissect animals. Yeah, and things of that nature as already having been an adult and, you know, being responsible for things. I didn't understand the application of that. So I had gone to a counselor to say, hey, I don't know what I'm doing here. And I'm, I'm spending a lot of money at Marquette. And if I'm not going to do well, I got to get out of this. And he asked me a few questions and suggested that I start at the School of Business. And the next year, I went into the school of business and I can tell you everything clicked for me. It was awesome: media, economics, accounting, finance. I had intuitively learned through working and living and having my own adult responsibilities, but now I was getting this broader and deeper understanding of things. So my first real career move after I graduated from Marquette was to start at Bucyrus international here in South Milwaukee, Wisconsin. They were a manufacturer of mining equipment, very large surface mining equipment. During my time there, mining was really growing. Mining itself is very cyclical. And they had just come out of a very down period. And I...