Episode 176
Built Tough: Women Leading Manufacturing Becca and Jennifer
Two Gen X women who worked their way through male-dominated manufacturing share stories about earning respect, managing up, and why facts beat emotions every time. Becca and Jennifer reunite with Brad who used to manage them back when they all worked at Bucyrus to discuss leadership lessons.
Both women rose from early roles to director level positions Becca now leads marketing at Super Products making truck mounted vacuums, while Jen oversees materials management. Their journeys reveal how women succeed in heavy manufacturing through pragmatism, strategic thinking, and refusing to accept limitations.
Both emphasize that good leadership means listening, showing empathy within boundaries, teaching and mentoring, and never micromanaging. Jennifer's rule: if you come to her with a problem, bring at least one potential solution. She won't do your job for you but will remove roadblocks.
Highlights:
- Jennifer and Becca share stories about what it was like to work with Brad.
- State your worth during hiring negotiations - advocate for yourself from day one.
- Discussion on if manufacturing has changed for women in the last 20 years.
- How many men in the industry actually act as big brothers looking out for women in the field.
- Managing up requires making complex issues understandable to those above you.
- Gen Z candidates may not understand professional boundaries or realistic skill levels.
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Transcript
Welcome back to Bluecaller BS, Brad. How you doing today, my friend?
Brad Herda (:And wonderful Mr. Stephen Doyle and how is Detroit Motor City today?
Steve Doyle (:You know, last night we had we actually had tornado warnings in the middle of the night. Yeah, in the middle of night I was actually really surprised we actually did. We did go to shelter in place so that was that was kind of cool not done that before. You know so. All my yeah, the woods did survive. I didn't have to clean up anything in the yard, so that's fantastic other than the dog crap. So you know been a good day so far.
Brad Herda (:We had actual tornadoes here in Wisconsin last night.
Brad Herda (:All your trees survive?
Brad Herda (:Perfect. Did you do it well? Did you do that? Did you do that? Any job worth doing is worth doing well, Steve. You know that,
Steve Doyle (:I did that. I do that phenomenally. I mean, I do it so well that my daughter actually realized that there was poop hanging from the branches in the woods. That's how good I do it. It is a whole nother show. So so Brad, who do we have on the show today?
Brad Herda (:That is a whole nother show.
Mabie (:Does your dog fly?
Becca (:you
Brad Herda (:So on the show today, we are blessed to have two former colleagues that I used to work with back in the day at BuSaris who we have Becca and Jennifer. Becca worked with us at BuSaris and customer relations and special e-business. And now she's in marketing doing all sorts of things that Jen has no idea what else she does. And then I have Jennifer maybe who is
my most challenging hire. I shouldn't say most challenging. I will go with most challenging hire in my career process. And it worked out well for both of us. I will say that. So welcome to the show, Becca and Jen. How are you guys?
Steve Doyle (:You
Mabie (:Yeah, you're right.
Becca (:think that means you're his favorite. You're his favorite.
Becca (:Wonderful. Thanks for having us.
Mabie (:Yes, wonderful. Thank you for having us.
Brad Herda (:That's what they say now.
Steve Doyle (:that sounds so canned. I'm really, really the pre-show was a lot more spicier than this. before I forget and we get into the spice throwing of Brad, which will be great, Becca and Jen, which generations do you guys identify with?
Becca (:something.
Becca (:So I was brought up as a Gen Xer, but apparently now I'm considered a millennial.
Steve Doyle (:Brad Herda (02:20.357)
Not now, not considered now, you always have been.
Becca (:Well, no, whenever it changed, because I remember being in school being told I was a Gen X. But there's also this magical Zillennials I've heard about that's like this little 10 year bucket where I think I fall more into. But I mean, I identify as a Gen X. Can I say that? I self identify as a Gen Xer.
Steve Doyle (:you
Brad Herda (:Yeah, they lied.
Steve Doyle (:Yeah. Yeah. You can. No, we are. We is be Gen X. All right, Jen.
Brad Herda (:Sure, you can. can. Steve tries that all the time.
Mabie (:Well, add it to your signature, so we know.
Becca (:Okay. Right. Well, I have no pronouns, but maybe I'll add in the I identify as Gen X.
Steve Doyle (:You
Brad Herda (:Right next to your pronoun.
Mabie (:Great, great, great.
Steve Doyle (:There we go. There we go. All right, Jen.
Brad Herda (:There you go.
Mabie (:I am Gen X through and through. However, I will say my father was born in 1933, so I was raised quite a bit differently. My parents were a lot older than most of the people that in my age group basically, or the people I went to school with. So I'm a little different, I think. Yeah. Yep, you got it right here.
Steve Doyle (:Mm-hmm.
Brad Herda (:No shit.
Steve Doyle (:I'm
Becca (:You heard her say it, Brad.
Steve Doyle (:That's awesome. That's awesome.
Brad Herda (:Different is an understatement. Challenging would be a good word too.
Mabie (:Yeah.
Steve Doyle (:You
Mabie (:challenging that is for sure. Yeah. Yeah. There were no there were no trophies for participation in my family. If you're up you're in the game.
Steve Doyle (:That is amazing. That is amazing.
Steve Doyle (:I love that. I absolutely love that. tell us about a little bit. So obviously our listeners know you guys have some affiliation with Brad in your past lives. Tell us a little bit about that and then kind of where you're transitioned to now. Yeah, we're gonna go down that path and it's gonna be memory lane and I'm gonna love this.
Becca (:Should we start like easy with me or have Jen just go for it? Maybe Jen just slow or slow roll into it. Okay. so Brad and I worked together in the aftermarket parts side of the business at B-Syrus. I, didn't do a lot directly with each other, but I think I worked probably more with his colleagues. then Brad and I usually probably just got to joke around more than anything else. And then the infamous disaster outings is.
Steve Doyle (:Let's go easy and then we'll and then we'll get into the blast fest. Yeah.
Becca (:You know, really built a strong bond with me and Brad, as well as the other UC family members. Right. I mean, how can you go wrong? Right. See, that was easy. Now, now John's going to maybe tear it up a little bit.
Brad Herda (:and alcohol.
Steve Doyle (:Yep, always a great combination. Yeah.
That was easy. right. All right, Jen.
Brad Herda (:That was easy.
Mabie (:Alright, So I remember, I actually remember where I was standing when I first talked to Mr. Herda. He called to, yes, he called to offer me a job in subcontracting for Bucyrus. And I turned down what he was offering salary-wise.
Steve Doyle (:I like the clearing of the throat by the way
Steve Doyle (:Mr. Herda
Mabie (:and told him what I wanted and that I was worth it.
Steve Doyle (:Wow.
Becca (:Was she worth it, Brad?
Mabie (:Yep.
Brad Herda (:Fact was, then so then so here's the rest of that story, right? So the rest of that story goes OK, great. So we're in this very male dominated industry back in the mining days, right? And it was not there. There very few women outside of administrative roles or HR or finance, right? It was pretty much very much male dominated, particularly when Jen was starting.
Becca (:Ha
Steve Doyle (:Yeah.
Mabie (:Yes,
Brad Herda (:So I to go back to my director and say, okay, great. And fight for the opportunity because it was a great interview. was, things were there. She, Jennifer has the knowledge, the skills and the ability to do the job. But, the, the folks that were holding the purse strings were, were not excited about what needed to take place to move forward. so I had to make the fight, made the fight and made sure that she understood that, Hey, I can do this.
But at the end of the year, when you get like zero raise, no, cause you're maxed out. We are at the, we are going in at the ceiling. So be prepared and be ready and don't get pissed at me when something comes by later on. So don't get pissed at me. And we made it work and, it was awesome.
Steve Doyle (:Mm-hmm.
Becca (:When was that? What year was that?
Steve Doyle (:Excellent.
Mabie (:man, yeah, 2005 or 2006, yeah. yeah, my interview with Brad was a really good interview. And I knew that he was going to challenge me and I also knew that I wasn't always going to get along with him.
Brad Herda (:05, 2005 or 2006.
Steve Doyle (:All right, so as you're...
Mabie (:But in a good way. I mean...
Brad Herda (:Holy shit, was 2000, well let's see here. Let's see, did you change it? Did you put any extra stuff in there? No, it says 07 on your LinkedIn profile. I don't think that's right.
Mabie (:because our lesson is...
Mabie (:No, I don't think that's right either. But anyway.
Steve Doyle (:All right, Jen, so help clear something up for me. So you just mentioned that as you were going through the interview process, you knew it was going to be tough to work with Brad.
Becca (:you
Brad Herda (:That's not what she said, that's what you might have heard.
Steve Doyle (:That's what I heard. That's what I heard. That's why I want a little clarification.
Mabie (:So what I meant by that, would be challenging. doesn't sugarcoat things. He doesn't. And I prefer, my personality prefers somebody that's gonna tell you like it is. And that's one of the reasons why I think I've done well in the industries that I've been in because there's not much sugarcoating in mining or heavy equipment.
Steve Doyle (:Okay.
Steve Doyle (:No, he does not.
Steve Doyle (:Mm-hmm.
Brad Herda (:unless you're in marketing.
Mabie (:Yeah, you know.
Steve Doyle (:You
Becca (:mean, we got fairy plums and lollipops that we have to kind of put on top of the pragmatic stuff sometimes.
Mabie (:No, Becca's cut from the same cloth as I am. She really is. So we're both pragmatic. was different in the fact that I'd had bosses before that probably got to the roles that they were in. Maybe not so much by knowing than maybe by status. I don't know if that makes any sense to you.
Steve Doyle (:Mm-hmm. Yep.
Brad Herda (:Personal power over title power.
Mabie (:sharp useless look-a-bottom type of thing. well I just need an artist!
Becca (:I I would say we all know several people that would meet that criteria.
Mabie (:Yeah. So, yeah.
Steve Doyle (:Excellent.
Brad Herda (:There's one gentleman that comes right to top of mind.
Becca (:Just one.
Mabie (:yeah.
Steve Doyle (:Just one. I love it. love it. All right. Excellent. So now that you're no longer working with Brad, tell us tell us kind of where like where you guys are now. And then we'll get back to some stories with Brad, like where are you guys at? What are you guys doing? And then we're to get back to Brad.
Brad Herda (:There's one for sure.
Becca (:so I'm the director of marketing at super products. we make giant truck mounted vacuums, very niche, for anyone outside of this industry, but we make hydro excavator. So they compete with the traditional yellow diggers. We make sewer cleaners. so, our customers really deal with like the dirty jobs. but they're really, they're important. and it's.
It's kind of fun because again, it's different. So there's a lot to talk about when it comes to like what we do as a company.
That's my short version.
Mabie (:And I am the director of materials here, so I oversee... shut up.
Brad Herda (:to wreck.
Look at you.
Becca (:We're both directors, Brad. We grew up, we're not little kids anymore. The wrinkles show it.
Steve Doyle (:Woo.
Mabie (:Yeah, so I oversee the warehouse, cycle counters, production planning, and buying. So anything materials falls my way.
Brad Herda (:Yes, sir.
Becca (:The good and the bad.
Mabie (:And it's a lot of, yeah, well, let's just, yeah, yes. Yeah. So.
Becca (:You're welcome.
Steve Doyle (:Excellent, excellent, excellent, excellent. Go for it, Brad. What was your question?
Brad Herda (:I got, I got, so.
So obviously you guys have both been in a very, in heavy manufacturing, right? It's not just stamp steel parts. Here's what it is. It's it's larger components, things that just don't fit in an envelope and they move around the globe. also probably again, very male dominated. How have your experiences been getting through, through the industry and how are you seeing it different today than maybe what it was when you first got into
those arenas two and half to two and a half decades ago.
Becca (:So it's definitely changed, but I don't know that it necessarily changed because different roles. mean, I'm a tomboy. grew up with playing sports with two brothers and more friends with boys than girls. So for me, working with more men and has always been like a natural thing. Girls tend to get really catty sometimes. So again, it's always been like an easy fit for me to play into it. know. Crazy.
Steve Doyle (:really?
Becca (:I feel as though maybe things for me seem a little more difficult now, but I think this is me getting older. Like when I was younger dealing with it, maybe like some of the older colleagues were nicer to me because they were trying to take care of me. And a lot of times I would say pretty much at every one of the manufacturers I worked for, I've always had big brothers always kind of looking out for me. So I...
I've never really had a hard time with it. mean, I've definitely experienced sexual harassment comments, maybe inappropriate advancements, especially in marketing. We go out to dinner. We're going to go out and have cocktails. But I'd say generally my colleagues have always looked out for I don't think we're colleagues at that point, but that's probably always a safe idea. Right.
Brad Herda (:This is why I leave the pool parties.
Steve Doyle (:you
Brad Herda (:That is true. There are some of those, there are some of those astral outings. I'm like, yeah, I'm out of here. I don't need to know. I'm gone. I wasn't there when it happened. I don't know. can claim ignorance.
Steve Doyle (:Yep.
Becca (:Correct.
Steve Doyle (:Yep. Yep.
Mabie (:But were there pineapples? Were there pineapples? okay. Well, never mind.
Becca (:What is this?
Brad Herda (:I have no idea.
Becca (:All right, Jen, you can go about your experience.
Steve Doyle (:Wow. All right. This kind of show I like it.
Mabie (:honest with you I don't think it's gotten any better from a materials standpoint. I fight just as hard as I did when I was younger the only difference is right now I'm a lot bitchier and I don't give a shit so I'll let you have it type of thing. I guess it's just being getting older and choosing your battles you know but unfortunately
Steve Doyle (:Mm-hmm.
Steve Doyle (:I it.
Mabie (:You know, I still run across the salesman that, you I remember once when I worked for GE, I had to buy a new drying oven for SMT line. And I had a salesman come in and talk to myself and Lauren, who I still talk to. He was my boss at the time. And the guy sat down and was talked only to Lauren, didn't talk to me. And the only time he did talk to me was to turn to me and say,
You know how this works, right? It's like a great big cookie oven. And I remember looking at him.
Brad Herda (:my God, and you just didn't blow up Adam at that point in time and say, fuck you get out of here.
Becca (:It's like a good throat punch moment.
Mabie (:I, well first I looked at Lauren because this is before the Bucyrus days, okay, so I was 20.
two maybe? And I looked at Lauren and he could see that I was ticked and Lauren just sat back and shook his head and I turned to the guy and I said to him, you can leave now. And he looked at, the guy looked at Lauren for confirmation and Lauren's like, you heard what she said, she has the checkbook, get out.
Brad Herda (:Ish.
Steve Doyle (:Hahaha!
Becca (:mean kudos to that though, because you had your back. I mean that doesn't happen all the time. So that was good.
Steve Doyle (:Right? Yeah.
Mabie (:Yes. Yeah. So I will, no, no, I will say I have been fortunate. Brad included that I've had bosses and mentors seriously that have looked out for me. Probably when they shouldn't have had to, but they did anyway. So Lauren was one of them. Brad was an advocate for me as well. But, you know, I still run into, you know, it's a male dominated industry. I still run into,
a of challenges but I'm a pragmatic person so I'll beat you down with facts every day. So and that's how I come at it. I don't come at it with emotion anymore.
Steve Doyle (:Did you take that from Brad?
Brad Herda (:No, they're her facts, though. They're not the facts. They're her facts.
Becca (:You
Steve Doyle (:I want to see this. I know now I want to see this. I saw the lasers and the throat punch coming.
Becca (:That was good to say. Lucky you're not in that room with her right now.
Mabie (:They're... fearful.
Brad Herda (:You
Mabie (:No, it's always, you know, you can get emotional about anything, you know, the facts, know, dollars and cents or facts and that kind of stuff will win at the end of the day every time.
Steve Doyle (:Right. Yep.
Mabie (:So I think when you're younger, obviously you don't have that skill about you or it's not refined. So when I say that I don't give a shit today, I do. I just approach it differently.
Steve Doyle (:Mm-hmm.
Becca (:Well, and you have the experience of it, right? Like it's not your first rodeo. It's not the first time you've experienced that with someone treating you that way.
Mabie (:I
Mabie (:I'm a professional bull rider, guaranteed,
Steve Doyle (:Yeah.
Brad Herda (:There's truth to that You have you've gone to hell and back. There's no doubt multiple times for many different things and I still remember when we when you went from the buying role into your leadership role in the purchasing group and the first one of the first meetings that you went off to for the war room meeting No more than ten minutes after that meeting was over before you were back in the office I got a phone call from from a person saying hey, what's really going on with this job?
Mabie (:haha
Becca (:Hahaha
Brad Herda (:I said, Well, what did Jen say? He said, dot to dot to da. But is that right? I said, Why are you asking me that question? Go talk to her right? What she told you is what she told you. I trust that she's gonna tell you the truth. Why are you asking me that question? And they were very taken aback by that. I'm like, that's I don't need to answer that question. That's your job. Go do your fucking job. Not my job to go do it. It's your job. Go handle it.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Mabie (:Yep, I still run into it to this day. It drives me nuts.
Steve Doyle (:So question on that for you, Jen. How are you working with like the younger generation to instill that more of that matter of factness that you have about you to help kind of break down the stigma that they're just gonna, you know, go take it, cry about it, whine about it aspect that they may have.
Brad Herda (:Thank
Mabie (:I with it, I'm not going lie, because there's a big percentage of me that wants to tell them, you know, let's pull up our panties a little bit, suck it up and get it done. You know, I pay you as a professional to do something. But I also believe that I have an obligation to work with people to an extent. I mean, you can lead a horse to water, right? There are some people that it's just, it's just not going to work.
Steve Doyle (:Mm-hmm. Yep.
Brad Herda (:She's got two by fours and brooms back there. It's amazing what she can beat people.
Steve Doyle (:What?
Mabie (:I actually have a poker stick. And Becca knows that. It sits in the corner of my office. But just in case. So I'll give you a good example. I've told people throughout my career, especially in a leadership role, I don't lie when I say my door is open. It is. But if you're coming in here with a problem,
Becca (:you
Becca (:Just in case. Just Just in case.
Mabie (:You better have some kind of a solution in your brain by the time you come in by me. I will not do your job for you. I won't do it. I won't do it. I will help you. I will help you and I will take away roadblocks. That's what I tell all my people, but it hits home more with the younger group because...
Steve Doyle (:Mm-hmm.
Mabie (:If you want to grow, you have to your own ownership and you have to learn. And me doing it for you, it's almost like raising a little child, right? You're to do everything for your kid? Then you're to have a 40-year-old living at home with you. I don't know.
Steve Doyle (:Yep.
Brad Herda (:Depends.
Becca (:Well, and honestly, that's part of the problem, right? So Brad's, depends is there's a lack of accountability. A lot of these kids and everyone wins a medal generation. They don't understand what it means to work hard for something. They think someone's always going to solve their issues for them. And that's obviously carried over into the professional world.
Steve Doyle (:Yeah.
Mabie (:Yeah. Yeah. It's the funniest thing is during the funniest thing is during like if you're talking about at the end of the year with the goals and everything like that. It always astonishes me when I get told, well, but I, you know, I did my job. Yeah, you, did your job. That's what we pay you for. But we also put a goal in place, which is
Becca (:you
Mabie (:above and beyond what you're being asked to do at your job. You know, it just, it floors me that that doesn't resonate with some people.
Mabie (:he's quiet. Look at him.
Steve Doyle (:I know he is. I'm liking this. I'm liking this. I'm...
Brad Herda (:Rebecca, how are so your world is totally different than Jen's obviously right it's a marketing world it has a lot more fluff that fluffs the wrong word but it has a lot more it has a lot yes rainbows and lollipops at times right and as as everybody believes they are a marketing professional professional in some way shape or form everybody can do
Becca (:Dairy dust.
Becca (:You got that right.
Brad Herda (:Everybody can do it better than you in your role everybody inside that building that you guys work at says no, you should take a picture like this. No, it should be that this isn't that and the other thing How are you carving out? your your lane of expertise and and helping Your team as well to be able to take ownership and accountability and responsibility for those areas that are typically very undefined
How are you navigating those experiences?
Becca (:That's a very fun question, Brad. When I started at Super Products, they didn't have any marketing. So I was basically given carte blanche, like figure this out. So with my years of experience in different places, I just started piecing it together and I had the support of our president as I was doing it. And I'm very pragmatic and obviously very outspoken. And I definitely ruffled a lot of feathers when I came in, but I knew what I was saying and I knew it was right. So I fought the battles and I proved it out.
right now, yes, everyone thinks they could do marketing better. Everyone can offer better merch because merch is so much fun. I love merch. Merch is so much fun. everyone
Brad Herda (:No, no, we need yetis. No, no, we don't need yetis because they're $85 a cup. Why are we giving away $85 cups?
Becca (:I have a great idea. Yeah. How about a rain jacket? but we need kid options. we need this. We need, you know, more, more sweatshirts, one with a hood, one without one with really like it should be like this much of my job is merch and at the end of the day, it should be going out to customers. And I want to give it cheap if it's going to be but that's not quite how that works either. One thing I what I do at this point in time because I have proven to be right.
on things that I'm going to argue with is when I get into situations where I'm being challenged by my VPs on something and I say, all right, fine, whatever you guys want. I don't care. They then look at me say, wait, what? You don't care? You have to care. That's not fun. Like you need to fight us on this. Like, so again, like this brother relationship, they literally just want to give me a hard time most of the time so that I have to fight and argue it.
Steve Doyle (:Hmm.
Steve Doyle (:Hehehehehe
Becca (:or there's like times about like picking where our booth should be within a trade show. and I've, there's one specific, I remember they said, no, we're no, no, no one ever goes over there. We shouldn't be over there. And I'm like, we should be, they changed the flow of it. I build out my argument. They all said, no, we didn't do it. They came back to me during the show. You were right. We should have listened to you. And I'm like, mm hmm.
Next time listen to me. Like that's not your job. You guys should be selling trucks. Like don't challenge me on certain things. Like I'm not going to be outspoken about something I don't know about. And if I'm wrong, I'll admit I'm wrong all day. But again, I'm not going to be loud about something that I'm not confident is right.
Steve Doyle (:laughter
Steve Doyle (:Mmm. Mmm.
Mabie (:in
Brad Herda (:So as you guys have gone through your careers, what in your opinion makes a great leader?
And what should that be? And how does that leadership characteristic that you guys feel is really important? How does that transcend generations?
Becca (:You want to that one first, Jen? Go for it.
Mabie (:I can, Empathetic to a point. I think leadership is a lot of listening. If you want to be a good leader, you need to listen.
Brad Herda (:So I listening and empathetic. Synonym synonym. Are they synonymous or are they different?
Mabie (:think they're different because it all depends upon what the conversation is and what's happening, right? So, there's, I can tell you that, you know, to a point when I say empathy to a point, because we are here to do a job, okay? We're here to run a business, but there's always a human aspect to it as well, both good and bad, okay? And I think you need to have your finger on that pulse. The other thing is,
being able to teach and mentor. I want to have somebody that works for me that can take my job if I get hit by a bus or if I advance. I'm not afraid of that. I want to have a bunch of people, at least one, that can do the things that I do so I don't get pigeonholed and nobody else in my group gets pigeonholed. I'm not afraid of something like that because I believe that you need to have succession plans for your people as well as yourself.
Steve Doyle (:Mm-hmm.
Mabie (:And you need to build the good part of being a good leader is having a good cohesive team as well. And that's hard, especially when you get into you start into a business. Yeah, When you start into a business and you have a team that's not your that you didn't build. When you build your own team, it's a lot easier. But dealing with things from the past, you know, that's a whole nother another set of being a leader.
Brad Herda (:You think?
Mabie (:Building a good cohesive team and building on their strengths and really, you know, taking part. also think part of leadership is you got to be boots on the ground with your folks. Sometimes you really do. I mean, if it's not one-on-ones, it's, let's go take a walk. That's one of my biggest things is come walk with me out on the floor. Let me show you some stuff because we don't see everything sitting on a chair behind it, behind our computers. I mean, that's not where it happens.
So that's my two cents.
Becca (:The other thing I'd add to what, yeah, the other thing I'd add to what John was just saying is just supporting your team. So like if you're in meetings and your employee is speaking up or proposing something that in that leadership role, like your job is to support your team. If you need to address something maybe that came up in that meeting that your employee said or did, or should have done different, you have that conversation separately. But when you're in a group with other colleagues, other leaders, other
you know, subordinates, you let that conversation go and then you address any difficult conversation in private, but in public you praise and you support your team.
Mabie (:Yeah, yeah, 100%. And that's also something that was, you I learned from Brad or that Brad really took to heart. know, if you've got to have a... If you have to have a critical conversation or a crucial conversation with somebody, you need to have it with that person. Okay? And that's just being respectful.
Becca (:Aww. I was just gonna say, all this love. Come on, Steve, you gotta bring it up.
Steve Doyle (:Well, we're going to get to this section. We're going to get to a section that I'm waiting for.
Becca (:you
Steve Doyle (:Mm-hmm.
Mabie (:You know, think also, Becca might agree with me on this, but also being a good leader is knowing how to manage up. Sometimes people that we report to maybe don't get into the nitty gritty or don't quite understand where we're coming from.
Brad Herda (:I know you guys were doing shit that I didn't know about or I didn't care about. It was okay. I didn't need to know. Just go make sure that nobody gets in trouble. I don't care.
Becca (:you
Mabie (:I managed the hell out of you and you know it. Just kidding. No, but I mean seriously. No, I'm not talking about micromanagement, I'm talking about managing up. If I've got, if something isn't understood, then I'm going to take the time and talk about the reasons and why things are.
Brad Herda (:I'm aware.
Becca (:You also, didn't micromanage though, obviously. Like you're not a micromanager.
Mm-hmm.
Brad Herda (:There was lots of, yeah, cause my job as that leader was to insulate you from all the shit that chair Terry or Charlie or, or Tim or Andy or whoever was had some stupid ass ideas of like, okay, great. Here we go. Or Agnew or whomever it's like, okay, great. Uh, cool. Uh, let me figure how I'm going to filter to this message so that I, the team just doesn't go ape shit and go, Oh my God. And morale's shot to hell. Even though that's what they're talking about. It's like, Hmm, no, no, we can't do that.
Becca (:Hahaha
Becca (:Mm-hmm.
Brad Herda (:So how do we insulate this?
Steve Doyle (:Mm-hmm.
Mabie (:And I still buffer a lot of, I think it's just the nature of the beast when you're in materials, but I buffer a lot to the people that work for me. And it's not that I don't think they can take it, it's that it's my responsibility and it doesn't need to fall on their shoulders, because ultimately at the end of the day, they fail, I fail. So.
Becca (:I always approach being a leader and a manager as a coach. I I grew up playing sports. I've coached, like, that's how I look at it. It's my team. My job is to help teach the skill sets and tweak things that need to so they can perform together so that we all win together. And then as a coach, you don't tell your players all the different politics going on behind the scenes. They're just there to do their job. And so that's kind what you have to do as a leader to your team. Make sure you take care of them.
Steve Doyle (:Right. So this is what I'm dying to know. We're kind of at that point in the show where we need to talk about Brad isms. I'm sure you guys have plenty of Brad isms, you know, over the years. So what were the some of the top things? I call them Brad isms. Top things that he said or done that you kind of just like. Let's go with the all right, I see where you're going, but. Now we're to do something different.
Becca (:Is that enough?
Becca (:That never happened.
Steve Doyle (:Never. What were some of those top ones you guys had?
Mabie (:No, no, no.
Mabie (:trying to think.
Brad Herda (:and stands out because I was perfect.
Becca (:I don't know, Brad, we didn't really spar very much. I probably sparred more with some people on your team, but more on like, arguing the customer side of things. And even that, I don't think we ever...
Steve Doyle (:Mm.
Becca (:Maybe on the Caterpillar side, I mean, I have a very vivid memory on one of your bosses who said we weren't allowed to have a customer visit come in for an inspection of some equipment. And I told him he had no idea what he was talking about because he's from a different world. And you just kind of laughed because I said, just because we have a different name doesn't mean what we're doing in this manufacturing facility or how we treat our customers has changed.
Brad Herda (:Correct. Yeah, that conversion was very challenging. Taking a very entrepreneurial organization and putting it into a very structured process-driven organization was very interesting to go through.
Mabie (:Mm-hmm.
Becca (:chunky.
Becca (:Mm-hmm.
Brad Herda (:Blessed him do it for five years, but it was no regrets with it, but it was very it was very different I remember sitting in a in a conference room going through parts parts planning and different things and somebody that was there said at such she goes After you've been part of organization for about 10 or 12 years, you'll understand how this works. I'm like fuck you
Becca (:After you the yellow injection, you'll understand.
Steve Doyle (:Hahaha!
Mabie (:Yeah.
Brad Herda (:It's like no, no. Hey, you know what? I don't care how many bolts you want to have because if I don't have the $300,000 gear you don't get to sell bolts with it. It's OK.
Steve Doyle (:Mm-hmm.
Mabie (:Yep. I think.
Becca (:Yeah, so my brad isms are just brad kind of sitting processing and kind of laughing to himself kind of like he's done most of this call
Steve Doyle (:you
Mabie (:Brad was the devil's advocate. I'd come to him with a cat's ass, man. I thought I had everything lined up and ready to go. And I swear to God that he looked at that as a challenge and was like, have you thought of this? So, no, I'm not gonna say this.
Steve Doyle (:Yeah?
Becca (:you
Steve Doyle (:huh. He still does that.
Brad Herda (:And how, so, but how much of that was opportunity to learn and how much of it was really risks associated with the reality of the situation that maybe you were not paying, that wasn't from your viewpoint, you weren't looking at.
Mabie (:I now it was probably, so look, I think more it was things that I hadn't had the opportunity to learn yet. Because when you got me, was a purchasing manager at Certified Power. And then I came into a subcontracting role in a union shop. And I'm a chick. So for as much as I thought I knew everything,
Steve Doyle (:Mm-hmm.
Brad Herda (:Are you?
Becca (:Back to the pronouns. Hey, we're going back to those pronouns,
Brad Herda (:thought you were a wit.
Steve Doyle (:Wow, I didn't think we were.
Brad Herda (:thought you were a witch. thought there was something with the broom and I thought there was some other term or what.
Mabie (:So I'm south, you know, Becca's west and another coworker is east and we're looking for north. So just put the feelers out there. And when it all comes together, watch out.
Becca (:you
She is forming the covenant in my office.
Brad Herda (:But yes, it was learning opportunities. wasn't trying to be the asshole. But there were some of those things though that within the team as it grew, I had to learn that being that quote unquote devil's advocate or the, what's wrong with this picture? Because I was a mismatch matcher. could see what was wrong before I saw what was right. I needed to change my behaviors with certain individuals because it was like they were never going to come and ask questions because it was always raining on the parade.
Steve Doyle (:Hehehehehe
Mabie (:So I think it was a learning opportunity. No.
Steve Doyle (:Okay.
Mabie (:can see that. I didn't necessarily take it as you were raining on my parade. It's just, I think it, well, yeah. But I mean, at the time I did because I thought, know, I got this. I, this is, you know, I know what I'm doing. But it's.
Becca (:Yes, she did. Yeah, she did. At the time you did.
Brad Herda (:You did. 90 % of it you had dialed in. There's no doubt.
Mabie (:generous, I think. I would say that's very generous. Because like I said, I went into a union shop where I had to go through some comments. remember, I'll leave the name out, I remember, know, Walton. No, no, not this one. I'm 100 % sure. I came bounding through the
Becca (:I would say that's very nice. That's high praise.
Becca (:Thank
Brad Herda (:Please don't, because he might be a guest on the show soon.
Becca (:This is probably who you were referring to originally, Brad.
Mabie (:No, I came bounding through the machine shop probably a couple of weeks after I started and gentleman pulls me aside and says, so you're in subcontract and that yeah, you know, I'm all happy and everything. And he said, so I saw one of our booms going down the road, you taking work out of here again? And I knew that the boom was going, going down the road to be stress relieved. And I remember telling him, well,
Seeing as our furnace is 65 feet long and our boom is 75 feet long, why don't you do the fucking math?
Steve Doyle (:Yeah.
Mabie (:And guess what? I never got picked on again.
Steve Doyle (:I love it. I love that.
Mabie (:So I will say I miss, I do miss you Cyrus. I do. I would have saved.
Brad Herda (:with many many great people and that and that has been dispersed across the land of many other opportunities for many different people and it's it's awesome so this is the part of the show that you get to have some fun we get to have some fun this is the this is the bite your tongue segment of the show so Becca any point in time career personal professional whatever you get to choose you get to choose the story where you may have or you should have bit your tongue
Becca (:Yes.
Steve Doyle (:Yes.
Brad Herda (:versus just going and making the statements that you did and what'd you learn from that opportunity?
Becca (:do you- so I need to tell the story? No!
Brad Herda (:You can. It'd be helpful to know. It makes it more fun.
Steve Doyle (:You can't, you don't have to.
Becca (:So this one is not as, so I think this would be my first job out of college. It was at an alternative dispute resolution office. And then we were, I don't know, into marketing, magical land. But it was a lot of like communications of what I did. Anyways.
Steve Doyle (:you
Becca (:There was a gal at the Ford Motor Company because we were handling Ford's warranty policies. We just we hated her. We hated dealing with her. Just she made life so difficult. Anywho, I wrote an email to my colleague, but accidentally sent it to her and said, this is why we hate this person. Like I forwarded her email and I'm like, and this is why we hate this person and da da da da da. And I sent it directly to her instead of my colleague.
Brad Herda (:Oops.
Becca (:Yep. Definitely. I maintain my employment, but I got on the phone and called her and apologized right away. Had a good coaching session with my boss. So he was good. He was just like, yeah. And again, we all felt that way about this particular person, but
Brad Herda (:And how much longer did you work there?
Mabie (:Thank
Becca (:Being my first job out of school, definitely a huge learning, like be careful what you put in writing because you never know like who you're accidentally gonna send it to or who's gonna happen to see it because it can be forwarded on.
Brad Herda (:Correct. How about you, Jen?
Mabie (:Man, there's so many good ones.
Brad Herda (:I'm sure there are.
Mabie (:guess I'll do a funny one. So this was second job. Yeah, so relatively new. And this is how to learn not to fish off the company pier. So started my job. yeah, yeah, bad. Started started my job and noticed that the one of the professionals that sat in our staff meeting was very good looking. So decided to date him.
Becca (:Thank
Mabie (:Nice rugby player, just awesome. Fell apart badly. So we would fight in production meetings. Yeah, not good. But I did summons him and he ended up moving to Arizona. So it worked out.
Becca (:Thank
Usually does.
Becca (:Do you summon Sim as part of the witchcraft? Okay.
Mabie (:I did. I said you need to go. But what I'm getting at is just nope, don't do it.
Brad Herda (:Wow, all right.
Mabie (:You
Brad Herda (:Do you got anything, Steve?
Mabie (:You
Brad Herda (:Okay, good, because I don't know how to top that. Fishing off the company peers. So yeah, let's just roll. I just want to thank you, Jen. Thank Steve for playing along with the roasting today. I appreciate that. Becca, I know you were. Yes, you were. And I appreciate that both from Becca and Jennifer to be kind.
Becca (:you
Becca (:we were gentle.
Mabie (:Three words gentle.
Brad Herda (:And I appreciate both of you very much and what you guys do for the manufacturing industry and how you improve that and keep it going and bring forward those great qualities of leadership that we all learned from our trainings and our workings together. I do appreciate that. And I appreciate you sharing your stories here on the blue car BS podcast today. So thank you very much.
Mabie (:Thank you.
Becca (:Absolutely. Thanks for having us. All right. Thanks. Bye guys.
Brad Herda (:All right. Have a great day. We'll see you later.
Brad Herda (:Hey, this is okay. We're back. We thought we were gone, but we're back now. Becca's holding out on us.
Becca (:you
Steve Doyle (:No, Yep.
Mabie (:Just go right into it.
Becca (:Special edition.
Brad Herda (:What? What are you have a you're not what Gen Z problem are we talking about here?
Becca (:So last year I hired a Gen Z employee.
Brad Herda (:At what age range roughly? Give us an older Gen Z, like just a high school Gen Z.
Becca (:younger. Well, no, like, so like, so I guess older Gen Z like recently recently out of school, like a year or two.
Mabie (:Younger.
Brad Herda (:Okay, so that's kind of the middle of the road because they're 28 to 15 years old right now. It's the Gen Z's. Okay.
Steve Doyle (:mid.
Becca (:Okay, so middle a couple years professional experience Yeah, she was she's the the nightmare stories that you guys hear about like these Gen Z kids She oversold herself in the interview. She interviewed great. She did everything right In marketing. Yep. I mean she did great
Brad Herda (:She's in marketing, right? OK.
Steve Doyle (:She had the duck face poses on her Insta site, like, hey.
Becca (:Well, and it's fun that you say that because then after when you start stalking on social media, she didn't really know the difference between the different platforms. like she put all her personal stuff on LinkedIn as well. So like the same thing she put on Facebook, like, or an Instagram she put on LinkedIn too, which is weird because especially in the personal side, that's not what you do. But I mean,
I generally work a hybrid schedule when she was there. was full time in the office to bring her on board. No problem with it. I thought she was in a good spot. It turned disastrous quick. mean, she sold herself as a graphic designer. I had a project I was working with her on. I asked her to send me a vector file and she's like, what's that?
Brad Herda (:Can't I just get that out of Canva?
Becca (:So all she, yeah, all she knew was Canva and a little bit of Photoshop. I mean, she, I gave her Adobe Illustrator files and I said, just change the dates on here and the name on here. She recreated in Photoshop and then couldn't figure out how to export it into the version of the formats I needed. So that started to be some red flags for me. And I'm like, hell, we're going into summer. I got to be back in the office all the time. Then I'm starting to hear that.
When I'm not there, she's in my office all the time. Okay, so she's hiding out in my office. Not that big of a deal, I guess, but then she's hiding so she's not working and not talking to people, not doing anything, right? And then...
Steve Doyle (:Mm-hmm.
Brad Herda (:It's like working from home.
Becca (:Ha, I get more done at home than I do. You see her glass doors? It is like a revolving door when I'm in the office. Anyways.
Steve Doyle (:Yeah.
Brad Herda (:because people want their merch. They want the right sweatshirt, the right glasses, the right whatever.
Steve Doyle (:They want the crop tops and the flask like.
Becca (:Yeah, so I have a merch closet there. So I had to talk to my Gen Z employee about her hours, because she's not working a full 40 hours. Had to have that conversation with her. She didn't like that. She didn't like that she had to actually work. So she's not knowing stuff, she's doing whatever. So I black out different times on my calendar, just so I'm working on different stuff, right? So she starts freaking out that I'm going to replace her.
And Jen and I had a lunch scheduled and I put it on our calendar for lunch because it was me a longer lunch because we were talking about stuff, right? Just work stuff, whatever else. She got herself worked up so much. She gave herself a migraine. She took the key to the closet, locked herself in the closet with the lights off with the key in there, sends me a message. I have a migraine. I'm in the dark closet. I'm like, huh? You're what? Like you have migraine. go home. No.
So I walked by the closet and I don't see her so I'm like what closet are you in? Like the doors locked, she's like yeah I have the key. I'm hiding in the corner so I don't get in trouble with HR.
Becca (:Okay, so it it read.
Brad Herda (:Wow, can't make this stuff up.
Mabie (:Like she's not kidding. She's not. I mean she even told- she was telling me this and I was like... What? Anyway.
Becca (:Yeah, red flags and I've talked to a couple of my other like friends about stuff. They're like, would you write this person up yet? And I'm like, well, no, they haven't even been here 90 days. Right. So I'm like, this whole thing still were in this trial period. Right. So, the Friday after I wrote her or the Friday after I told her she had a worker full or 40 hours, we were working on a graphic design. And again, I, as I mentioned, I have the coaching mentality.
So I'm not trying to tell her exactly what to do, especially in a creative world, right? Like maybe she's got a different thought. So like, if it's not laying out visually, I'm like kind of trying to coach her. like, just look, it's right there. Like just make a little tweak. Like what, you know, what else do you see? She decided that was condescending, went out to her car, called her boyfriend through a fit, wrote up a resignation letter. Like she just then ghosted me like from we're working on this project that's due. She just does not respond to me.
sends me a resignation letter basically saying I'm racist and homophobic. She goes to our IT guy, hands her computer and her phone and says, here, I'm gonna hit send and then I quit. He's like, hold on, you got to talk to HR. Like, that's not how this works. So then she went and interrupted one of her HR people who was actually on an interview to which then she had to then take her to another HR person, to our HR manager.
And kudos to her at that point. HR manager just let her talk. She's like, this is going to be bad. She took notes. I mean, she blew me up. I'm racist. I'm homophobic. All I do is talk about politics. All I do is talk about religion and all this stuff. Like, it's not me. I'm sure I have strong beliefs, but I'm not, I don't care what you believe. Just don't like be a jerk to me. Like just be a good person. Right? Like it's,
Steve Doyle (:you
Becca (:So I finally, two hours after I get this email, I finally get my HR manager calls me and tells me everything. And I'm like, my God, like this is all lies. And then I'm like scratching my head, like, where is she even getting this from? So, you know, what conversation did we have or did she overhear that she took and spun into something else? And then I had a scheduled meeting. was
my boss, our president, and our HR manager for first thing Monday morning because I want to get ahead of this. Like, it's not me. It's a total character. it just assassination, right? And anyone I've told this story to afterwards, we're like,
really you like, yeah, comments are made, but never I'm not the one making those jokes or saying anything. So there was a little bit so I had the meeting with my boss and HR had to explain some stuff, tried to figure out where some of these comments might have came from. There was an investigation, like they talked to Jen, they talked to some other people like
who were around, because I was like, you can talk to this person or that person. Like, this isn't. So luckily that kind of subsided. But honestly, I am convinced because that happened, I am not allowed to replace that position. And now I've still been a team of one doing like three people's job.
Mabie (:But I get it. I do because it was bad
Brad Herda (:So, so what did so from both your perspectives, what have you learned through the potential interview process and or that 30 6090 day window? What have you learned or what can you do to to improve and avoid a replication?
Steve Doyle (:Mm-hmm. Mm.
Becca (:terrible.
Becca (:Well, I think some of it you just never know who's walking through the door, right? Like, we can absolutely ask better questions. is your favorite. But we can absolutely ask better questions, more example based questions. I mean, for me, again, back to the whole graphic thing, like I'm absolutely gonna ask more questions around just and it's simple graphic stuff. If you say you're a graphic designer.
Brad Herda (:true. Right. Shit. I Jen walk through the door. Fuck. That was a mistake. Right. I mean, come on.
Mabie (:you man
Becca (:Like, you know these things. So like for me, I would never ask that question because most people aren't gonna portray themselves as that, or at least us old people won't, right? Like these younger kids coming in, growing up with Canva and the different design tools.
they might think that literally they are like they may not think that they're lying about it right so it's just really trying to understand more I mean she gave me printed images she told me where she posted all this stuff like where like so she answered all the questions that one would have thought was needed but I don't know I again at the end of the day I still go back to you just don't know who's walking through no matter how many people sign off on things now I will also tell you this
Steve Doyle (:Mm-hmm.
Becca (:Our HR manager had red flags about this Gen Z during the interviews, I fought for her to be hired. My, couple other people who interviewed fought for her to be hired. So HR had some red flags, but it was like vague red flags, but there was just something she caught that she was just, it wasn't settling. So that's been, you value taken into consideration with all interviews, just moving forward as well.
Brad Herda (:That's why Jennifer didn't interview with anybody else.
Mabie (:Yeah, I wouldn't have had a chance in health. They would have been like, escort that bitch out of here. Nuh-uh.
Becca (:Abort! Abort!
Brad Herda (:You want to do what?
You want to pair how much?
Mabie (:Yeah.
That's right, baby.
Becca (:Hahaha.
Steve Doyle (:That's awesome
Mabie (:No, you know, there's, I almost wish, I think, because I've had, I didn't add to Becca's degree, but you know, I had a gentleman.
Seemed to know all the right answers to the questions. You know, and I was, I'm very transparent when I talk to people. I told them, I said, this position, it's a tough one. It's a tough group. They need a lot of leadership. They need, you know, someone to bring them together and stop the wild west. Oh yeah. Yep. Yep. I asked for examples and I don't know what we chased him out of here in what, three and a half months, maybe he just broke. He just drove off.
Becca (:No hands.
Becca (:Did he make three months?
Mabie (:knows it. yeah I said I was sitting here and I'm watching them at 10 o'clock and there he goes with his Mustang and I'm like shit.
Steve Doyle (:No.
Becca (:But he also wasn't Gen Z though, was he? he was. Just some of it I wonder too, is it the younger generations or is it just post-COVID world that we live in where everyone's just crazy?
Mabie (:Yes. Yeah.
Mabie (:I don't know.
Brad Herda (:No, there's it's it's different, right? It's a it's you got to be. And this is where manufacturing loses loses to a lot of other organizations is because most manufacturing organizations aren't creating that sense of belonging purpose or community that the younger generation, the Gen Z and some of the younger millennials want to be part of. Right. So if it goes through Maslow's hierarchy of needs, that's that third level is where people want to be.
Steve Doyle (:Mm-hmm.
Becca (:Mm-hmm.
Brad Herda (:It's not about the money. It's not about the stuff. It's not it's do I have a sense of belonging? Do I have a sense of community? Do I have a purpose? And and too often manufacturing organizations get too siloed. And then we become that we have the fights over the wall where people are throwing grenades and it's it's it's shitty and it's a bad environment and it doesn't work. And you got marketing fighting with manufacturing and manufacturing fighting with procurement, procurement fighting with executives and sales teams going fuck. Nobody can do anything and.
:where we were all trying to go on that same mission, same vision. And too often manufacturing segregates that, right? I'm very confident that, your targets and your goals for your department contradict those of the sales group and or manufacturer.
Mabie (:And that, yes. So the short answer is yes. And what drives me absolutely crazy is when you have, you don't have that cohesiveness, then you've got the, I'm out for myself. I'm not, know, screw your goals. I'm going to do mine. And in the long run, what happens is everybody loses. Right? So one of the things that I'll be selfish here, but one of the things that
Steve Doyle (:Mm-hmm.
Mabie (:I wanted everybody to have on their goals this year, and I mean everybody, was inventory accuracy. And I can point it towards it being a good thing for every segment of this manufacturing. So we're not over buying. We have the right product when we need it. We're able to sell the trucks that we need to sell. We're making the appropriate turns. And to have anybody just tell you, well, that's not my problem. That's materials.
problem, you deal with that. Well, okay, we'll have a conversation about that.
Brad Herda (:Well, in that inventory, all that does is to chew up capital, which means you can't do other things. You can't do R and D. You can't hire another marketing person. You can't go to the show. can't do it the cash is all tied up on shit on the shelves that nobody knows that it's there. Right. I mean, I recall when we first started as our international sourcing and Rohit came with a gearing program out of South Korea and he had this massive, massive cost reduction.
Steve Doyle (:Mm-hmm.
Brad Herda (:And he was going to make his goal and make his target. But from the product group perspective, like, I'm not going to take that risk. We're all for 27 on gearing from new sources. Not willing to do it. I'm willing to say to your have that conversation with his boss, say, great. He brought the idea. He brought the three hundred thousand four thousand dollars of cost savings just because I said no, he shouldn't be penalized for the opportunity. Right. And like, you from my perspective, you met your goal just because it didn't actually materialize. You still met your goal. And
Steve Doyle (:Mm-hmm.
Brad Herda (:That is not conversations most people are willing to
Mabie (:The other thing too that, it's a tough conversation, well, the other thing too is, you know, if you're, it depends on your background. think a lot of times people in purchasing get a bad rap and maybe rightfully so. If they don't have, if, if, if rightfully, because we're all demons, right, you know, you know, right to the core. But, if you don't have a planning background and you don't understand manufacturing and manufacturing.
Steve Doyle (:Yeah, rightfully so. Rightfully so. Yep.
Becca (:You
Mabie (:manufacturability. You can get all the cost savings in the world and I send a gyro to the shop floor, it's a piece of shit and it takes the guys two extra hours to fit it into a blower. I've lost all cost savings and I've made it harder out on the floor. That's why you can't just wipe your hands of it. You have to look at all of it. I don't care.
Brad Herda (:Total cost acquisition.
Brad Herda (:But you got it for four bucks last, Jen. It's okay.
Mabie (:No, I'm not buying that because if it's harder out of the shop, we're still spending money. And that's the problem because a lot of the other purchase. I know a lot of the other purchasing people that I've talked with don't see it that way because they see it as not their problem.
Brad Herda (:You learned well, Grasshopper.
Becca (:I know.
Brad Herda (:Yep. Here's a drunk text. Here's a drunk text I received from Jen many months ago.
Becca (:Goodbye.
Mabie (:Give her!
Becca (:See, we have so much time that we just talk for hours.
Mabie (:at all.
Brad Herda (:Right? You taught me more than any class or book I ever read. You also took time to care when things were horrible. Now deflate your head and go have a good night.
Becca (:No, no, no, no.
Thank you.
Mabie (:Yeah. I meant every word of it.
Becca (:You
Mabie (:Yeah. It wasn't rough. Brad, we had a rough environment at times at Bucyrus. We had internal folks that didn't quite realize what we were doing either. So.
Becca (:You
Brad Herda (:That was on purpose.
Mabie (:I know some of it was on purpose.
Becca (:strategically designed.
Brad Herda (:There was there was many reasons why that's our subcontract group remained as as segregated from general purchasing as we could make it
Mabie (:He kept us in the basement, literally. No, I take that back. I started in the fishbowl. No one was out there. 1970s furniture that you could get tetanus or you could get cuts from by myself. Here you go, John. Good luck.
Becca (:you
Brad Herda (:Quit your whining.
Brad Herda (:Did you survive? Did you survive?
Becca (:turned out. I mean, it got you gritty. It made you gritty.
Mabie (:I know.
Brad Herda (:Do think if you couldn't handle it, I would have done that to you?
Mabie (:No.
Brad Herda (:Right. Think about think about the young dude. Think about the young. I can't remember the dude's name, but the guy that was military and he only lasted the two years or three years younger kid that was a military guy that came in and started in the purchasing group and wanted to do is he did bug spraying and different things and he had his own business aspirations. I can't remember the kid's name, but that's when he was back in the one corner pod and like, okay, dude, you know, here's the here you want to have your own business. That's great. Let's go. But
Mabie (:Everything that's passed.
Mabie (:can't either, I know he's, yeah, I remember.
Brad Herda (:The things I'm trying to teach you here are things are going to help you with your business. So let's your shit together and let's move forward here. Not just not do your job because that's a problem.
Steve Doyle (:Right.
Mabie (:Yeah. But I have aspirations.
Brad Herda (:So awesome. That was part two. That was fantastic. Thank you so much. We gotta let this thing upload and then we'll talk soon.
Steve Doyle (:That's awesome.
Mabie (:Alright.
Becca (:Sounds good.
