From $9 an Hour to CEO: Jacob Emery’s Blueprint for Success

Steve Doyle (: 00:00

Welcome back to Bluecaller BS, Brad. How you doing today, my friend?

Brad Herda (: 00:04

I am fantastic, Mr. Stephen Doyle, and how is the frigid air in Motor City Detroit, Michigan today?

Steve Doyle (: 00:11

I mean, actually the sun is shining, which is rare and it's quite annoying because all that glare.

Brad Herda (: 00:17

We actually got degrees back. We actually got our degrees back this week, which is good. We were deficit degrees for like three days here in Wisconsin.

Steve Doyle (: 00:21

It was a 30 point swing. Yeah, it was like crazy 30 point swing, but hey, I mean, that's cool. Still go outside in shorts and it's 20 degrees and you're still fine. Nothing's gonna freeze off, so why not?

Brad Herda (: 00:38

watching the snowball fights down in New Orleans, watching all the snow and things and a little posting with all the cold weather. It's like, okay, welcome to my world, but we don't get the hurricanes, so that's good.

Steve Doyle (: 00:42

yeah, I know, right?

Steve Doyle (: 00:47

That's, that's right. That's right. So I'll take I'll take that and snowblower wars any day. So I'm totally fine with that. Totally fine with that. So. So Brad, who do we get on the show today?

Brad Herda (: 00:54

Exactly.

Brad Herda (: 00:59

Well, we have a guest that you found Mr. Doyle. Thank you very much for your participation trophy today. We've got Jacob Emery. The dude is passionate about his health and weightlifting, but what got us really interested is his entry into the workforce from R &R Pipeline Inc. He started there out as a nine dollar an hour with a shovel in hand and now owns the place along with his weightlifting company and different things. And the best part that I enjoyed about his bio

Steve Doyle (: 01:02

Yeah, we're gonna bring that up. Okay.

Brad Herda (: 01:29

was that he had a mentor that actually took the time to have a question with him and said, what the hell are you doing with your life to create the opportunity for change? And I'm super excited to have Jacob here to tell the story and have conversations around that. So Jacob, welcome to the show.

Steve Doyle (: 01:37

Yep.

Jacob (: 01:45

doing fellas thanks for having me on

Steve Doyle (: 01:47

Yeah, it's it's great to have you on. Hey, Jacob, before I forget, which generation you fit in with?

Brad Herda (: 01:47

No problem.

Jacob (: 01:54

I'm a millennial.

Brad Herda (: 01:56

Just like Steve.

Steve Doyle (: 01:56

Here we go. It's gonna be that kind of show. Let's go. Let's go. So, man. So Jacob, tell it tell it tell our listeners, you know, a little bit about your story. Like how, how did you, you know, growing up, how did you get into the trades, starting making $9 an hour and then fast forward to owning the company?

Jacob (: 01:59

Mm hmm. Hey, two against one. Let's do it.

Jacob (: 02:22

Yeah. So I grew up with a absolute passion for running equipment. So either the full size track hoe at age five years old when I first learned to run one. So I have a video me on a 490 John Deere at five years old and my little feet don't even hit the floor. And I'm sitting here like this. I'm, happy as hell I'm in my spot and I was hooked ever since. so as a kid, I was around equipment and I fell in love with equipment. And then, you know, when I started getting a driver's license, go to, go to work part time at our pipeline, it was the local company and

Brad Herda (: 02:31

Nice.

Steve Doyle (: 02:36

Yep.

Yep.

Jacob (: 02:52

Um, I had known the owner for a while, went to school with his daughter and just look on the community. And, um, I was not built for college. I was not good at taking tests. I didn't fit in school. So instead of spending $20,000 a year to go to college for business, I went into the workforce to make $20,000 a year. And so that's where it started at 18 years old. Um, I think it was even a week before I graduated high school and went in, started working and never looked back $9 an hour with a shovel in my hand. So.

Steve Doyle (: 03:06

Mm-hmm.

Steve Doyle (: 03:21

Right on.

Jacob (: 03:22

That was my beginning. And then a couple of years in my ceiling of success in high school was to be dead or in jail by 21. So it wasn't very good if you didn't notice. I got in a lot of trouble. I drank a lot and I just, I was not fitting in any type of box. So I am your typical visionary crazy entrepreneur that didn't have any boundaries or barriers up that were putting me in a good direction. So I was a

Steve Doyle (: 03:30

Yeah.

Jacob (: 03:51

I was a little bit on the chaotic side with no, clear direction. And then, my friend and mentor at the time, now a business partner in a couple of businesses, Corey Gregory at the gym one day. And he's like, man, what the hell are you doing with your life? I was laid off from work. I was broke. had time, but I had no money. And that was the start of the transition for me. So after that, I didn't know what I wanted out of life, but I knew that I had to change my environment. So I broke down my reality and I said, you know what? I got to get away from this thing.

Steve Doyle (: 04:05

Hmm?

Jacob (: 04:21

This hold me back my environment shit. I'm shit. I'm going to be what everybody said I would be if I don't make a change. So I built a bridge away from that. You know, I built a bridge away from that bad environment and I just had to make a change and I couldn't see through the woods because it was foggy, but I could see one step ahead of me and that's what I did. Three years later I was yeah. And three years later, by the time I was 23, I was running crews. So I went from the very bottom as a labor hand to three years later of skipping happy hour Applebee's.

Steve Doyle (: 04:26

Mm-hmm. Right.

Brad Herda (: 04:39

Congratulations.

Steve Doyle (: 04:51

Yeah.

Jacob (: 04:51

And then reading a book, walking on a treadmill, something very simple, thinking about the next certification and applying some time there. And I went from that bottom end of the labor pool up to running crews in three years.

Steve Doyle (: 05:04

Wow. That's.

Brad Herda (: 05:06

That's spectacular and congratulations. so what gave, what gave, I guess, what gave Corey the, from your perspective, gave Corey the permission or the opportunity to ask you that question? Um, so you, so you can be receptive to it versus just getting into a fist fight saying, fuck you.

Jacob (: 05:20

So it's kind of funny now, yeah.

Jacob (: 05:26

Well, I still did. I still wanted to do that. But when the question was asked, I had to look in the, I had to look in the mirror and not the window. I had to look in the mirror and face my own reality and not look out the window for some type of external excuse. And we were lifting partners. Then we were kind of close, but not now we're like, well, he's pretty much my best friend now. But I realized when he asked that question that I couldn't fucking answer it. He was right. What the hell am I doing with my life? 15 years later.

Steve Doyle (: 05:26

you

you

Right

Steve Doyle (: 05:52

Mm-hmm.

Jacob (: 05:54

And my very first podcast was three or four years ago on his podcast. And we talked about it for the first time and we had talked about it. He thought I should be in personal training because I was very passionate about it I was fit and I was at the gym all the time. So he was more like, why aren't you just doing some personal training and applying yourself there because you're already at the gym all the time. So how I received it and what his intent was, was different. But he he's like that anyways, with, you know, people that he thinks needs to break out of that reality.

Brad Herda (: 06:04

Okay.

Steve Doyle (: 06:14

Yep.

Jacob (: 06:24

And we were close enough that, you know, he said it to me, but I was really angry at myself because it was on me.

Steve Doyle (: 06:31

Mm.

Brad Herda (: 06:32

Okay, so how have you taken that lesson now as the leader of your organization to facilitate that within your team?

Jacob (: 06:40

If our, if our, and our pipeline is successful, it's because of the team. If there is any sort of setback or failures because of me, because I'm the owner and that it's always on me no matter what. If someone in the organization makes a mistake, they either didn't have the proper training or the tools needed to, to, you know, do the job correctly, or they had that and they shouldn't be there because they don't want it or they don't have the capacity for it. And they don't care enough to make the right decision. So either way.

Steve Doyle (: 06:51

Mm-mm.

Jacob (: 07:11

every failure owner pipelines on me and my business partner. That's just how it is.

Steve Doyle (: 07:14

And more kudos to you because more business owners need to admit that right there. That that specific line right there, leaders taking responsibility for the failures of their team. Because most leaders are putting it right back on the individuals like that's that's huge.

Brad Herda (: 07:19

Thanks.

Jacob (: 07:22

Mm-hmm.

Brad Herda (: 07:31

And they're grabbing the other part is typically they're grabbing the success instead of putting the success where it belongs. And that is why there's, I think there's huge value alignment here. Cause I believe that same principle. Steve believes that same principle and hearing success stories through that is vastly important for our audience because too many are trying to find those excuses, not look in the mirror, do those things that are

Steve Doyle (: 07:37

Yes.

Steve Doyle (: 07:45

Yep.

Brad Herda (: 07:58

detrimental to tomorrow's opportunities versus what's happening today.

Jacob (: 08:04

You know, it's amazing what you can accomplish when nobody really cares who gets the credit. And Ronald Reagan said that quote and it's, it's been said by multiple people, but I don't care about getting credit for anything. You know, I don't need to be put up on a pedestal. My expectations standard for myself is so high majority of people can't even fathom how high that is. So I don't look for validation. You know, I'm constantly worried about improving who I am and not trying to prove myself. So it's about improving, not proving.

to others and so understanding that I have responsibility now of a hundred different families with the team members that we have. And that is I wear that weight every day because if I make one really big mistake, it can affect not just my family, but a hundred different families. And the reality is I can't get fired. Everyone else can go get another job. I can't I'm screwed. So as a business owner, that is our reality check.

Steve Doyle (: 08:33

Mmm.

Steve Doyle (: 08:47

Mm-hmm.

Brad Herda (: 09:02

Bye.

Steve Doyle (: 09:02

Mm-hmm. Yep.

Jacob (: 09:02

It's on us, you know, I can't blame somebody else. If I blame somebody else, I'm giving them the power. And I have to look internally first. Is it on me? If it is, how is it on me? What can I do to fix it?

Steve Doyle (: 09:16

Yeah. So on that point with your team, in your opinion, what are you doing that's helping them kind of raise that bar in themselves?

Jacob (: 09:32

not micromanaging them. You have to show that you trust somebody, not tell them that you do. You got to verify that you have to have things in place. You know, I'm a numbers guy. I like numbers. So I want to validate that the data shows that I can trust that person. But if I'm going to go try to do something safety related, I'm undermining the safety or the same with our operations. And you have to let them fail. You have to let them make mistakes and be there as a support to them and not someone that comes in.

Steve Doyle (: 09:39

Mm-hmm.

Steve Doyle (: 09:47

Yep.

Jacob (: 10:01

and does the thing for them.

Steve Doyle (: 10:03

Right. Right.

Brad Herda (: 10:06

And how are you seeing that micromanagement transition across the generations that you have in your workforce? Because from my perspective, I see that the younger workforce, that 18 to 23 year old person needs more, maybe not micromanagement, far more guidance because their life has been scheduled since they were five years old compared to, you know, George who might be 59, 60, 62 years old.

Jacob (: 10:06

and

Jacob (: 10:37

Is the expectation clear? Um, that is the big thing for me. We, we just implemented EOS, entrepreneur operating system here recently. And we actually come up to Lansing, Michigan, um, every quarter for our meetings. And so making sure that there's a process, it's process for people. Yeah, absolutely. You know, two things that are going to drive our business. People process at them. Two things are right. Or at least clear. Everything else will fall into place.

Steve Doyle (: 10:41

Mm-hmm.

Yep.

Steve Doyle (: 10:55

Yep. Yep.

Jacob (: 11:05

But what is the expectation and is it black and white? I know you guys are all about production. We're production driven. We are a for-profit industry. And at the end of the day, we don't have anything to generate revenue except for our production. And if it's not clear what the expectation is, Hey, I need to go get that job done today. What the fuck does that look like? Measure it for me. I need it to be black and white. And I always say, I don't read between the line. I read the line. So tell me what the line says and it's black or it's white and there is no gray.

Steve Doyle (: 11:08

Mm-hmm.

Steve Doyle (: 11:18

Right.

Steve Doyle (: 11:24

Mm hmm. Right.

Jacob (: 11:35

Expectations being clear is one huge thing.

Steve Doyle (: 11:35

Right.

Steve Doyle (: 11:39

Mm hmm. How have how have you seen setting those expectations? Have you seen any differences with that with the younger workforce? In their willingness? To do that.

Jacob (: 11:52

You know, it's in a...

It's interesting because we're transitioning EOS right now. We're, about one year in really call it six months of truly being there. I think if everyone has an expectation and they know I'm going to have this much output and then I get this reward back. So just being so intentionally clear about it, takes all the guesswork out. I think it's been good for everyone. This is what I got to do to achieve this, but I think it really does come down to the individual.

Steve Doyle (: 12:01

Yep.

Jacob (: 12:24

What does success look like individually? So I say individual success for team significance. So let everyone feel what it's like to be successful and be a part of the team while feeling individual success.

Steve Doyle (: 12:26

Mm-hmm.

Steve Doyle (: 12:37

Right on. Yep.

Jacob (: 12:37

So what, what do you want out of life? You know, what direction are you heading? And my, my big thing that a few years ago was the pride in our industry. It's very cutthroat. It's very pride. It's production. It's cowboy. That's, that's gotta go away as a culture and a mentality because that generation isn't the ones that are leading anymore. It's my generation. You know, it's the younger generation and it's a lot softer now than what it was when I grew up. That's just reality.

Brad Herda (: 12:48

Mm-hmm.

Steve Doyle (: 12:48

Yeah.

Steve Doyle (: 12:59

Mm-hmm. Right.

Brad Herda (: 12:59

Thanks.

Steve Doyle (: 13:05

The hazing is so much different now, isn't it?

Brad Herda (: 13:06

It is way different.

Jacob (: 13:07

Guys, you

I remember like barely being able to walk back in cause I was either buried like with a backhoe bucket upside beat upside the head or whatever it was. And I'm glad I went through that experience because it was what I caught, not what I was taught that makes me who I am today. And so I don't ever want to have someone feel that way. did. And I'm thankful that I went through it because it helped me become a better leader because of it.

Steve Doyle (: 13:17

Yep.

Steve Doyle (: 13:24

Yep. Yep.

Steve Doyle (: 13:36

Mm-hmm.

Brad Herda (: 13:38

How did you get to the, obviously you said into the fitness, into the personal training, how has the training side, the gym side, the weightlifting side of your life and business ownership helped support your R &R pipeline business? How have those two things been able to work together?

Jacob (: 14:01

The iron built my infrastructure and that is the name of my podcast, the iron infrastructure podcast. So from the early kid at five years old, running the heavy iron equipment and the weightlifting that I turned to because I was a fat fuck growing up, I was overweight. I got picked on and just like that mirror thing, I couldn't tell anybody that they were wrong because I was fat. I was chubby and I couldn't read and write very well. And so it created this massive insecurity and

Steve Doyle (: 14:21

Okay.

Jacob (: 14:27

Three years ago, even to say that I would have a podcast and be on camera talking to you guys right now would have been fucking laughable. It would have been an absolute joke. Two of my biggest insecurities in my life were my, my confidence, you know, not being confident, having my shirt off in front of other people and being in the spotlight, public speaking of any sort. And so the iron let me know that I cannot control a lot, but I'm fat and the weight will make me not be fat so I can lift weights.

And that created such a foundational non-negotiable for me throughout the duration of my life. But I think the biggest lesson, was delayed gratification. And a society that wants everything right now, the delayed gratification from that, because it doesn't matter how hard I work out today, I won't see the result today. I might not see it for a month or two, but I will eventually see it. I continue to put that deposit in every day.

Steve Doyle (: 15:15

Right?

Brad Herda (: 15:19

You may feel it tomorrow. You might feel that tomorrow, but you're not going to see the result tomorrow.

Steve Doyle (: 15:22

I'm

Jacob (: 15:26

I'll feel it, but I won't see it, yeah.

Steve Doyle (: 15:27

Brad Herda (15:30.248)

And that's the, and that, how, so let's go to that point, right? You might feel it, but you won't see it. on our pipeline that's got, I'm sure there's some of those instances where you have jobs where you're going to feel the pain today of doing that job and not see the result for maybe a month or two because something went awry or whatever. How are you helping your team members, avoid that instant gratification piece and be prepared for the long haul?

Jacob (: 15:59

mean, that was the theme of last year. don't know how you guys did in your, your, your respected portion, but last year sucked it. And the last two years really, we, we got beat up the last two years more than previous years. And I think the biggest thing is back to the kind of that accountability. I go out on a job site and I'm talking to crews and letting them know these guys feel like they're failing. And I let them know you're not failing. I'm failing you as a leader. So I take all the weight off their, off their shoulders.

because I'm not providing them with what they need to be successful. And that's my fault. And I let them know that. And then it's like, you can see that, that just detrimental, beat up look kind of just goes away a little bit because I carry some more of that burden for them. The reality is the workforce thing, you know, I know you guys are big on workforce and the amount of people available. The workforce that is going to be in our industry is directly tied to how we treat people because the reality is

Steve Doyle (: 16:42

Mm-hmm.

Steve Doyle (: 16:55

Amen.

Brad Herda (: 16:55

100%.

Jacob (: 16:56

We don't have to work that hard as a society. You can go get different opportunities anywhere you want. You know, when you guys came into the industry, when I came into the industry, I had to work. didn't know any different 30 or 40 years ago, you worked or you starved to death. That's not the case now. So we have to create an attraction to our, our respective businesses. Why do people want to come be a part of this thing? You know, and it's the same as like Elon Musk. Why does anybody want to go colonize Mars? The janitor there cleans the facilities.

Steve Doyle (: 17:04

Okay.

Steve Doyle (: 17:17

Mm-hmm.

Jacob (: 17:26

that is helping the team, you know, colonize Mars. So he has a purpose behind of it. And I think that's everything.

Steve Doyle (: 17:33

So how are you helping your community and your team? How are you helping attract that talent? Like what's setting you apart?

Jacob (: 17:43

So we're in the process of creating a program and I came up with a few years ago, it's going to be our separator, I think. So it's called the pipeline of prosperity. What are you putting in your pipeline and become successful? So right now it's workforce development, talking to the kids at school. I go into my alma mater actually, and I talked to a aspiring leadership class there. You know, we're interactive in the community with different fairs and stuff. So a lot of the workforce that we have working for us now, they're

Steve Doyle (: 17:51

Mm-hmm.

Steve Doyle (: 18:00

Yep.

Jacob (: 18:12

their kids are doing that activity. And we're trying to create a destination. We're a contractor. The end of the day, we are a contractor that works for natural gas distribution, utilities. And we used to be a stepping stone, but the tide is starting to turn back where we are not corporate in a box. are very entrepreneurial in general. So we allow the freedom to grow inside of our company and make it what you want as far as

Steve Doyle (: 18:16

Yep.

Jacob (: 18:42

We set the vision in place and then let the people execute accordingly. And having that freedom to make decisions and to empower yourself and your team. It's huge. It's huge. But it starts with that foundation of being a part of something bigger than yourself.

Steve Doyle (: 18:45

Mm-hmm.

Brad Herda (: 18:58

Right. And that's where, you know, from my perspective, that Maslow hierarchy of needs, most, most people aren't working for food and shelter and safety and security anymore. Most not saying we've eliminated it, but there many. So you want that sense of belonging. So I guess I'm to put you on the spot. So what's our and our pipelines purpose? What is, what, how have you, how have you captured and capsulated your, your life experiences to now bring forward whatever that.

Steve Doyle (: 19:08

Right.

Brad Herda (: 19:27

purpose and mission is for the organization. If you've just gone through your VTO and all those other things, it should be relatively fresh. tell everybody what's your purpose with R &R Pipeline.

Jacob (: 19:39

So we want to empower progress through infrastructure. That is our core focus. And we're empowering progress through infrastructure, personally and professionally. We are putting our team first. The team is what gets us anywhere and gets us everywhere. So we are riding or dying by that team. Build the people and the people build the team. And so if we don't think about the development of our team first and the people on that team,

Steve Doyle (: 19:43

Mm.

Jacob (: 20:06

And we can not aspire to have big vision for the company. We want to build a transformational team and a legacy of excellence. That's what our North star looks like right now. It's all about the team. We can all tell a story about this great adventure we had or this thing or that thing. I'm an owner of the company, but it has little to do with me. The only thing that I need to be good at is captivating the team, putting good people and the right people in the right seat. If that's taken care of, we'll figure the rest out and.

Steve Doyle (: 20:23

Mm-hmm.

Jacob (: 20:36

When it got really hard last year, you could see certain people just weren't going to make it because they could not revert. couldn't stay the line and not go back to the old pride cutthroat. Yeah. And, and it was a blessing in disguise because at the end of the year we hired a COO and someone in the industry for over 30 years, a mentor of mine for a long time. I've worked with them, you know, previously I'm coming on team and I had told him when he came in, we're not going to, I'm not going to

Steve Doyle (: 20:44

Yep, they couldn't flip the switch.

Steve Doyle (: 21:00

Mm-hmm.

Jacob (: 21:05

step away, you know, but I'm going to let you step in. Tell me how I can support you. Empowering other people is what is I think really going to be the separator for us long-term. I don't want to, I don't wear a condition for anything. I want the team to get the recognition for all of it. And that means that we're being successful as a team.

Steve Doyle (: 21:23

Mm-hmm. That's all. That's fantastic.

Brad Herda (: 21:25

Well, guess what? You're gonna get some recognition here today. So sorry about that, Jacob. Whether you like it or not, you're getting some recognition today because that is not the normal situation, particularly for your industry. That is 100 % not the norm. And it is, our audience needs to recognize that at that 19 minute mark about what you just talked about with your purpose and what you're doing is vastly important for, doesn't matter if you're a

Steve Doyle (: 21:29

Yeah. Yeah. Yeah.

Jacob (: 21:41

Yeah.

Brad Herda (: 21:53

Piping company, a pipeline company, a pharmaceutical company, doesn't matter. It's everybody, every organization should be paying attention to that in order to create the opportunity for Talent Pool to do what needs to be done. Because at the end of the day, like you said, those folks probably weren't towing the line and they probably self-selected themselves out because you were trying to hold them accountable to something and they weren't the right fit. And it makes it super easy as a leader to have those conversations when you're not.

talking about the person, you're talking about the results.

Jacob (: 22:25

And that's, love that. You know, I'm really big on not, I don't want to talk about what the person didn't do. I want to talk about what the commitment was and the discrepancy of what wasn't done. Not make it personal. So it wasn't that Steven you suck ass. didn't get your job done today. You know, right? I was waiting on something, but, it's more about, So we, we wanted you to show up on time five days this week and you showed up three days and two days you were late. So.

Brad Herda (: 22:40

Well, he does, and he didn't.

Jacob (: 22:54

what caused this to happen so we don't let it reoccur in the future. And when you just frame it different, it really takes all the defensiveness out of it. And then you can actually have a conversation that doesn't become just an argument.

Brad Herda (: 23:08

Well, and so one of the things we did with one of my clients who was a contractor, general contractor remodeling, he had younger staff members. We just changed that entry level position that it was okay to show up late two days a week. In order to go back to the next level, you had to show up five days a week on time in order to get to our next level and the next raise and that next bump to take away that frustration and empower the employee versus putting all that burden and stress back on the employer.

Jacob (: 23:34

Yeah. You know, it's, it's amazing that the standard of excellence is so low, the bar set so low today that you have to do that, but you have to reset the culture to build it back up. And sometimes it's harder to do in that, but the reality check is you have to inspect what you expect. So you have to make sure that you're doing the things. It's gotta be feasible. You can't just say, all right, I need you to lose 50 pounds tomorrow and go on this big weight loss journey, or I need you to become a foreman tomorrow and you just started as a labor.

Brad Herda (: 23:41

Yes.

Steve Doyle (: 23:55

Right.

Jacob (: 24:03

We got to be realistic with it. And these things do take time, unfortunately.

Steve Doyle (: 24:05

Mm-hmm. Right.

Brad Herda (: 24:07

Correct. So Jacob, how do people find you? Where do they find opportunities to hear your story, talk to you, understand both the health journey and or the business owner journey? How do people find you?

Jacob (: 24:24

All my social media handles are jacobemery44, Instagram, Facebook, YouTube page.

Brad Herda (: 24:30

What's the number 44? What's significance of 44? Are you a Henry Aaron fan or what's going on there?

Jacob (: 24:36

I used to race motocross actually when I was in high school and that was my racing number and it's been with me ever since. So, yeah, that, was the reason why. and the only reason I did that is because I couldn't just take Jacob Emory cause someone else did. So I was fucked on that one, but, yeah, no, no, no. But, and then our, our pipeline, eek.com for anyone interested. We're in central Ohio right now in the surrounding States. So, that stayed up North.

Brad Herda (: 24:42

Perfect.

Steve Doyle (: 24:42

That's great.

Steve Doyle (: 24:50

Hahaha!

Brad Herda (: 24:52

Because you said you were a millennial, so I know you weren't born in 1944, so I know it wasn't.

Steve Doyle (: 24:55

Yeah, right.

Steve Doyle (: 25:06

Yep.

Jacob (: 25:06

But, we, we, we, we, yeah. Yeah. Yeah. Yeah. Yeah. But, definitely. Hey, national championship. got it. That's the saving grace. We'll take it all day.

Brad Herda (: 25:10

We're talking about Michigan, right?

Steve Doyle (: 25:10

Yup. yeah, he is. Yeah, they won't say it. And we won't say that state down south.

Brad Herda (: 25:19

It's a tangential, it's okay.

Steve Doyle (: 25:23

you

Brad Herda (: 25:25

I know it's tainted, it's okay.

Jacob (: 25:29

Yes. Hey.

Steve Doyle (: 25:31

You do know he's in the suburb of Columbus, right? So. It's all good. That's good.

Brad Herda (: 25:35

I'll be in Columbus at the end of March. Actually, in February.

Jacob (: 25:35

So I can tell you the, who do you like, Brad? Who's your team?

Brad Herda (: 25:42

From football, I'm a Lions guy. I've been there forever today, so I feel pain all the time. I'm a Badgers, unfortunately, or fortunately, right?

Steve Doyle (: 25:46

No, college. He's talking college.

Jacob (: 25:51

so you don't understand the national championship thing. I guess for you, it's out. Yeah. Yeah. Yeah. You can still talk shit with the best of, right?

Steve Doyle (: 25:51

you

Brad Herda (: 25:55

That is true. That is a true statement. I have not had one redacted either, but that's okay. You know, we don't have a 21 million dollar payroll for our football team.

Steve Doyle (: 26:06

Oooooh!

Jacob (: 26:08

I mean, we all have excuses and assholes, my friend. guess it just is what it is.

Steve Doyle (: 26:12

That's that is that is the true statement right there winners win.

Jacob (: 26:14

Hey, winners win. O-H-I-O.

Jacob (: 26:22

Yeah. But our, pipeline eek.com. so our, our pipeline eek.com, if, central Ohio is our headquarters and then all the surrounding States, we're in PA right now. We're, starting to hit that growth phase. any surrounding state to Ohio or we're interested in personnel coming in and opportunities for the work itself. And then iron infrastructure podcast is, is my podcast. And I am actually going to be.

Brad Herda (: 26:22

Jacob (26:50.493)

releasing a coaching business here in the next few weeks, doing more group coaching online. Yeah. So I really want to try to serve and help other people out. I want to help the younger version myself. And, you know, it's going to be called Jacob Emory's unlocking greatness. Everybody has greatness inside of them. And my mission is to inspire and empower others to unlock their own greatness. So many people just do not ever figure it out. And I think out of everything I've witnessed in this industry,

Steve Doyle (: 26:54

Good for you,

Steve Doyle (: 27:08

Any questions?

Jacob (: 27:18

We live in an industry of miserable old fucking people. just live and die in our miserable all day, every day. It is true. I want to help change that though.

Steve Doyle (: 27:23

Yes

Yeah.

Brad Herda (: 27:29

I know, I wish it wasn't true, but it is very, very true. We have right now that are trying to work on transition and getting knowledge and information and power out of is just getting that transfer. It's like pulling teeth, it's like going to the dentist every freaking day.

Steve Doyle (: 27:32

But it is true, yeah.

Jacob (: 27:33

And that, yeah.

Jacob (: 27:45

Yeah. You know, we have such a appreciation and abundance type of mindset for our culture and the older generation really never felt that or seen that and thought it was genuine at all. Cause if it happened, it was probably fake. And so it's hard to change that narrative in the industry, I'll come hell or high water. I'm going to do it.

Steve Doyle (: 27:45

Right.

Steve Doyle (: 28:05

That's great.

Brad Herda (: 28:05

Awesome. Congratulations, Thank you for being a guest today, sharing your story and inspiration. We do appreciate it. And unfortunately, you did win. So that's OK.

Jacob (: 28:19

Hey, winners win my Hey, I just want to, I want to open it up to you guys too. Sometime if you want to come on my show, I'd love to have you on. you guys can come on individually. I'd love to sit down. I know you guys both are into coaching. You've done a lot of great stuff. I'd love to be able to get you on my platform and recognize you there. So open invitation.

Steve Doyle (: 28:20

The winners win.

Brad Herda (: 28:21

I know, it's okay. Thank you very much.

Brad Herda (: 28:37

That would be fantastic.

Steve Doyle (: 28:39

Yeah, that'd be great. So. All right, cool. Thanks.

Brad Herda (: 28:40

All right, thank you, sir.

Jacob (: 28:41

So, all right, appreciate it guys.