Episode 163
From Airstream Dreams to Leading Shipyards with Frank Manning
We’ve heard a lot of “that’s how we’ve always done it” in the trades but Frank Manning is showing how to lead with humility, trust, and a hands-on mindset.
Frank is the President of Diversified Marine, isn’t your typical shipyard boss. He stumbled into the marine industry after a failed business venture and has been hooked ever since. Leading one of the top tugboat building teams on the West Coast, Frank brings a rare mix of humility and confidence to an industry dominated by legacy and tradition.
In this episode, we dig into how Frank’s been able to gain respect from seasoned tradespeople, despite being decades younger. His approach? Ask questions, stay hands-on, and always own the outcome good or bad. Frank shares stories of building a team that embraces learning, takes pride in the product, and proves that leadership isn’t about age it’s about action.
He also walks us through how Diversified Marine became a force in tugboat innovation, pushing boundaries with 3D modeling, small-yard ingenuity, and a crew that doesn’t back down from a challenge. The energy Frank’s bringing to this space is something every blue collar leader should hear.
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Transcript
Welcome back to Blue Collar BS, Brad. How you doing today, my friend?
Brad Herda (:I am fantastic Mr. Stephen Doyle and how's life in Motor City Detroit?
Steve Doyle (:You know, the Motor City, it's still kicking. We're, we had like a good 30 point swing. It's maybe 20 degrees, 20, 25 out. So kind of nice, still short and t-shirt weather. we're, you know, we're kicking it here.
Brad Herda (:fantastic. many, how depressed is the city now after that debacle last weekend?
Steve Doyle (:well, you're asking that probably the only one in Metro Detroit that's there in Detroit that's not a fan. Like, you know, I can't I can't.
Brad Herda (:I can tell you that this guy didn't watch, I did not watch the whole game. I went to bed after the wide receiver through the interception.
Steve Doyle (:I went to bed at halftime. So yeah, no, mean, honestly, you know, there's there's disappointment, but there's also, you know, there's also hope for next year. So you got you have a very well, I mean, they're they always have hope, but you know, they're always off in January, so it's okay. So, so, so Brad, enough of that football stuff. Who do we got on the show today?
Brad Herda (:is
Brad Herda (:Yeah, that's what Bears fans say, there's hope next year.
Brad Herda (:the truth.
Brad Herda (:On the show today, we have Frank Manning who was introduced to us from Matt Scott who was a previous guest on our show. Frank is the president of Diversified Marine. He's been in the marine industry for a very long time for such a young gentleman and has some great background knowledge, faces some unique leadership challenges within the industry, being as mature as it is. And we had a little pre-show call and the guy's got a lot of good information to share.
Steve Doyle (:Mm-hmm.
Brad Herda (:And I am very excited to have him here and blessed that you are willing to give us the time, Frank. So thank you very much for being on the show.
Frank Manning (:Yeah, thanks so much for having me. Looking forward to it.
Steve Doyle (:Yeah, so Frank before that's what they all say until I tell you mess this first question up. So which which generation do you fit in with Matt or Frank? You're a millennial, another millennial on the show, so that makes you know. You got a boomer, a gen X and a millennial, so that's good. So. You're so close.
Brad Herda (:That's what we all say.
Frank Manning (:Yeah, sounds good.
Frank Manning (:I am a millennial.
Brad Herda (:Whatever. Whatever. I'm close. I'm close, but not quite there.
Frank Manning (:Sounds like a good groove.
Frank Manning (:Yeah, good group for the beginning of a bad joke. Walk into a bar.
Brad Herda (:Right.
Steve Doyle (:You
Right. So tell us, Frank, how did you get started on this, on the journey that you're currently holding right now?
Brad Herda (:Yeah.
Frank Manning (:So I got into shipyards kind of randomly by happenstance. I took a semester off of college and was gonna travel the country in a Airstream and be a vagabond with my brother, younger brother.
couple days before we were supposed to leave, had to bail. So I came out to Portland, Oregon, had an idea for a business unrelated to shipyards. I did that, had some success early on, and then it all came crashing down about two years in. And a friend of mine called me that week and said his family had started a shipyard services company and they were looking for somebody to manage their Portland and Seattle operations. And he called me.
Steve Doyle (:Hmm.
Frank Manning (:asked if I wanted to join and I just asked if they were going to pay me. They said yes. At that point I had no clue what I was getting into. I was born in the Midwest outside of Madison, Wisconsin. So didn't know what a shipyard was. Didn't really know what
Steve Doyle (:Ha ha ha ha!
Frank Manning (:ships were other than that they existed. And the first day I walked in and there was a cruise ship on a dry dock and they were flying JLGs with cranes and you'd say whatever you wanted and do whatever you wanted as long as you worked hard and walked in. was like, I think this will work. I like being in shipyards and haven't looked back ever since.
Steve Doyle (:Hahaha!
Steve Doyle (:That's pretty cool.
Brad Herda (:So as we talked a little bit before the show, you are probably one of the youngest of peers in your industry segment for the shipyard world. How have you developed your leadership skills to support and nurture all the relationships up and down that generational ladder?
Frank Manning (:Well, I would separate that into kind of work or colleague relationships and then customer relationships. Two different, I think the customer is a lot easier to handle because most customers are excited to see the next generation in the shipyard and my...
age where I'm at now, I've kind of got the gap where I'm not really a threat to the generation I'm dealing with. They're on their way out the door. So having a 20, 30 year gap is a good thing. So that came more or less naturally.
Steve Doyle (:Right.
Steve Doyle (:Yep.
Frank Manning (:customer relationship side. I have a really great mentor here, Kurt Redd, the owner of our company. he actually, his father said, you know, it's pretty simple to do what you say you're going to do and do whatever it takes to make that happen. So if you do that, the customer relationship is great. And I've enjoyed, I've worked with a lot of really interesting people who have had a ton of experience and a long career.
And so it's a learning opportunity for me every time I get to interact with them. So that side's easy. The harder side is kind of leading in skilled trades where there's still an age gap, sometimes a significant one. And on top of that, I'm expected to lead people who know more about what they're doing than...
Brad Herda (:Bye.
Frank Manning (:Definitely in the beginning than I do and still specifically to the trade, still know and have a lot more experience than I do. So early on, was a lot of, a lot of the challenges in the industry are around.
Steve Doyle (:Yep.
Frank Manning (:planning and organization. It's not necessarily, there's different ways to do things. And as you get more experience, you can try different things or think about things more from a first principle rather than a how we've done things in the past and push back on that. But early on in my career, it was mostly saying, hey, we have to get this done. How do you want to do it? What's the timeline to do it? And what do you need? And then just making sure that I got everything that somebody
Steve Doyle (:Mm-hmm.
Frank Manning (:needed to accomplish it in the timeline that we checked in and checked the progress and made adjustments as soon as we were off track to hit the goal if that was the case and really just following their plan and then communicating with the other trades that are impacted by that. And I think doing that and really a lot of
tradespeople who become managers will have their own vision and are going to tell guys how, guys or girls, how to do a task or how they want it done. So I think it helped gaining respect by saying, hey, how do you want to do this? This is what we have to accomplish. And then having them lay out the plan and just facilitating and make sure we hit the timeline.
Brad Herda (:Yeah, that is a super smart approach to, for our listeners to understand that asking questions and letting the experts be the experts and then supporting them to do their role is a great way to create that level of trust. So how long did it take for them to trust you when they gave you the, Hey, we need, we need all the bells and whistles when they only really needed one bell.
Steve Doyle (:Mm-hmm.
Brad Herda (:How long did they how long did they try to mess with you before you realize you're caught on that you are? Hey, no, we don't this isn't what we really need to do Or they even try to mess with you asking for more than they needed
Steve Doyle (:it.
Frank Manning (:Frank Manning (08:32.531)
I wouldn't say it was mess with it was a lot of times they had not been in a position where they're actually ordering parts or asking for things. So there were some errors. I'm fortunate the last company I was at and this company I've had a lot of leeway and trust from management and ownership. So I just made sure as long as it was reasonable, I trusted the person.
Brad Herda (:Good.
Frank Manning (:I'd get what they wanted and get it as quickly as we could. And that really, I mean, that helps build.
Steve Doyle (:Mm-hmm.
Frank Manning (:Trust I'm not in a position to especially early on to question what they need or what when they need it or how much they need after a couple, you know, if they ordered 60 fittings and we use 30, then you know that person doesn't really do a takeoff in their head and it's just shooting high and you question their stuff in the future, but it's all it's all proactive and towards a common goal. So that's a pretty quick. Yeah.
Brad Herda (:Okay, good.
Steve Doyle (:Hmm. So as you guys are talking, I'm just kind of curious because being younger and working with an older workforce, how have you seen their attitudes change as you've gotten to know them more with working with younger individuals?
Frank Manning (:Yeah. I, one of the challenges I had specifically when I came to diversified is, we were a culture that promoted the best trades people to managers. And that, that doesn't always lead to a good manager. And that's no, there's no knock on, on the person with, with the trades and the skills. But with that, if there was a period where.
Brad Herda (:No.
Steve Doyle (:Correct. Correct.
Frank Manning (:I defied the idea of that I'm jumping them or that I'm taking somebody's job or I'm just some, was something different in a shipyard.
Steve Doyle (:Yeah.
Steve Doyle (:Right.
Frank Manning (:And so there, was a fair bit of that early on. then, and then kind of, as I got into the progression and understanding and thinking of things, of doing things different, when, when you start pushing back, you start facing that. and to me, it was relatively easy to, to overcome. I think the big things, one relationships, getting to know the person you're working with, knowing like.
Steve Doyle (:Mm-hmm.
Frank Manning (:kids, what do you like to do? What, you know, talking about what they did on the weekend, get really getting to know them on a personal level and level setting that, we're
I'm in this position, you're in that position, we have this goal and we have to work together. So we might as well have a good relationship doing that. And then anytime that I've pushed to do something different or try something, I've been very clear upfront that if this fails, it's on me. All I'm asking is that we give our best effort and try this.
Steve Doyle (:Mm hmm.
Frank Manning (:build all the time, let's try it differently. Here's how we're going to track it. And here's going to be the, the, the wind fail analysis. And if it's a fail, it's on me. Don't worry about it. I I'm making this decision. taking, taking that there, there's a weird, sense or kind of fear of, of screwing something up.
Brad Herda (:Right.
Steve Doyle (:Mm-hmm.
Frank Manning (:And obviously as a skilled trades person, you're supposed to do your craft and do it with skill and pride and quality. And if you don't do that, then that's a reflection of you getting them to think that, okay, we're still going to do all those things. We're going to do it a different way. And if it's wrong, it's not on you, it's on me. That has helped a lot.
Brad Herda (:Yeah, I know back, we did a bunch of metal core testing versus flux core and different things. And it took guys forever in a day to be even comfortable trying to switch out wires or switch out wire sizes or, doing different things because that's what they became used to. having leaders that are willing to allow, failures in learning, right. We're learning along the way. We're not necessarily failing because of the job or whatever.
Steve Doyle (:Hmm.
Brad Herda (:actually learning something along the way. And those are huge valuable lessons because now you can put those variables together and maybe solve a problem two years down the road that comes up. This would be a great idea in this situation. Didn't work there, but it's gonna work here.
Steve Doyle (:Right. Right. Right.
Frank Manning (:Yeah. Yeah, exactly.
Brad Herda (:So was there any, as you move from Madison, Wisconsin area out to the West Coast, were there any, you're not from here biases you had to get over at all or anything like that? Or has it been a pretty decent regional fit from a...
Frank Manning (:Yeah, I haven't had any of that. I still have a 608 number.
Steve Doyle (:Hehehehehe
Brad Herda (:So everybody knows who it is so so any if you're calling anybody they know it's you Okay Wasn't sure because uh, you know We often get that tag here in the Midwest Midwest nice Midwest naivety different things that maybe I wasn't sure if there was any Of the biases that might exist that people believe or don't believe for some of those myths that are out there
Frank Manning (:Yeah, yeah, exactly.
Steve Doyle (:That's funny.
Frank Manning (:Yeah, no, I didn't face any of that. So it was, yeah, that part was easy.
Brad Herda (:Okay. What would be, what would be your biggest piece of advice to somebody of your generation walking into a situation where they've got to lead both up and down and it's new to them? What would you say the biggest thing they should do is?
Steve Doyle (:That's good.
Frank Manning (:I mean, I spoke at Matt Scott's Maritime Welding Program graduation the last couple of years. And the message I've given them both years is confidence and humility. When you're in that position or you're asked to be in a leadership position, you have to have the confidence, you have to...
Steve Doyle (:Mm-hmm.
Frank Manning (:You can't show that you're scared to make a decision or scared to make the wrong decision and you need to lay out a clear path towards what you're trying to accomplish. And then the second thing is humility. think a lot of times being in a leadership position can go very quickly to someone's head. And for me, I didn't have...
If I welded or tried to weld, I'd set the project back.
Brad Herda (:So what you're trying to say is you're not going to pass any UT welds, are you?
Frank Manning (:Yeah, yeah. fact, I picked up a welder a couple of weeks ago and somebody wanted to see me do a pass and he was like, you just wasted 20 minutes my life. So I had to clean it up.
Steve Doyle (:Yeah, yeah, it's you do you and you're great at it. I'll do me and I'll do the things I'm great at. We'll figure it all out then.
Frank Manning (:Yeah, yeah, yeah, definitely. But if you're in that position, there's a lot of ways to show humility and show that you're not different. all part of the team. I love going out and cleaning.
engine rooms before we paint, cleaning up on a Friday if you're walking past a crane and somebody needs something hooked, helping with rigging or getting on a forklift. Just doing whatever you can to help people and show that you're part of the cause and that you're not afraid to get your hands dirty or get into things to help the team.
Brad Herda (:So you're not managing from your keyboard is what you're telling us.
Frank Manning (:I like to not do that. Sometimes that becomes the case out of necessity, but yeah, I like to be out there. I like to see what we're doing. We do cool, really cool work and it's fun to be a part of it.
Steve Doyle (:Yeah.
Steve Doyle (:That's cool. How have you so obviously, you know, getting some of the workforce in from, you know, the different trade schools that are around there has worked well for you guys. How are you integrating that younger workforce with the those tried and true people that have been there for 20, 30 years?
Frank Manning (:Yeah, so we, well, I'll tell a story of one of my, or one of my favorite stories from the time here. We've had a lot of success with, with attracting the younger generation. And a big part of that was getting a core group here. to start with when, when I first got here, it was not that, so you're eating lunch with, guys who think you're part of a generation that doesn't work.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Yep.
Frank Manning (:You're getting that all day and it's not necessarily an accommodating place. We got one of our employees now who's had a great, he's been here four years now and just on a really great trajectory. He came, he started as a laborer. was right out of, I think it was a week after high school graduation. And I told him, I think he hired on for, we were.
Steve Doyle (:Right.
Steve Doyle (:Mm-hmm.
Frank Manning (:$16 an hour for laborers back then and said you're gonna be a laborer From 7 until 330. We don't have a program We don't have any formal training. There's a lot of guys around here and to get ahead long term You're gonna have to figure out how to learn from them. So go find some scrap and Teach yourself to weld and we pass a well test You'll get I think we have my $2 raised and you'll be a welder. You're gonna be the lowest well
Steve Doyle (:Mm-hmm.
Frank Manning (:on the totem pole so anytime we need cleaning or that you're gonna go back and do a laborer but you'll be on the path and it took him three months to pass the the weld test got it and and has not looked back since then he's developed a lot of great relationships with the older
Steve Doyle (:Wow.
Frank Manning (:older tradespeople in the yard and he's leading a team right now, wrapping up our barge, team of six people out there who are most of his, double his age. I was actually with him yesterday and this was his first time really leading a crew and it was a new crew and he was talking about the challenges of that and I said some of the things.
Steve Doyle (:Wow.
Wow.
Steve Doyle (:Yeah.
Frank Manning (:But earlier, but he's doing great. And yeah, so we haven't had a program. We're about a 50 employee team. At some point I'd like to have a formal program working with Matt Scott. We'd get a lot of people in that are turnkey to start and can kind of grow from there. But at the end of the day, it's, it's up to, up to the individual to make something happen. We're going to give you a lot of.
Steve Doyle (:Mm-hmm.
Steve Doyle (:Right.
Frank Manning (:lot of room to grow and a lot of you can grow at a quick pace here, a lot of on the job training, you'll get responsibility quickly. But it's up to you. We haven't our churn rate is is
low and we've had very good examples of either coming out of PCC and being leaders. Another guy Vaughn, we were on sea trials the other day and there was an issue with a check valve and we're down in an engine room and we've got 15 people on board and I'm looking at him. It's about an hour to get out from where we are. We've got to push it with another tugboat on a new vessel and then an hour to come back and we were going to lose a day of
Steve Doyle (:Mm-hmm.
Frank Manning (:production and I looked at him and was like, it's your call. Can we fix this out here? Can we do that? And he's like, me a minute and thought about it and made the call. We got it fixed and had a successful break into the engines. But he's 24 years old and
Steve Doyle (:Wow.
Brad Herda (:Wait.
That is, that's, see those stories don't get told enough. Right, those things don't get told enough. You know, whether he was on his phone Googling it or whether he knew what to do or had the book or did whatever, he plumbed.
Steve Doyle (:Wow.
Steve Doyle (:No they don't.
Frank Manning (:I was actually impressed. We had just built the same boat last time and he had taken videos of all the piping systems on the boat. And so he was going back through his videos and looking at that. So he had the foresight to look ahead to.
Brad Herda (:Okay.
Steve Doyle (:Yep.
Steve Doyle (:Wow.
Brad Herda (:So how are you as the leader of the organization gonna get that video into this is what we do from a standard practice perspective moving forward to prevent that risk from happening again?
Frank Manning (:Yeah, I encourage everyone to take photos. take every day I'm out in the yard, I probably take 60 photos. So whenever I have to find them, it's scrolling through and thinking about what date and how to make some albums and stuff. But really, we are advancing. One of the exciting things we did two and a half years ago was we brought engineering in-house.
Steve Doyle (:Mm-hmm.
Brad Herda (:Okay.
Frank Manning (:And so that was kind of like an on the fly fix and it's good to have photos and good to see how, things were, especially for building repeat boats. But, on this, this series of boats, we 3d model the boat for the first time in house, on our rapport series, which is, the boat.
that we built four and then we built these two and now we're building three more of those. We built those before the engineer was here. We bought a 3D scanner. So we scanned the whole engine room and then we have some outsourced overseas engineers. They modeled the whole thing. And so now we have a 3D model of that, which is a...
Brad Herda (:Okay.
Steve Doyle (:Yep.
Steve Doyle (:That's cool.
Frank Manning (:lot less time intensive than developing one from scratch from the ground up. So we're trying to be more proactive in our design and how we assemble things. We're doing some really interesting stuff on these next three that we would not have been able to do.
Steve Doyle (:That's cool.
Frank Manning (:three years ago even, that I recently in May went to Turkey and Dubai and saw some of the highest production tug yards in the world. The two in Turkey I saw do 30 each a year.
Steve Doyle (:Wow.
Brad Herda (:Go home.
Frank Manning (:2000 employees and what we had kind of organically as far as our build strategy and what we're doing is what they have in process and really refined. So I think we're on the right track. I think we're doing things that very few, if any other yards in the US are doing.
And we're also, continuing to series build boats. So we're getting more and more efficient each time. we have a little bit on the sales side of things, have a little bit different strategy and opportunities, with our business model that allow us to push the series build. so really excited with where we're going in the future and what we've been able to accomplish. And I've really, these next three are really going to be a, a needle mover for us as an organization.
Brad Herda (:And the buy-in from the rest of the crew, even the old guys are with the change, they're on board, they understand they're ready to go, or are they going to be the, are you doing? This is never going to work. What are you facing in that challenge right now?
Frank Manning (:They're on board actually one of the things we're doing.
Historically, first boat and even a lot of times second or third boat, build small spool pieces, fit, fly them onto the boat, make sure they fit, bring them off, weld them out. So this one, what we've done is we've taken our shop, we've cleared it out and we took that 3D model. have screenshots printed everywhere with iPads with the 3D model on it. And then we have detailed drawings based off that 3D model. And we've set up a dummy engine room in the shop. So they're, they're
about eight feet from the positioner with no stairs, no ladders right into where they're going to be setting it up. And so we're going to build three, the piping systems for three engine rooms right there. And then when the hull gets here and we dry dock it, then we'll be off to the races. So they're on board and they're really excited for it. yeah, so hopefully it goes well.
Steve Doyle (:Nice.
Brad Herda (:That's a lot of positive energy to be able to take through and deal with. So congratulations on that.
Frank Manning (:We'll see, we're just getting started.
Brad Herda (:That's okay. You got to start with the first step, right? mean, you just got to keep going and keep celebrating those small wins along the way as you make that happen. Going back to your success story with the gentleman that was self-taught welding, do you believe that his, because he went through what he did to go teach himself, talk, learn, and create that engagement that now he's leading some of the older crew members.
Steve Doyle (:You gotta start. Yep.
Brad Herda (:that they saw his determination that now he has gained that he's in this for the long haul moment. Whereas if you just put him in that spot coming off the street from PCC, that they wouldn't have had that same level of respect.
Frank Manning (:yeah, a hundred percent. He's definitely earned it and has the respect of that crew for sure. So yeah, I think for him it's having the confidence and which will come in time. But yeah, he's got the respect and he's got the knowledge to do what he's doing. So that definitely helped.
Steve Doyle (:That's cool. so with him, how have, how am gonna phrase this? I know I'm trying to, yeah, I know, use my words. No, well, what I'm curious with is with somebody at that age, what we have seen is usually they're,
Brad Herda (:Use your word, Steve.
You
Steve Doyle (:They're stigmified by, you know, the working with that older generation and they have to be somebody they're not when they manage them. How have you seen that with with this individual and managing that workforce?
Frank Manning (:I think it's just, I mean, we're on a, that project specifically is on a tight timeline and everyone is aware of that.
Steve Doyle (:Mm-hmm.
Frank Manning (:And he, yeah, they're all, they're all in the boat together. Everyone wants it to be successful. And, uh, and, and the other thing too, a lot of, a lot of older, not old, not necessarily older, but people skilled in their trade. Want, wanted to do their trade. Um, and so.
Steve Doyle (:Yeah.
Mm-hmm.
Frank Manning (:A lot of times it's less of an issue as you would think, especially if somebody's skilled, reasonable, cares and works hard. That's not necessarily an impediment here. don't know if it would be, I would imagine there are other situations where.
Brad Herda (:Yeah, if you got everybody showing up every day coming in doing their job and putting in, you know, eight hours of burn time, it's going to make his job a lot easier. If you've got a lot of I'm calling in sick, showing up late, can't do any of those types of things. His role could be much more challenging.
Steve Doyle (:Yeah.
Frank Manning (:Yeah. Yeah. I think one of the, one of the cool things here that's, I think you can replicate in a lot of organizations, um, especially industrials. Uh, but one of the cool things here is that we build such a impressive product. Um, seeing a tugboat, actually, we had sea trials this morning, so my hair is a little bit off. was out on a skiff skiff filming it.
Steve Doyle (:Mm-hmm.
Brad Herda (:Yeah, mine too. Mine's a problem. Way too much wind.
Steve Doyle (:It just blew right off.
Frank Manning (:but, but, but seeing that and seeing one of the things I like to see in the progression of a younger, trades person here is they come here or usually very few weeks where the boat is finished and it looks good in a build.
there's like two weeks where it's that's the case so we probably have four to six weeks a year where there's a boat that looks awesome the rest of the time it looks like this is going to be a new boat so seeing that and seeing
it goes through that progression and seeing the young people when they walk around and they're taking pictures, they want to show their friends, we try and get them out on sea trials, they take videos of the decks getting washed out and the feel the performance of the thing that they built and know they're part of that. There's a lot of pride in what we do. We're a three quarter acre yard in Portland, Oregon, which is not an easy place to close. We're the only shipyard in the country
Brad Herda (:Not big.
Frank Manning (:that builds boats, fully assembles them on dry docks. We're changing that a little bit, but historically we have. And we're the number one, since we started building, we're the number one tugboat builder on the West Coast. So everything...
every indicator of how we should do based on our size, our location, all of that says we shouldn't be doing what we're doing. We should be a repair yard or we should be doing that. And we're the number one on the West coast. We're since we've started building, we're number three in the country. so I try and make sure that we, that everyone knows that we take really cool videos. There's some on my LinkedIn of the, sea trials and the, and the work we do. whenever I get on my texts, I tell everyone in her yard to get
on LinkedIn, but I send out a group chat. We post photos of our boats. We show them working. We're right now the 80 foot boat that we're building, which is the next three that we're going into. Everyone that we've built has set the record. And then the next one has passed it for the most powerful tug ever built under 80 feet. So we're doing really cool stuff here. And so if together we have a goal and want to do something,
or need to get something done. We know we can and we know that we're going to with the right effort and the right team. So it's not to say we don't have unnecessarily drama or BS here and there. Everyone's got that, but we work through it and we're proud of what we do.
Brad Herda (:It's people.
Steve Doyle (:Everyone has it.
Brad Herda (:So yeah, so to that point, to be part of that team or somebody that might be, you know, East coast, Midwest, down South, that might want to learn more about your organization and building and being part of this great greatness that's taking place. How or where do they go to find you or your team to learn more and potential out. Okay.
Frank Manning (:Hit me up on LinkedIn. Frank Manning. Yeah.
Brad Herda (:That's easy enough.
Frank Manning (:I just actually before the show I had a talk about a captain from Morocco send me a message saying that he liked our videos and what we were doing.
Steve Doyle (:Easy enough.
Brad Herda (:Well, then I expect to get a listen out of Morocco when the show goes live.
Frank Manning (:I'll tell them.
Steve Doyle (:That'd be cool.
Brad Herda (:We can see those things. We have data. Awesome. Frank, thank you so much for being here, sharing your story and congratulations to you and your team for the success that you are creating out there. Not often we get, in fact, never have we had the number one West Coast tugboat building manufacturer on our show. So that's first for us as well. So thank you very much for sharing that.
Frank Manning (:Perfect.
Steve Doyle (:All right. So.
Steve Doyle (:Thank you.
Frank Manning (:Well, good to be here and this was fun. Yeah. Thank you.
Brad Herda (:Thank you so much.
Steve Doyle (:All right, cool. Yeah, thanks,
