Targeted Digital Transformation : Revenue, Asset Uptime & Risk Posture

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hello everyone and uh welcome to this uh webinar session also being
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simultaneously live streamed to our LinkedIn page and YouTube channel if you’re joining us there welcome to the
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session and F free to leave a comment anytime during the session um my name is G Satish I’m the
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CEO and co-founder at conx and our discussion today is about digital
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transformation more specifically the nuts and bolts of how exactly organizations justify these
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initiatives how does the SE Suite view these projects uh you know they sound great to
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the managers the lines of business but why should any CEO or CFO care
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to discuss this today on this panel are two very distinguished guests uh Krish Dharma and Reed nuttle season
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practitioners who worked in lines of business and now consult and advise and both managers as well as the SE Suite so
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I’ll do a quick round of intros before we jump right in uh Krish uh I’ll go
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with you first you know a 40e track record driving Innovation and change in
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supply chain operations it and Enterprise business
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transformation uh he has held SE several senior positions management positions in
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supply chain and operations and is currently leading the Supply Chain management initiative as as a strategic
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advisor at semi an industry Association Electronics design and Manufacturing
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supply chain U thank you chrish for joining us
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here Reed has been a CIO in three different Industries and has deep experience in
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selecting implementing and applying technology uh it functions he has led have been frequent Award winners such as
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the information week 500 the computer World 100 and the utility and analytics
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Institute best infrastructure business he’s currently the principal for utilities at C Gemini
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and is involved in significant businesses and Technology ch initiatives throughout North America and for good
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measure he was the CIO in the oil and gas industry at one of my very first customers in a previous company so
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welcome to this discussion Christian Reed good to have you both here be here
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to be here so um we’ll Dive Right In I want to start with this you know
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the the title of this uh webinar is targeted digital transformation I would love to hear your
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perspective Ive on targeted and digital transformation so go ahead
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please I’ll dive in and particularly about the word Target it because
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everyone’s been talking about digitalization and digital transformation for quite some time a problem is that so many people
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treat it as a big project when in fact with the miraculous tools that we have
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noway you can really Target your digitalization and have a project that gets something done that has a
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significant Roi and is very quick you know modern it departments they really
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need to understand what only they can understand they need to understand their data their data architecture they need
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to understand their integration and integration abilities however why do they need to
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continue to to um support software packages when you have SAS um other capabil software as a service and other
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capabilities in the cloud nowadays you can take some of these tools you have
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and Cobble together a solution very quickly that’s not a big project that has minimal risk and that can get the
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benefits of the digitalization very quickly so that’s why I like the term targeted when you talk about
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digitalization because it’s action you’re doing something you’re doing it now and it has permanence because it can
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last because it’s supported by the experts being a SAS tool that you you
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that you are utilizing yeah and if I can add to that read it’s it’s almost like fail fast
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right you try something out you you it’s it’s agile you make make the process agile in trying something out if it
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fails build it better and so on and so forth in my opinion there’s a little subtlety between digitalization and
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digital transformation and let me point that out right I mean people tend to use it uh
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interchangeably uh and perhaps it’s a Nuance but nonetheless uh digitization
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is pretty much taking current processes and digitizing it you know making it uh
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you put putting bits and bites around it whereas digital transformation is a few levels deeper where you’re actually
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looking at the processes the associated associated metrics the tools and all of
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that and then transforming the environment as well so I think that’s important to keep in mind as well as you
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go through this process it makes a lot of sense and just a note I’ve gotten in trouble many times
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talking about fail fast even though it’s the right thing so I always say um accomplish change
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quickly but fail fast is the appropriate way to look at it just not to Market
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it you know and and especially you know I I know in Industries which uh rely
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heavily on reliability right as the first thing you know I think uh your
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point is well taken read what I want to talk about in general right uh as a concept with
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digital transformation and this kind of leads us to the second part of what of our title really uh the Three core areas
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that we’ve actually seen one is accelerating Revenue growth uh increasing asset up time and
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then we’ve also talked about improving risk posture so these are sort of the the broad result areas and in recent
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times to this we add basic factor of sustainability that runs through all organizations this is what we want to do
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so uh which leads me to my next question which is really the first thought about
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software is that businesses based their decisions on these core rankers I just talked about
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right increase Revenue including customer satisfaction which is Roi decrease costs which is Roi mitigate
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risk and you know which is compliance um and then the last bit which I said is sustainability
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so has this changed much uh you know have these factors changed uh
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in in evaluating IT projects or application projects between the classical
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Enterprise and this Brave New World of digital transformation how do you see
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this so I’ll address that um they haven’t changed but there’s been
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some addition to them and some other concerns and one is that speed of success matters more and as happened
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more in the last couple decades as you’ve seen so many large it um efforts
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where some have been tremendous success years later but now companies are are
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expected to move faster so the risk and the speed of the project
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is also included along with the ROI risk mitigation and sustainability and again sustainability is is new the other thing
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that I’d like to highlight is that there’s a huge difference in the employee effect now it used to be that
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we would look at a cost it’s reducing costs as part of the II as being a focus
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that we’re going to take costs out of the business we’re going to take it by reducing the effort of employees um I think that’s really kind
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of old thinking because while that is a part of it what matters more now is
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employee engagement number one and employment retention number two I think
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back to the days when we first put a laptop in the trucks in the utility that I was at and it was rough going because
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we had a lot of damage to the laptops um mostly incurred by screwdrivers with frustrated people who didn’t want to
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have technology next to them our people that are working now now expect not to
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do the drudgery and they get mad when they see that their personal technology is so far
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behind their business technology so they expect it to work and they will be more
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engaged at the rest of their job and expanding the success of their job if you actually give them some digital some
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technology that is closer to what they have at home that is able to do things that are different than filling out the
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forms doing the the busy work things that they know that they’re being paid kind of by the hour for because it’s
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busy work and the company didn’t care to give them the technology they need so that’s related to the ROI but I think
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it’s a really important thing that we always need to think of is that Employee Engagement and retention means a lot more now yeah
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plus in addition to that like you said Reed there is a time to Value right people are looking for results faster
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and if you take the traditional view of how we put together uh Erp systems and
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and other uh enterprise-wide systems those were year-long projects people
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took their time there was a lot of time spent on designing the processes uh and and then configuring the systems user in
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and so on uh today’s environment people are saying okay how can I get this up and running quickly and then uh get the
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value as well quickly more importantly Technologies available today you know
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there’s a bunch of AI coming into uh play today right um so there is the
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ability to um you know harness a lot of the information that exists that can be
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done only through U you know digital trans information kind of projects right
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you have to automate you have to start collecting that information and and that in turn will help you get to that value
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much faster I if I can sort of take off from
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that too so the two one of the things and it sounds um you know uh you know a
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bit tight when you say that but no user has ever complain my software is too easy to use or my application you know
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is is not complex enough right and so when when Chris when you talk about Erp
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projects and and and re when you talk about Employee Engagement frequently the two are
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nowhere in the same discussion right because often times Enterprise projects
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get sold in the boardrooms and uh you know the meeting rooms but uh the world
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we live in for instance at conx you know where it comes to the mechanics or the technicians the folks out on the field
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uh where it comes to the utility industry the crew that goes out and uses this and hence the screwdriver on the laptop right I think uh we’re seeing a
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lot of that uh impacting how the current wave of digital transformation projects
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are are actually uh you know evaluated and handled and to us at least uh the
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biggest portion of this is uh adoption rates right how many users are willing
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users and how many of them are unwilling users but there is no middle ground in
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the sense that you know I we can’t have you know people not using the system at all which used to be the case with a lot
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of the larger Enterprise projects so it’s it’s it’s an interesting sort of segue into I guess my next question
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right so with these projects that we talk about these targeted digital trans
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you know uh transformation projects especially as they relate to
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the the nuts and bats right the cloud mobile applications such as ours really that automate Mission critical work on
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the field these clearly deliver value to the end users right if it makes their life easier if it is fewer uh you know
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times of walking between the place of work and the laptop or a kiosk or writing down on sheets of paper you know
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with greasing hands and then trying to uh enter that information into a backend system clearly delivers value to them
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but how do they justify this uh to an executive I mean if you are sitting there uh in the SE Suite how do you
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justify this I somehow like to think that makes life easier for your endusers
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is that a sufficient reason and especially where it comes to integrating with backend systems and and so on uh I
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guess the basic question is what is important for the line of business owner versus how does the same thing translate
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to a a SE Suite executive who has to make the decision about funding these things
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yeah so let let me take a shot at that right so so again there are different levels of thinking uh at different
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levels of the organization so if you take uh you know we take an organization and split it into five levels where we
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say hey there’s a corporate goal which is maximizing shareholder value or
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maximizing the return on invested assets then you talk about an executive level
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uh set of metrics which could be increasing margins reducing cost those kinds of metrics and then subsequently
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you Del down delve down into management controls what are the levers that go with the management controls and then
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subsequently the the the uh the kpis that go with the functions could be in
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the shop floor or the maintenance crew or whatever it is right so there is a
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spectrum of measurements and and even compartmentalized thinking if I may
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where people are looking at these at different levels so the guy on the shop floor could be worried about uh you know
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uh overall equipment Effectiveness for example how much am I how much should I be producing what am I producing and
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what are my losses uh how do I improve that or how do I improve my overall
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output and U uh reduce my losses right so that level of thinking but you’ve got
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to be able to connect the dots and uplevel it as you go up the uh the organization through the various levels
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of management so that you cannot be speaking the language down at the very
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lowest level you’ve got to be able to scale it up and and put it in the perspective of the person making the
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decision does that make sense yeah and Chris I’d like to add on
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to this using your words from earlier in this in this broadcast you know we were you were
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talking a bit about the difference between um targeted digitalization and a digital transformation project when you
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go up to the higher level you tend to think of digital transformation and of the big picture and building the
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capability you know there’s some great software out there there’s great tools and whatever and in a big firm and you
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know I’ve as a CIO I I’ve only been in in firms from four to 14 billion annual
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revenue so the big forms you’re thinking about digitalization is my toolkit to
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put together and to have consistency with it as you go through and one of the
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failures that we have historically had in big firms is that the decisions are made at the higher level so we have
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failed to give digitalization where matters at the lower level because we’re more concentrated on the roll out of our
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tools as opposed to to a different point of view where we’d be more agile and
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have a key passel the tools but allow the digitalization to occur with the
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more targeted tools that don’t require support as much the the SAS type tools at a lower
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level I look at I have a brother who is currently working with aund million
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construction firm and he doesn’t have that much in IT project and the tools that they have are absolutely amazing
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what he’s been able to do with that and he’s focused on the digitalization of activities and has had
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a lot of success with that while I in the past have focused on the digital
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transformation and actually have been guilty of holding up necessary projects because I was focusing on looking at the
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whole work and while I could justify some of my actions in the past some were
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good and some weren’t with the current level of tools is different it’s
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different and you need to pay attention down below it’s like in the and I’ve said this before in the past I used to
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say to justify this project show me the cost savings you know you’re taking a fourth of a person’s work away does that
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mean I I actually pay that much a salary that’s a naive way of looking at it
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because I’m not looking at the fact that nowadays employee knowledge means a lot and having their engagement to use that
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knowledge matters in so you need to think of that and then also because I was always coming from the it site so I
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want to protect my own little domain and I’m thinking about oh I want these tools
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and you know some of these for the large firms these these resource planning tools you have are are
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tremendous um and they’re getting so they’re not as bulky but still I would
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focus on those projects that would use the tools I have at hand as opposed to see that there’s tools out in the
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marketplace now that are SAS orent it that don’t cost my it Department a lot of money but could actually make other
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people’s jobs a lot easier so that we can have a better return on investment so there is definitely a
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different Viewpoint at different levels in the organization and I think that many of us at the higher levels of the
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organizations have made a lot mistakes in the past so that’s a very Frank admission
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there Reed because again I where we see you know as somewhat sitting on this
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side of the table too is um for the line of business owner right to them it is
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very granular in terms of you know here’s the cost of Errors right here is how I’m evaluated right cost of Errors
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the number of inspection fails uh they need to increase wrench time increase asset availability up time which is a
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little bit at a higher level but fundamentally I think their objective is
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can they simply let the workforce do what they meant to do as opposed to you know data entry and so on and so forth
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in the context of what you’re saying read or or how you you putting it crous
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um yes those are important but they’re so granular right I mean they’re so down in the weeds it doesn’t adequately sort
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of translate all the way up to the top If This Were to be a prioritization
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project for you know a billion dollar Corporation or a four or a five or a 10 billion dollar company it is so granular
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that I think it gets lost by the time it actually comes up to the sea level um it
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kind of leads me to to the other question then what does ROI mean for the CEO the COO the CFO and the CIO because
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I mean here I think one is the tangible versus the intangibles in evaluating these initiatives
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Reed you touched upon this briefly which is sort of the HR impact right and something I like to call this is sort of
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the institutional IP right can we retain the knowledge that my team is
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accumulating uh and what if it is across multiple regions uh you know that we
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talked about global tribal knowledge for example right across languages and then the it impact and
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finally the agility so be great if you you both could kind of address these areas right for the different seite
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folks and what does ROI mean there so again going back to the the
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five levels of the organization as an example that I mentioned and and the fact that the metrics uh get
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progressively up leveled as you as you go from the shop floor up to the Sea
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Suite right it’s important to keep that in perspective so if you’re passionate about your metrics and the fact that
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you’re going to improve labor utilization or uh you know some met
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the the message I would send out to my team if if if if I was uh the executive
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making the decision would be hey you need to uplevel your thinking as well
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you know don’t just think of that sliver because I’m sure there are um other
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intangibles or other tangible benefits that can be captured with this project so as an example um you mentioned Satish
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that the tribal knowledge right um so if if I’m able to digit go through a
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digital transformation where I’m able to digitize a lot of the uh learnings that
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are or or maintenance tasks that people are doing right it it solves two problems one it
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gives me a a good repository of techniques to use when a problem arises
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first of all secondly my mean time to get to identifying the problem gets
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reduced because now I can troubleshoot much faster and fix the problem much faster because I’ve got this repository
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of stuff that people have have you know put into and then most importantly uh
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you have the ability to improve your training as well for for your Workforce so if if somebody leaves that that
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knowledge is not completely lost right so all of these factors become key but but the most important message for me
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would be expand your thinking don’t just think of your sliver of it open it up to
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think about oh by the way these are the other benefits so that I can translate it into something much much
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higher I I do want to ask kind of a follow on question to that and this this
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this is sort of and this is extremely related to this too right
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um the the the there is this constant uh with larger businesses larger
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corporations especially but we’ve seen this with some midsize ones too where they’re using Legacy technology and
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simply there is no money to now move to newer technology or anything but this uh
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age-old question of you know make versus buy you know best of breed versus you know core
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application so there is a cost impact to that you know we constantly hear this you know end users say that you know
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this is functionality I’d like to have but it’s uh read with all due respect it’s never going to fly past it right I
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mean we’ve seen this uh because there is uh you know there is a technology tax to
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be paid because this is all you know stuff that we’ve had accumulated over the years who’s going to unwind this
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who’s going to sort of you know go through this and do this and of course you know there is you know not invented
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here I mean there is a range of these issues that come up which frankly leaves the end user you know the folks uh on
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the field the actual users kind of frustrated that it doesn’t matter what I think is good doesn’t matter if it’s
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going to make it easy for me it’s never going to fly so this is somewhat an it related question because ultimately this
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is these are you know it has to bless this so your perspective would be super
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interesting yeah it’s all L from my perspective and of course it’s changed when I was young um so I’ve been guilty
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of the wrong way of thinking but I believe that again in you
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need a central Force an it that is very good at knowing things that are
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particular to your firm that give you a competitive Advantage you need to know your data and its architecture you need
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to know your Integrations your integration capability you need to also
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um know and have hands on your security and that that’s key that’s role of it is
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strategically important now I’d also in the past said that I need to know my
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architecture I need to Def find a titling have all my tool there I think that part of the equation has changed in
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the last decade or two and it’s more important to learn to be agile and to be able to let things happen quickly so
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that you can actually provide something to the business I give an example two decade
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decade and a half ago um with OG energy core our biggest
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um unit was a utility and we’re putting basically a computer on every house Ami
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system so we’re putting that in is brand new technology and we were one of the lowest
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producers of in cost of energy in the country we had to do it very coste
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efficiently In My Own It Department that I had Absolut control
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over we were failing and I eventually moved my whole Enterprise enter
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architecture Department into the program for the smart grid we called it because
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my architect were holding us up and rather than understanding that they had
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their role in what’s unique to us they didn’t need to have that role to be
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limiting so that we couldn’t use new technology that made something and that by changing that we actually made it so
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that we were capable of getting some new ideas there’s a gentleman called Mike Ferell a few levels down in the customer
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relations department that came up with an idea which was a demand shifting U
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for energy and I won’t go into it much but because we were able to use the existing tools that we had some and some
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SAS tools on top of that we were able to have an idea that was key in making it so that we had the highest fiveyear
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shareholder return of any large utility in the as electric Institute and that’s
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all because we figured that our role was to be good only we’re good at and then
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use modern tools for the rest I relate this also going back to when I was younger and had a little hair
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that Bruce Porter was there in his book comparative advantage and talking about how important it is for a company to be
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strategically on focus and that that’s the role of Senior Management and then you had um um Peter Ducker come up and
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he simply went up and said well um culture beats strategy or eats strategy
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for breakfast and understood that it’s not just where we focus but it’s how we
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focus and how we get a culture that’s going to build our business that matters so you see how I had talked about people
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before and engagement I think that the role of the big company is not to do the work and
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not to limit the tools but to guide and make available so that the modern tools that don’t take a lot of support you
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need to be smart there you need to be smart in security can make it so that you can have the targeted improvements you need and actually have this targeted
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Target digitalization which will increase your bottom line significantly and if I can add to that
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read uh I’d like to weave in the human aspect of it as well right I mean we all
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uh go around thinking that we need the accolades for any any ideas right so it
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may be that you want you have a pet peeve or youve realized that a particular solution would be very useful
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to you and and traditionally you’ve been um stonewalled by uh the finance
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organization or the it organization Co-op them you know you don’t
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necessarily have to be uh the the person saying I’m leading the charge um you you
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could give the credit to the to the others you could say hey we were brainstorming this and as I was
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explaining my problem so and so from it or so and so from Finance said hey we
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could do this and and so it becomes their idea and in the end you’re going to reap the benefits because the metrics
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going to that are going to be improved are yours right so it doesn’t matter it’s really how do you get to the goal
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um you know uh it really doesn’t matter so if you weave that part of it I found
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that to be pretty successful across my career right where I give the credit to somebody else but I get what I want in
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the end and I appreciate I’m sorry but I
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appreciate what you said about people I I don’t care if you manage it or anything else success comes through
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people you need to liberate people let them move give them the
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rules that they can work in but make those rules to be loose enough so that they can use modern tools that don’t
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violate key principles or Securities and let them work and you get Wonder for
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that I mean I have Awards where I took the credit for people that just did
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something and I didn’t even know they were doing it um and that’s fine and that’s what success does if you’re in
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Central in in leadership and especially in it leadership yeah so saish one of the things we could
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do is actually I can share the uh The Matrix which takes it all the way from
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the kpis to the U uh the corporate objectives and shows the linkage across
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each of these Dimensions right the five levels and we could uh we could post that up on your website for people to to
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leverage as appropriate oh that’s a great idea chrish you know we’ll get that done right after this uh event you
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know we’ll we yep yep we’ll we’ll put it up there and you know people should take a look at it it is a fairly
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comprehensive approach to looking at this as kpi moves through different levels right uh makes sense it leads me
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kind of as a we sort of end and we have a couple of uh you know viewer questions coming in
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but sort of the one kind of last thought about this so we’ve talked about the
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benefits of doing some of these projects or how to address the um the ROI the compliance the the risk
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posturing out of all of this right but uh we talk of risk what is the risk of
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not doing something today simply because there is no material impact or Roi or risk today the question is
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uh in many ways and you know we we saw this over the you know during the shutdowns and all of that right I mean
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things that we don’t anticipate right but the companies that were already on the path to digital transformation you
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know weathered this much better than others who did not so if you could both
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address this as a concept right it is not just it’s is the Roa in the risk for today but then what is the cost of not
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doing it today answer you’ll become the company of the type that I tend to invest in
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which loses value quickly because more aggressive people come over and take over and somehow no matter how smart I
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think I am I I I cached the wrong ones if you want to be relevant you’re going to learn to be aggressive
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quick absolutely otherwise you’ll be left in the dust and uh you know you’re really not helping yourself by not even
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thinking about these things right more importantly it’s acknowledging that the world is moving on and you better better
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keep Pace but secondly it’s it’s being able to do yourself be truthful to
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yourself and say I need to be doing some of these things to continue surviving and and
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satisfying my shareholders I mean big or small company it really doesn’t matter right you you you have a vested interest
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or an obligation to run your business the way it should be run I I will sort of end this with the
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anecdote before we jump into a couple of questions we had from viewers
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but this is so critical right we’ve talked about the the the the sea level we talked about culture right so the
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question of uh what happens when I do this great project which saves either a boatload of money for for my business or
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which makes us more efficient or anything so I think we’ve seen this happen in the past that hey I can’t
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project these kinds of savings because someone is going to ask me the question why was it so inefficient in the past
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and these are real questions that come through and I I think it is a cultural issue it is easy to blame the individual
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for thinking that way but I think it’s a cultural issue where they’re fearful of actually showing great results or
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showing up somebody saying hey we didn’t we should have done this earlier I mean why not but the other thing that we’ve
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seen um and and this is It’s comical but it’s also kind of
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tragic when people say well hey you know I can’t become that efficient because that means I need fewer resources to
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work on this particular thing and you know that sort of you know brings my budget down or brings you know even
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worse it actually brings my utilization rates uh down it it actually impacts
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what I can build and so on and so forth I think it’s absolutely a failure in culture and and and how organizations to
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because again we talked about relevance right I mean if you don’t do this today your your competition is actually doing
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it there already and it’s not even in your neighborhood you know halfway across the
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world somebody’s already doing it this way and I think that’s the real challenge so anyway I’ll I I think we
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could expound for a few hours on just you know these these challenges I want to dive into a couple of quick questions
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uh before we wrap up the session so one um I’m a business owner of a midsize
34:37
business okay so should this approach be different for smaller businesses than larger ones and keeping in mind that uh
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a small business could be as small as a few million dollars to 100 million or whatever so the broad question is should
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this approach what we’ve discussed here how does this scale across organizations
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large or
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small okay so even though I come from the large and not the small let me just make one comment and I was waiting for
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you Chris and then I saw you start to speak out when I was so I’m I’m sorry about that but I believe that in small
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you get the same problem we get in the large and that is be careful about
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increasing your maintenance cost so do the digitalization but but look for soft
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as a service look for capabilities that you have where you’re not going to add a
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whole bunch of support As you move towards the digitalization that that to me that’s a key to keep your mind on in small
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business and I would probably add that it’s it’s perhaps a little easier for a
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smaller business to think about changing uh depending again the on the maturity
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of the organization compared to a much much much larger organization right because
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there is baggage there is hierarchy there is all kinds of controls in place
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that prohibit you from doing things that may not exist in a smaller environment so that’s that’s a perspective to keep
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in mind as well and uh we have time just for this one more question any others that are in
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here will address later uh after the event certainly um how do you factor in I
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guess it goes back to one of the questions I had earlier how do you factor in Legacy C it should we keep adding to the stack to make it work or
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find the money to migrate I mean this is a hard dollar question I mean it all boys around
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dollars should they end Mass you know wait till everything migrates to the new
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to new environment or should it should they at least make do with what they have I mean any thoughts there General I have a
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perspective all for the class but to me is exactly what I said before okay that
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you have some technology that you’re going to you’re going to have to maintain or phase out you need to do
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that but when you look strategically at your it Department you need to say what do I
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want to be very good at and keep in house and you want you want to be very
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good about knowing your data and knowing how you’re going to integrate it knowing how it’s architect it you want to know very good about maintaining your
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security but the tools that you have the tools that are actively used you want to maintain but as you grow you
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don’t want to become a maintenance shop so you want to find more tools beyond the core that you have now that you
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won’t be stuck with maintenance your goal is not to provide just one user’s breadth of tools and spend you don’t
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want to spend 70% of your money on maintenance yeah plus you you you have
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to balance it out right you don’t want the proliferation of various uh you know Solutions or or software as
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a service solutions on the one side uh and then uh try to help you you need
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somebody managing each each and every one of those on the inside as well so that that’s a fine balance that’s on on
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on on one side of the equation the other side of the equation is in in today’s environment it’s it’s very easy to
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connect systems right API calls you’re able to connect to Legacy systems and and so that that integration layer has
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been simplified quite a bit so to the extent that you can get up and running on some of these um software as a
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service solutions faster than you would uh trying to rip out the guts of of your
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legacy systems mean so it’s it’s it’s a it’s a fair Balancing Act I guess so I
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so the the the one perspective I have on all of this and we deal a lot with Transportation sector so you know it
38:51
kind of fits in there you know all of us you know when we drive our cars right
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some of some of them you know we we retain you know old ones for sentimental value but whatever
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reason or you know you simply don’t want to change now so the question is really
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uh we know that next year we’re going to change the car we we drive or a year and a half from now we’re going to change
39:12
the car we drive should we maintain it today or should we you know check the brake pads and should we actually you
39:19
know change oil or should we just let it go to waste and uh and then you know figure
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out this later because who wants to put in more money into you know this asset that you know you’re ultimately going to
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retire and uh I think it is a fine balance between saying you know there is a nice to have that you can probably
39:39
make do without but then that is the fundamentals of saying that I still want to get from point A to point B safely
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and if there is a way I can do that without cons consuming as much gas or in these days as much electric charge as as
39:53
I as I as I as I otherwise would I think that’s a that’s a smart decision to make
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then no one wants to stop maintaining and drive something unsafe and nobody willfully says you know if I can save x
40:06
amount of dollars on on gas or on charge then I I should do this so again
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I guess to that extent it goes back to you know this the safety the risk posture I mean this is exactly what
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we’re talking about and then the savings that might actually ACR from doing the smart thing so I’ll stop there with my
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analogies I mean I don’t want to keep going that but it’s it’s it’s at least a thought but uh other than that I mean we
40:32
we we’ve actually gone a little bit over time but I I do want to thank you so much uh chrish and Reed for your time
40:38
today this has been a very interesting conversation and it feels exactly like that a great discussion just great
40:45
hearing you gentlemen talk about you know the things that you’ve done and and frankly a couple of areas where you
40:50
think you know at least read you were talking about the Younger You versus versus the well let me say that the
40:57
newer Youth and and thank you for you not older you are
41:05
you know thank you for all the perspective we have today and you know I know there’s going to be more questions coming in this is going to live on
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LinkedIn live and and on on our YouTube channel and so on so again ask the
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questions come in you know we’ll respond to those but thank you both so much for your time today truly appreciate it and
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you know we’ll catch up again soon and we’ll pop the U the Matrix you provided chrish on our website anyone that is
41:30
interested please go down go there and download it it’s a telic document riew all right thank you very much thank
41:37
you both thank you CH see you