record_id: 304f8b3e-f83d-8194-bede-eacc4662e3a9
created_time: 2026-02-11T22:46:00.000Z
title: 02-11 Interview: Plant Director Role - Home Chef (San Bernardino) and Leadership Philosophy
source_url: /

[TRANSCRIPTION]
Speaker 1 00:13:54
Is Braden?
Speaker 2 00:13:56
Hey Braden, I am so sorry. This is Heather Gipfido calling from Home Chef. How are you?
Speaker 3 00:14:00
I am doing well, doing well. Um,
Speaker 2 00:14:03
I was extending an offer and he had a lot of questions, which is totally okay. Um, um but yeah, Just went a little bit over, so I am, so sorry I am a little bit late here.
Speaker 3 00:14:14
No you are you are totally fine. I started looking at it's like, well, you know what? Maybe I didn't, did i not confirm something. And soum. All good, all good.
Speaker 2 00:14:25
Well, our call todayum be a little bit more informational than evaluative. Just want to go over the business and the role and a couple high level questions. Just ultimately make sure we align on what you're looking for in your next role.
Speaker 3 00:14:38
Sounds great. How can I. 
Speaker 2 00:14:40
Uh And then yeah uh As you know, my name is Heather. I'm a recruiter here. I work at our corporate office in Chicago. Um If you were to work with us. You know, you and I would partner on all of your salaried roles, And then we do have on site recruiters in HR to or like a lot of hourly population.
Speaker 3 00:15:02
Great, okay.
Speaker 2 00:15:05
To get us kicked off though, I'd love to hear what you already know about Home Chef, and I will fill in the blanks.
Speaker 3 00:15:12
So I got a crash course from it last night on some levels, because as I was looking at it. Well, I was out. You know, I was reviewing it. It's like okay, I get it. I get it. And then my wife goes, "You know we used to do this right?" And go no way So she ended up taking us taking me through. I guess we personally use you guys. I don't know several years ago back before, you know, when we were just kind of first starting to have kids, she was staying home, all that good fun stuff. And.
Speaker 3 00:15:47
And so, um, I know that you guys, um, So I know that you guys are essentially preparing preparing meals for uh people with on the go lifestyles. And uh you've made it into retail. Um and so um So you guys are in grocery stores, Ralph's and and uh and then also delivering. Um I spent a little bit of time on your guys' website last night. You know it looks like you these are now uh a part of, Um, tailoring kind of meal plans and or meal styles, I should say food styles and and whatnot towards the individual. Andum, Sounds sounds great from a, you know, from a guy that has uh three boys in club soccer and is always on the go. And uh, I go you know maybe we need to rethink this thing. Yeah,
Speaker 2 00:16:39
Yeah, if you end up working with us, we get forty five percent off on the uh meal kits. Oh wowum, Yeah, so thanks for doing your research. So, mostly known for what we do in our e-commerce space since two thousand thirteen. Um, we were acquired by Kroger in two thousand and eighteen. Okay. Retail presence is definitely what sets us apart, but I will say everything at our facility is all on the e-commerce side. Kroger really kind of manages that retail side of things. So I really kind of see them as more of a like stakeholder. Okay. 
Speaker 2 00:17:16
Um, and then we have a new ready to heat line. So you know, Home Chef is what we call the core side of the business. Uh, we give you the ingredients, give you a recipe card, and you cook it. And then about October twenty twenty three we launched Tempo Tempo pre cooked food. Yeah, in a sealed tray that you pop in the microwave. Fifty percent of people entering the meal kit space are looking for something ready to heat. And we actually built a, Like a commercial kitchen for this at the plant as well.
Speaker 3 00:17:47
Oh, wow. Okay.
Speaker 2 00:17:50
Um, So basically like the way it works is the plant director and all the department heads really kind of oversee both, and then each line has its own superintendents supervisors, team leads and associates.
Speaker 3 00:18:08
Right. How many lines? I don't want to, you know. I am trying to, you know, I am trying not to jump and asking ask questions too early because I do want to get that overview and whatnot. But. But what what fascinates me is just the ability to be able to do all of theseum different meals, essentially at the same time and then package them all together. Um how yeah how many lines do you guys have going?
Speaker 2 00:18:36
I have no idea. That's a that's a fair question.
Speaker 2 00:18:41
But the person you'll be talking to next, he was our director of continuous improvement, and then he was a plant director for about two years. And then more recently promoted to senior director of pump shop ops. And now all the plant directors report into him. So he'll definitely have all of that insight. I am actually um I hate to admit this, but I am a big violator of, GMPs, you know, Like and so I can count on one hand, how many times I've been out to a production floor.
Speaker 3 00:19:18
No, that's that's that's okay. That's okay. I mean, you know, there is there is uh we've all got our ways, and so that's that's perfectly fine.
Speaker 2 00:19:27
Um good question though.
Speaker 3 00:19:30
Um can I askum why the role is currently open? Is it because this this uh can I ask what his name is? Just so I am not saying this guy.
Speaker 2 00:19:43
Uh, the hiring manager on the role?
Speaker 3 00:19:46
Correct, you said senior director. Yeah,
Speaker 2 00:19:47
John Cloos. Yes, um, John Cloos that's C L O O S.
Speaker 1 00:19:55
So now. 
Speaker 3 00:19:57
Did he get promoted into this senior director? And now this role is open for that reason? Or is there another reason why the position's open?
Speaker 2 00:20:06
Yeah, so this is a backfill he was, Here in Chicago, We ended up backfilling him with our one of our engineering managers here in Chicago. This one in California is open. Um, Josie, you know she was with us for like ten years. Um, she came from like our planning procurement team. Um, I think she's just taking some time off. She was with the company for a very long time. Um and yeah I I. 
Speaker 2 00:20:37
What I was told is just more for personal reasons.
Speaker 3 00:20:42
That, yeah, that's totally fine. I ask these kinds of questions just to start kind of wrapping my head around like, okay, where is the culture currently at? What's going on? What, are they trying to, you know, not only are what are they trying to tackle from a operational side of it, but the more I understand what's currently going on, you can also. Understand what voids might be might need to be also filled, And so I am just kind of poking and prodding to frame my mindset on, you know, what's necessary in order to be successful.
Speaker 2 00:21:21
Totally, I actually had asked John like one of the biggest opportunities here for improvement in leadership, And he told me he's like there is really nothing to come in and fix. This is our facility that doesn't have a ton of turnover. Um, so really just looking for somebody to come in and like achieve the upside, continue to set the bar. Um, this role is really about like leading the entire plant end to end. So not just production but like people culture and the results. So really setting the tone for how the site runs day to day and how it grows over time. So. 
Speaker 2 00:22:04
You would be leading a full leadership team across production, warehouse, maintenance, continuous improvement and safety. So all the department heads are reporting to you except for FSQA. Fsqa reports into an FSQA director, but they kind of would dotted line into you. And, it's really about making sure everyone is aligned around getting meals out on time, safely at the right quality every single day. Outside of like coaching, developing your managers, we're really looking for somebody to like influence the broader team of associates. Between hourly and salary, there is about four hundred and eighty people on site, and we really want them to feel you know supported, accountable but also like connected with the bigger picture. Right. And then an execution standpoint you know managing KPIs financial performance understanding cost drivers.
Speaker 2 00:23:02
Anticipating risk, adjusting quickly, and super cross functional with corporate teams, especially continuous improvement rolling out new tools, systems, and ways of working. That's my high level POV of the role.
Speaker 3 00:23:16
Sure sure no no that's okay. How autonomous is each plant? It sounds like they're almost completely autonomous, just basically saying, hey here are your borders? Don't pass them what we're talking to corporate.
Speaker 2 00:23:32
Yeah, It's funny that you say that or ask that because when I had met with John in this role, He said, he's like this plant director has the most autonomy out of all of by the way, we have four total facilities. We have that one here in Chicago, Baltimore, Atlanta, and then San Bernardino. So this plant director has the most autonomy does less travel. This facility has less visitors.
Speaker 2 00:24:00
So, it's funny you ask me that, but what does that look like actually? I am not sure, but that is what I do know.
Speaker 3 00:24:09
That's okay. That's okay. The uh the last manufacturing plant that I ran, I was I was the opposite. I mean, I had the autonomy, but uh. I was in Southern California and corporate was in Southern California. So guess who got to go get all the visits? Or the uh, hey I, just wanted to check this out or. Um, hey, we're we're entering into a new relationship with a bank. Can I show them around? Um, so I I uh. Yeah. I get that side of it, But then also it's like okay, you know, plan operations are over there and and corporates elsewhere. Let us know when you need when you need some money to uh upgrade things. And outside of that, just make sure that you're uh you're hitting all those numbers.
Speaker 2 00:24:48
Yeah yeah yeah tell me about your experienceum. 
Speaker 2 00:24:56
Yeah, high level sign with me. I just love to hear about it, especially. Yeah, just tell me about it.
Speaker 3 00:25:03
Sure, sure. Um, So I'd say my experience that most aligns with withum with Home, Chef is would be essentially my my time at ReconSurf. Um, I was I started over there as a transportation manager. I started out inum transportation, Um, That's where I got all my logistics and warehouse management and all that good fun stuff. And i I was never quite fulfilled with transportation, and I love the little spinny things. Um, so so i uh I convinced my boss, who was the general manager at the time, to teach me how the plant worked. And and then kind of just uh from there, I ended up partnering with with maintenance and saying okay you know. 
Speaker 3 00:25:53
Honestly, my boss at the time was a little bit checked out. So, he said, "Hey, if you want to do it, just go for it." And so I just started. You know, I paired up with maintenance and started walking around going, "What's this do? What's that do? What's the other thing do? Why don't we do this?" And whatnot. And all of a sudden he and I had a great partnership. And we were able to take you know the oldest plant at the time. I think when we when I started, we were doing like twenty five tons an hour. It was recycling bakery waste, so Recanserve was interesting because we would recycle bakery waste. So, bringing them from the largest bakeries Mission Foods, Bimbo, Frito Lay and all of their waste, we would have containment systems that we would design and install at their facilities. And, then we had a fleet of trucks that would go and pick up these.
Speaker 3 00:26:50
Products from them, then we would turn it into an ingredient for animal feed. Um, and so you had to manage. You actually, you know, it's different from from most um you know most pull systems if you will. You know your your inventory management is actually fluctuating constantly because you are limited or or not limited at all by the amount of material that's coming in because you don't get to pick and choose how much is coming in. So, if your sales on the opposite side aren't aligned well, then you can be overwhelmed or underwhelmed. And so you are constantly adjusting for those aspects. But when I started, we were doing about twenty five tons an hour. Our high point was about fifty tons an hour. We got it down to forty tons an hour, just basically by understanding the system. And then.
Speaker 3 00:27:44
I am starting to develop KPIs like what what is a good product. I got with sales and said, "Hey, what do you guys want to see?" Because at the time there was they said, "Hey, This is kind of your so eventually, by the way, I should notice note that my manager moved on. They promoted me. I think I was there for a year and a half before they promoted me into the general manager position." So of the fourteen years I was there, I was I was in that position for a little over thirteen um little over twelve. Um.
Speaker 3 00:28:14
But basically, we were able to take that plant transportation wise. We ended up changing everything around. I am a big KPI person. I am a big data person, so I am first going to look at everything and say, "How do I put this to a number?" Because you can't manage what you don't measure. And so, I am going to start defining everything and start challenging different things. And I am going to use that to also understand my culture. And from a culture perspective, What I am really looking for is who's here to win and who's here not to win. And then the others are who here doesn't know how to win. And so, you know, the first and foremost, I am looking, i am trying to balance the culture so that everybody that's here wants to win. Everybody that's here is is here for the company.
Speaker 3 00:29:13
And so, and then from there, I find it's usually educational. if we can start taking ownership, taking pride and whatnot. Especially when you have a brand like this, you guys can't even afford to mess up. You know, it's got to be great food. ;. Everybody's already anticipating that you know, it's not going to be as good as the stuff that you make at home. So, I mean, this is something you can sell really well. Where you say, "No, no, no, we're doing great things here and we are going to be the top label. " And. So if you can get people to buy in on that stuff at that point in time, it just becomes a matter of establishing what success is and what success is not. And you do that through metrics and KPI. And then helping your.
Speaker 3 00:30:06
Your managers or your your front lines to understand what drives the KPI. So, you know, I'd say probably one of the best learning experiences was I am not sure if you remember, But there was this huge. Um t here is a huge salmonella outbreak, years and years ago in peanuts, and so everybody started throwing away the peanuts like mad. Um And Clif Bar decided that they wanted to get rid of. They didn't even want to mess with it. We're not even going to test. We're not going to anything. They got rid of seventy five truckloads of Clif Bars just in Southern California, and we had to figure out how to dispose of that, but with seventy five truckloads of Clif Bars, it changed you know You've got your tortillas coming in, you got your your uh. 
Speaker 3 00:31:01
Bread coming in, you got your bagels coming in, And now all of a sudden I've got seventy five truckloads of Cliff Bar, which changed the mix of what our product was. Um. And um it created a whole bunch of problems. So, what we do is we we mix it to one consistency, and then we run it through the plant. And so that way, it comes out with a with our proper nutritional values and whatnot. But, The amount of fat that's in the Cliff Bars um was overrunning um our plant. And uh we have we have screens. The amount of fat that's in the Cliff Bars. Okay. So, so we dry it out, right? So now all of a sudden the fat becomes, you know, liquid and viscous if you will. And so when you run them over the screens, Um basically, think of it, think of it, like um these, you know, like, when are when are sifting flour and what not and you are running, it's got to fit through a mesh screen because you want a certain amount of size. That fat was. 
Speaker 3 00:31:58
Covering our screens so nothing would fall through, and now I have extra product into our system because it thinks, "Hey, there is nothing small enough; let's break it down even more." Does that make sense? Yes, yeah. Um, sorry; it's a longer story than I anticipated telling. But no worries; I am intrigued. So I had a guy in my biggest things we were in Recon Service in W att s ;. It's South C entra l ;. It's what all the rappers were. We're we're uh rapping about uh when I was growing up where it's it's, it's a bad place, um and and everybody there. Nobody there thought that they were going to be special, Um when I asked people what the top was, I had a guy when I was hiring a production manager, he said, what's your biggest problem? I said the people here don't believe that they can. You know when I grew up, my dad said, you can be anything you want to be son, and they didn't get that here. And so i i started a program. 
Speaker 3 00:32:57
That would only we would only hire for entry level, and we would train everybody from top to bottom. So you would we would always attempt you can't always do this, but we would always attempt to promote from within first, and yeah, and if we couldn't then then we would go outside. So my production operator at the time production operation at that time was was the highest you could go. So he had made it um he had he had started from, Our entry level position and been successful all the way through, and this cliff bar thing happens, and he is just struggling like crazy. And he can't get it. I am bringing in maintenance, and we're understanding this new flow. And you know, finally he says, "I don't want to do this anymore." And I am like, "What do you mean man?" You know, and we were going back and forth. And he says no Braden t here is nothing you can say to me. I am not doing it anymore." And so um. 
Speaker 3 00:33:55
So we shifted him. We we we shifted him to a uh a lower position and um. And, This killed me and it kind of defined what I wanted to do going forward. And and because when I, went back through and went through the training protocols. I said okay train me like you trained him, And they said, yeah, first, you do this, then you do that, then you do the other thing. I go wait wait say that again and he repeated it. And I realized, He failed because he didn't understand how our plant worked, so he didn't know how to adapt. He was told, "Check the boxes, do step one, step two, step three, step four." And then I realized it was my failure not his failure. He did what he was told and he just wasn't prepared to adapt. And, we were it's a high stress environment when those plants are running and we broke him.
Speaker 3 00:34:53
And and that shaped how I decided I was going to manage going forward, and that everything was going to be about education. You are gonna tell me I talk too much, and you are gonna get sick of me talking. But, the only reason why I am talking is because you don't get the root of what we're trying to teach you. You see, yeah, yeah, I got it. I am going to go cut here or do this and do it. No no no, why did you do it? And if you know why then you can manage yourself. You can empower yourself. And then we can build on top of that. So, in a long winded way, that is my strategy. I am going to to i am first and foremost, i am always looking for culture and I want to get the right people in and start start setting a bar that people can believe in. And they want to do well in. And yeah, and then we're going to apply everything to so here at uh. 
Speaker 3 00:35:50
You know, a triune, which is a pool construction company. I got brought it's actually a family business. I got brought in to say for for the essentially, hey, fix us. We want to scale, but we can't seem to do it. Um, but their KPIs were, you know how many square feet of tile? Can you can you install at a time? And I am looking at them going? Well, wait a minute. You've got that water line tile that goes across the top of the pool. You've got the spa tile that where you are cutting angles here there. And any other where. And then you've got your full tile pools, and you are treating them all the same, but it's not the same work. But you are still telling, you know, you are saying the guys are slow over here, but they're super fast over here. But it's not the same. And um and I. That's not an it's not an appropriate KPI to to be looking at. You need to separate that. You need to be able to, you know, The numbers that you guys are looking at have to be in a way where it's.
Speaker 3 00:36:45
You can actually do something with it. And so, if you are comparing apples and oranges, Now you are pushing on a guy, and you know, you are just going to break him down ;. He's going to quit or whatever, and he's going to feel like a failure. But, the reality is, is that you are not helping him when when you are holding people accountable to systems that are not properly evaluating them. And so, I want to line those out, and then once people understand those, they believe in those. Do you agree that this is an accurate number? Yes, I agree. Okay, So can you help me understand why everybody's doing it ten percent faster than you? No, okay. Let's talk about that. Um, and so, you know, and then if you are working with managers so so that's the frontline stuff. But if you are working with with managers who are dealing with the frontline thing, You do the You are doing the same thing, but in a in a You know, i am I am. Uh.
Speaker 3 00:37:43
Big Socratic method guy, So I am going to ask you questions, so you can start thinking about it. The brain is a muscle, um, So I need you to start using it. ;. Don't let me do all the thinking. And I am going to guide you to the answers. Um, but I am a big believer in identifying everything, Um measuring it and then helping people understand what it takes to get there, while also holding them accountable to getting there. But at the same time, knowing that if you are willing to put in the effort.
Speaker 3 00:38:14
And I hate to say this other part, but and smart enough. Um, some people hit their ceiling and unfortunately they can't go past. And we we want to treasure those people, but keep them in something that they can be successful in. Um, yeah. But um, but after that like we're here let's go let's go get it together. Um, And if people know you believe in them, then then you can do that you can and you understand everything properly properly. You can go be successful just about anywhere. Operations is great, if you follow all the rules and you know how to adapt.
Speaker 1 00:38:47
Yes, while we're talking about. Yeah, okay,
Speaker 2 00:38:51
Good. Yes, it was very it gave me a lot of insight. And I just want to piggyback on that. You know, while we're talking about people dynamics, You know, some of the most time consuming issues at the site, like are going to be strategic. So. How do you approach like resolving issues between hourly associates or frontline supervisors? Let's say you have like a" he said, she said" between an associate and a supervisor.
Speaker 3 00:39:24
At the end of the day, I think that you have to rely on stuff that's actually tangible that everybody can agree on. So.
Speaker 3 00:39:36
I am dreaming up a situation where a frontline supervisor is hoping to get out, you know, more efficient product trying to. Um. Trying to say, hey, you know, you guys aren't meeting quota. You are not moving fast enough. And this other guy's going, no, you are putting all these limitations on us. How do we do that? And I think. In a situation like that, I would want to get buy in from both of both sides. Would you agree? Would you agree that we we need to hit these numbers? Yes and yes, right. Would you agree that, you know if the supervisor is is saying that these are the issues. Not saying those are true, if those, but if they if we were to find that those were issues, those would probably keep you from from being successful, right? Yeah. And then the other side of it is right.
Speaker 3 00:40:36
Frontline, you say these issues are going on. Would you agree, supervisor, that this is an issue? Right, that this could be if if this was true. Would you agree that this would keep them from from being successful? Well yeah okay. What can tell us You know how can we investigate this? And then you do it as a team together. Um, but also at at that point in time I would see myself as the uh we're going to be fair. We're going to be real, you know. I am going to give it to you like it is, but we're going to be fair. And at the end of the day, I think both parties. They need to understand that they're on the same team and need to feel respected. Because I can't tear somebody down and then he says, "You don't respect me," and then we go, "Yeah, of course I do." Right? He's got a feeling.
Speaker 3 00:41:34
Right, You have to take some time out to sidestep the ego and everything and just go, "All right, tell me what's really going on," you know. And then even if he's just completely wrong, Even if the front line is complete and often it is an understanding bit. It's an opportunity for education. So, you can sidestep it. ;, you can get everybody to agree that, yes, yes, I agree in his world. He would be right in my world. I would be right. Um okay, let's go define that. Let's go look at it. Um, And I think if you can take the time out for situations like that and maybe even take a little bit more time than's comfortable sometimes. You can, If you can fix that relationship aspect because ultimately those things happen, because the two don't trust each other. Um. And. And so if they can start trusting each other, then they'll actually start figuring out what those problems are without having to bring me in.
Speaker 2 00:42:32
Yeah, yeah, definitely. And I think that something that we're definitely looking for is not somebody that feels above, you know, like maybe some more adolescent issues. So great. Um and then are you currently working?
Speaker 3 00:42:52
Yes. Yes, I work for Tryon.
Speaker 2 00:42:57
What has you looking for a new role?
Speaker 3 00:42:59
Well, like I said earlier, Ium, Triune is a family company. I got brought in to help them, to help them lock down their operations a little bit better. And we kind of went into it saying, "I don't know if this will work," but you know, We both admire it's my cousin's company, and we both admire each other from afar. And I came in, I fixed his problems.
Speaker 3 00:43:32
And I am now at a point that said, "Okay, you know, I am. I can't. I've got a I've got a crew that he didn't think that was was possible, and I've got a crew that I can build on." Um, And um i am I am starting to find that if we want to stay the same, then um we can continue to do it his way. And uh. If If we want to if we want to accomplish his goals, um, that that I was brought in to do. Uh, we have to not do it his way. Uh, So and and unfortunately, so three years ago, when I came on I, he said, we're facing these problems. And I said, here are the three things that you need to do to change it. And he said, that won't work um three months ago. He said, you know, i i've been realizing if we want to go to the next level, we need to do these three things, and i'm like.
Speaker 3 00:44:32
Um, you know that you know those were my ideas, right? Um, and unfortunately he's he's I don't know if you've ever worked for family companies. Um, But I found that usually, you know, many family companies, you got the owner at the top that still wants to make all the decisions. And I am a big believer in in leading and plotting a course. Um. But when I started when I started having managers work for me, I realized that they might not never do it as good or the same way that I do. But if I can define boundaries for them and make sure that they stay in it, then I don't have to do it myself. And I need to let them either succeed or fail within my boundaries. Um, might not be the same way, but and unfortunately it's he's just not able to move past that and um.
Speaker 3 00:45:31
The criteria to which we had made agreements on has has also uh changed, and so now I am kind of sitting and honestly, I miss manufacturing. I really do. I got a random call and and said," Hey, come interview for this job." And ever since then, I was like," Man i i need to get back in. i i really do miss it."
Speaker 2 00:45:52
I think that I saw a note on your profile that you had reached out to somebody. Um, on LinkedIn about this role, so just curious. Um, why Home Chef?
Speaker 3 00:46:10
There's, there's an aspect of, you know, I want to be blatant. You know, bluntly honest with you. I i there. There's part of me that says, um I don't want to sell you a whole bunch like, oh, I, just so believe in the product that you're. You know, I think that t here is. I think it's really cool what you guys do. And and i i I think that's kind of what i am what I am looking for. I am looking for shiny um and and i am i am looking for ultimately, I want to grow a business. Um, again, i i want to work for a company that is expanding, that is um multidimensional. Um, ii actually do much better in in um. 
Speaker 3 00:46:59
Chaos, if you will not saying that the operation itself needs to be chaotic, But just the speed at which things happen is probably a better way to say it. So, I like repetition. I like the fact that and I think that's why I do well with operations and manufacturing is because you are doing the same thing over and over and over again. You get to tweak it here or there and everywhere, whether it's your personnel or your. Actual equipment, and you are constantly having to adapt. So every time you guys change products, you know that's something you have to adapt to. And so I think that as I read the job description, as I read a little bit more about the company, um, I said, yeah. This is this checks. My boxes of You know. I am forty five. I've got, you know, i don't think i am ever going to be that guy that.
Speaker 3 00:47:55
Retires early or even retires when he's supposed to. I love to, I love working. Um, and I love building stuff. And so I'm looking at forty five though, I am looking for the next company that I can kind of align myself with long term, and it's got to be a company that I can't outgrow. And with Home Chef, I don't see that happening.
Speaker 1 00:48:19
Love that. Um. 
Speaker 2 00:48:23
Cool, and then what are you targeting for compensation?
Speaker 3 00:48:31
I am interviewing for jobs in the one seventy one eighty range.
Speaker 2 00:48:41
Yeah, our budget's one sixty to one eighty. Definitely think that we can get you there. And then t here is the annual twenty percent bonus opportunity.
Speaker 3 00:48:48
Okay, that fits.
Speaker 3 00:48:54
I have one question. I you might not be the person to ask this to, But uh one question that I didn't get to um I am going back in, but nine times in the job description, I saw safety. And I am a big safety guy and everything, but all of a sudden it was like safety, safety. T here is a pattern here is Is. There a is is But. And and given the fact that you said that, hey this, this plant's autonomous and. You know, we don't worry about it. It's probably not at this plant. Maybe not even be at the company. It just kind of it's obviously that that safety is a is a big thing, and so I but nine times I went, I am just going to ask just in case. Yeah.
Speaker 2 00:49:37
Um. Sorry, I wasn't sure if you were following up on something there No,
Speaker 3 00:49:44
I i realized, i did a space filler there with myums, so i am sorry, Go ahead,
Speaker 2 00:49:50
No no, right? We are huge on safety from not only a food safety point, from like you know environmental health and safety standpoint as well. Um, I mean it's huge in every department. Especially we have an our own safety manager, uh food safety manager. So that is hilarious that you notice it was in there nine times.
Speaker 3 00:50:12
Yeah okay I I just have toum you know, When when I came to this company, there was a actual safety issue, and so that safety issue is gone now. But, um. So I so I ask is it just. That, that is the thing that if not properly valued, will will hit you good.
Speaker 2 00:50:37
So. So. I'm going to connect with John, the next step would be a video interview with him. Um. And then. Let me see if he has anything to follow up on, But I think I am feeling good about, you know, getting you in front of him and especially getting some more of these. Uh great questions you have answered further.
Speaker 3 00:51:08
Great, I appreciate that. Um, do you how soon are you guys looking to fill the position?
Speaker 1 00:51:16
Yeah, I. 
Speaker 2 00:51:21
Would say. I mean, it's been open since before Christmas. You know, the holidays kind of really put a pause on it. We did one round of interviews. And to be honest with you, we're kind of like starting over at this point and I really shared with you like what we got out of. That last round is, you know, we're really looking for that strong culture fit. Um, and I am being repetitive at this point, but somebody who doesn't feel above you know maybe like adolescent floor issues. Um, so we've kind of restarted at this point um a fresh round. And I would say with the interview process. 
Speaker 2 00:52:15
Probably looking at least like another month from now. Um, cause we have a hiring manager interview, a video panel interview with some cross functional um leaders. And then there is like one more interview with our chief operating officer. So just like with the interview process in mind, um. You know, we're looking to fill it. We're ready to hire. It just all depends on the interview process.
Speaker 3 00:52:48
I understand how that goes. So, okay.
Speaker 2 00:52:54
Um, I do have another call at three fifteen, But anything else I can. And if and if you did have more questions, feel free to email me as well. Um but anything else I can answer for you in the meantime?
Speaker 3 00:53:10
Um no no I think, I think that's that's it for me. I was actually worried about the same things. Like, I don't want to be on the, you know, your next uh, your next reason for for your next year. Oh yeah, man, This guy wouldn't stop talking. Soum no,
Speaker 2 00:53:25
No, we're in a good. Um we are in a good place. I i always have a buffer. I know that my you know can expect to talk to some planter. There's a lot of experience to talk about. So yeahum and i was late. So we're goodum but. Yeah, if anything else comes up, feel free to email me. Um, which I think you already did. And then we'll get you in front of John for next week.
Speaker 3 00:53:52
That works for me. I appreciate your time.
Speaker 2 00:53:55
Yeah, of course. We will talk soon, and you have a great rest of your day.
Speaker 3 00:53:58
You do the same Thank you Take care Thank you B ye- bye.
Speaker 4 00:57:15
What's up, Reg? How are you? How's it going? Another day in paradise. Yeah. Good. Hey, brother. Good, you? Good. All good? All good. Alright, did uh. Did you see about the. About the.
Speaker 3 00:57:37
I'm glad he knows because I saw it a little bit ago. Do you want to. Yeah Longer or uh deeper out, Yeah yeah yeah. Yeah, it's probably three eight. Yeah, I found a five eighths at one point so. But. 
Speaker 4 00:57:55
We kind of go into this. So, that means that you would have to you want your, did you want your tile to flush out there? And. So now there's going to be a you do your tile, thicker, which means that you have to do the whole wall. Honestly, we'll probably just move the trap. We'll probably just move the track. Um,
Speaker 3 00:58:19
I told Chris,
Speaker 4 00:58:20
Chris was like, it's too late now because we're gonna screw everything up. If you call me and say, hey, the guy just texted from 380. I would have come and seen how he was doing.
Speaker 3 00:58:31
Yeah. So I mean I was here. Okay. But I mean, uh I was saying is like we should have just put up string lines for them and said, here's where you're lining.
Speaker 3 00:58:45
But or. 
Speaker 4 00:58:46
You could put a yeah, I guess I guess we could have put can't really put spacers on there because then you'd be violating something.
Speaker 3 00:58:55
But uh, But I mean, he he's said a couple times like, you know, we'll let it put it on, and then we'll fix it. Like okay.
Speaker 4 00:59:05
And then I had well yeah, I did involve Deep Hand actually, with Corey about how we're going to run our drain lines before try to get in before you get in. So that you'll be over us. This is my last week. Is it? Everything's fine. Everything's good, Chris is good, and uh. And I can tentatively start. Haven't decided. I'm gonna take a couple weeks off. I'm supposed to start with Silicon March first on fitness Oh yeah, just put it on the table there. 
Speaker 4 00:59:46
Thank you, thank you very much. Did that go well? Yeah, because what happened was I've never really talked to Fritz about it. I just like less is better. I figured at this point in time that things were to figure it out because it's such a small, effing town, okay? That I think more people knew that I was meeting with Brian on Friday than I did because people are going, "Hey, meeting with Brian on Friday?" Who is this? You know, how do you know that? I told their wife, you know, and you know and and anyway. So I figured they'd put the word down. I don't know if he did or not. But Brian called me on Friday had a nice chat. And I texted him and said, "I'm texting you so that you can think about this instead of being pressured." Think about what you want to do for the rest of the month. I'll do whatever we want to do. Yeah And he came back and said, "Why don't we finish up the week?" And then I'll pay you for the rest of the month."
Speaker 4 01:00:45
And I even have to do that. I said, "I appreciate that." He says, "No, I want you to go have some time on yourself. Go to the river. Go on vacation for two weeks." So I appreciated that; it surprised me, but and I was appreciative. But, they're really they've got a lot of un- the job they're doing on force. ;, they've got a lot of not problems, but they just need someone that doesn't i yeah try to put out. Well, I mean it's anything like six trees with so many details. Yeah Yeah, and actually the plan is I can see why they're having problems. It's a horrible plan. I shouldn't say that, but at least of engineering is totally psycho. The guy couldn't have given you the information in a harder representation than I've ever seen in my life. That I mean, I've done hundreds of plans and hard houses, okay? And I'm looking at the engineering like what in the fuck did this. 
Speaker 4 01:01:44
You know, why don't you just tell me? You know, don't. Yeah. I get it. I don't like it when I've got to look if I, if I, if I have a problem or a question, and I have to go to three or four pages to figure it out. That's wrong. Right. Should be just very clear and clean. And then, okay, yeah, yeah, okay.
Speaker 3 01:02:10
Something for you. What was that? Every time I like, even with this pool, it's like," Hey, the plans." No, we changed that. Okay. Never mind. No notes. No nothing. So but every tool. So don't look at the plans. And then if I say something he's like" W ell, what does it say on the plan?" It's like don't. 
Speaker 4 01:02:28
Give me that stuff Just follow the plan. The plan is a generic page that was printed in 1954. So it doesn't represent what we're doing.
Speaker 1 01:02:40
Anyway, it all works out.
Speaker 3 01:03:07
I do that part well. Yeah,
Speaker 4 01:03:08
You did. You did that. That was unscripted. I've got practice. All right, everything else is good? Did you watch the Super Bowl? I watched the Super Bowl. Kind of boring. I didn't watch much, But I watched about ten plays was interesting to my my. 
Speaker 3 01:03:29
Nephew plays for Texas Tech Oh, that's right and so but he doesn't. 
Speaker 3 01:03:37
He was on, been on the practice squad. When they promised him three games this year, and then they didn't give it to him. And then, but four four games before the end of the season. Said okay here's your contract. Sign it here you go. I don't think about it. My game, yeah. And then he traveled with them for two games, didn't suit up, didn't suit, oh, wow. And then. Okay, you're good. We need to show these players. And I said," How do you feel about it?" He's like," Normally I wouldn't get paid, but my new contract,
Speaker 4 01:04:12
I get paid." So I don't care. Is this the kid that went to USC? And he's got a couple of kids. Four. Yeah. What? Yeah. Four? So. You know because I remember the articles about him in The Times that you know, it's first when he just had a little one and yeah, going. And then two, and then. Yeah but you know she's.
Speaker 4 01:04:40
He's Got four kids before he's twenty five years old.
Speaker 3 01:05:03
That's an expensive. Just he kind of I think he wants a lot of kids, but she's dying, you know.
Speaker 4 01:05:11
If I had my choice and I knew that that I have a good career and have money and stuff, I would have wanted four or five kids. I really wanted more kids, But she she got sick and with a disease that prevented her from it eventually could have beenum lethal like that. They just said, you've you've had two and you really yeah. You've rolled the dice on two of them, right? And then a third one. Looking at all the tugboats out there, it's like two tug wait was that tug? I'm not sure what the little guy is. Yeah,
Speaker 3 01:05:51
I'll be honest with ya, three kids in four years essentially for us because they're all two years apart. Well, yeah and uh didn't know what I was thinking when I was here. Snipped myself right, but I don't I. I waited a year. And then I get snipped. But beforehand the doctor's like, and he's been a doctor for ten years now. Well, what I normally do is look. You know, and he's like all right. And so never regret it. Oh yeah, love like you know my brother has a one year old brings him up. 
Speaker 3 01:06:34
He was a baby. I can't get him to sleep. And my wife goes," pregnant." And he's like," I know the baby whisperer, but I'm telling you, you're not going to get this kid to sleep." So I'm like," Is that a challenge?" And he's like," Go for it." You know?
Speaker 4 01:06:52
Five minutes later where are you at? It's so funny because my youngest son Casey with the kids. Whenever they come back from your escape they were perfect.
Speaker 4 01:07:06
They slipped it in there, same thing. And so now Lauren gets it— his wife, Lauren. Right? You know, loved dearly. She knows that I've got some sort of little" the touch," and you have the touch.
Speaker 3 01:07:24
Operational understanding what's going on at the time, right? Yes, yes. It's composure— you got it— and it's like because I don't mind. And I always walk away when I'm going to do this for their kids. Always walk away because he's going to fight me and he's going to realize that there's no fighting. You're locked into this position, bro, you know. And then, you know, but at the same time.
Speaker 3 01:08:06
Mike, in a sense of uh more. So, my brother's one of the more emotional ones, but then I'm emotional. But I'm like not like that. Oh, okay, okay, you know, but I'm, the guy that um something happens to my kids, you're gonna see me cry right after after the anger has passed, you're gonna see me cry. You know um anything that happens to my kids. In fact, still to this day, my kid doesn't have epilepsy anymore. It was ten years ago. If I talk too much about that story, You will see me right, like the. 
Speaker 4 01:08:42
First time you ever saw him throw up really bad. Did you cry?
Speaker 3 01:08:47
Throwing up? No, I'll tell you this:, my mother- in- law gave him a, uh, my middle, an apple that she wanted when like a slice of an apple and he choked on it so hard that he had blood vessels.
Speaker 4 01:09:07
She had stopped. Yeah, I was just gonna say, after you killed me, she told me about it. Yeah. Then. 
Speaker 3 01:09:14
Pulls up in the driveway. I open the door and I see my baby with all these like cop sweats. Oh no. Yeah, you said after the anger passes and then.
Speaker 4 01:09:25
You're right still right about your composure because they can feel your tension because it's the tension you get like. They're bad! You know? That then they're gonna just. They're not going to do it. I learned that with my oldest son when he was only about. And Kathy would go off to work at night because I would work during the day, she'd work at night. So I grew up with the kids at night, and so I learned. That's why I think that we're so close.
Speaker 3 01:09:49
But everybody knows it, right? They all watch the videos, they read whatever. Everybody knows it. Not many people connect or nowadays they just implement it, right? Yeah. Here's video. not many people are capable of just like. 
Speaker 4 01:10:10
We didn't have all those videos that we have now. We didn't have any, uh, my wife, I mean, I especially with my little one.
Speaker 3 01:10:16
I'd wake up in the middle of the night, and I'd go to be like, you need a baby. You know, And uh and each one of them at five months was like, okay, my turn. Like they're gonna sleep through the night now.
Speaker 4 01:10:33
To this day William he's three and a half almost he's to this day, He's, I can pick him up. He lays that head right there, and he takes his arms and tucks him in. When as soon as he does that, like I look at Lauren, Lauren goes," He's good." You know she gives me the sign. You know in case it's always like. But luckily Casey's got it. Casey's got a good humor about it. He didn't mind. In fact he doesn't like taking offense to it. Yeah my middle my middle. 
Speaker 3 01:11:08
Through my heart, Always has been, and I remember him like I him. He got the best of me. He doesn't like me, you want to, you know. And then one night she went out with the girls, and it was just like all right, bro. Yeah yeah we're gonna make this happen. The line is John and Sam. I walked front of my house and back of my house for two hours screaming. Yeah yeah yeah.
Speaker 4 01:11:35
Then it's like breaking a horse when he was out. Yeah.
Speaker 3 01:11:37
And ever since then, he's been my little buddy.
Speaker 4 01:11:39
No, I know, and I've had that similar with both boys. And, it was kind of like it's like the bronco you get bucked and bucked and bucked, and finally okay. You are not going to do me there anymore. And, you probably had in our household, there was a go to thing. We have a view of the city, and at night it's just fabulous. And, we go to the back window and sit here with the airplanes with the lights. Sometimes, it would soothe them. We also have this big fish tank, Big goldfish tank that both of them to this day, the ten year old he sleeps in that room. Are you let me turn the lights on? He falls asleep watching the fish. You get it later on, yeah, yeah, I got it. And so both of them that it calmed them. Yeah, yeah. So anyways you had your tools? Yeah. 
Speaker 3 01:12:32
Yeah, no, you got to have your train them how that way goes. You train them that they're going to be crazy or you train them that they're just going to.
Speaker 4 01:12:42
Okay, all right. Well, So I told Corey I said, guess we're as far as this is, you are waiting for the pool coping for the coping? Yeah, for the most part is that what we told you? Well, that's what we got. You and I talked off the cuff about it. You said, ideally, you'd like to have a coping in. So we came here. Yeah, Because.
Speaker 3 01:13:02
I mean, ultimately, on some level it doesn't totally matter, but we came here to put the tracks on because six months ago. Yeah. Um and so cause cause this was number two in line? Yeah. And. So we put this part is number one. And now we're on the other one.
Speaker 4 01:13:19
So, he's hoping that the coping isn't trans-. There's just you and I that the coping isn't in the ocean right now. And but if he doesn't apparently, there's two cargo ships. The first batch, the first and second batch need to ship together. And so he doesn't really know what's on the first batch. He's praying that it's the correct one. Yeah, okay. That might. 
Speaker 3 01:13:42
Or might not be. The hard part is done for us, so yeah, yeah it is everything else just oh this is all tedious. Yeah yeah, but I mean even at this point and then I love what we did here. But I don't know if you remember at Tennyson. And so, this is something we did for the first time. Corey always wanted to like waterproof the whole thing, and then he wants a BC Pro with that our protection coat. Uh huh. F it all on, and it's so hard to clean. Yeah, you know, it's like let me waterproof the whole thing. No, you can't. You have, okay, fine, then let me just waterproof to here. And then like cause what'll happen is like, oh, we need to do this. And it's like now I got a detail grind of BC Pro off. So I can get my two inch overlap from all.
Speaker 3 01:14:29
Waterproofing. Yeah, so now I can hang stuff on the ground. Yeah,
Speaker 4 01:14:33
I can't wear off or anything. Why was he? Why did you not want to do it?
Speaker 3 01:14:38
He gets these like, oh,
Speaker 4 01:14:39
I don't want to damage waterproofing. It's like dude,
Speaker 3 01:14:41
You had a pool sit for four years because of COVID with waterproofing was fine because it didn't leak at all. Wow, You know interestingum, but you just get this like uh I gotta. You know,
Speaker 4 01:14:54
Don't mix my green beans with my mashed potatoes. That's like alright. 
Speaker 1 01:14:58
Alright. Thanks.
Speaker 5 01:18:16
Hello, This is Adam. Hey Adam, Braden Fleisch here. How are you? Brayden, hey, I am good. How are you? Thanks for your time. So, I sent you an email earlier as a prep email. I don't have a ton of information on Ron. I know that he's a former Israeli military, just to kind of give you some an idea of his personality.
Speaker 5 01:18:48
And then I also added like some of my notes from our um, our call with him, as well as some some must haves that they're looking for. But if you scroll down a little bit from there, there's the job description and under that I put a section called additional information. They took kind of like the first few candidates that interviewed their feedback the job description. Stuff and they kind of put it all together and sent it to us. And like I've never seen anything so detailed and like exactly what they want to see, so I am like, I am just going to send this to you because why not? Right? Yeah. So, this talks about the outcome we're hiring for :. We're hiring a brand level general manager who owns a full P L leads managers, not just frontline staff can run grow and improve a service slash installation business.
Speaker 5 01:19:47
Is data driven, operationally rigorous, and culturally constructive, and can step into a PE backed environment with cadence accountability and maturity. Two non negotiable profile requirements: business model adjacency, leadership and culture bar. Data driven structured operator personal maturity and coherence. What great looks like for us. Hard disqualifiers, so we know what things to avoid. And, then they gave me a few questions that is like walk me through your P and L like you own the business personally. Where is money made and lost? You know, what are the three biggest drivers of margin in your business? What decisions you personally make that change EBITDA? Who reports to you today? How many managers versus frontline staff? And you know, why are you leaving and why this role at this size of the business.
Speaker 5 01:20:42
You know, so this is like gold that they gave to me. So I, you know, Just so you there will be no surprises, and you can kind of have answers already like in the chamber on on, you know, certain things. Obviously make it sound like I didn't give this to you. Right. You know, obviously, they're not going to want me to have given this to you, but I mean, I'm here for to get you hired. So oh,
Speaker 3 01:21:10
Right, right. And you know, I think that you know what I've found is the more that companies are looking for, unfortunately, the more detail that they're looking for, the harder it becomes to find the right fit. Right. And I think if you could be, you can have a lot of wants, but they got to be conceptually accurate and not so driven towards particular details. But I mean a lot of these. So I am assuming they've already seen my resume. Is that correct?
Speaker 3 01:21:41
Correct. Yes. Okay, and and so because the firstum I haven't read through this, but based on what you were saying, um so they would consider what I am doing now business adjacent?
Speaker 5 01:21:56
Um yes. Okay. Yes, absolutely.
Speaker 3 01:21:59
That's, that's just the biggest hurdle. I've i've I've run into so many weirdum situations where it's like. So, let me get this straight. What you are saying is not really true because of this. Well, yeah, when you put it like that, it's like okay, well. But you are still going down this road, you know.
Speaker 5 01:22:22
So I've been recruiting for coming up on nine years. And I can't even tell you the most ridiculous things that I've heard of why people aren't getting hired. It's truly insane.
Speaker 5 01:22:39
Some people just can't see past, can't see the forest through the trees, you know. And yeah, luckily these guys aren't like that.
Speaker 3 01:22:50
So okay, I mean honestly I love the questions that they're answering that they're asking. The when when you say take me through your P and L, so basically they're just looking for. An overview of like, here is what drives my particular P and L. Right, they're not throwing P and L in front of. 
Speaker 5 01:23:15
Right. Just to make sure that like yeah go through yours, but that like review the P and L, and there are people that own the P and L. Right, you know like they need somebody that owns it, somebody that can talk about it in detail. You know somebody that truly understands it not just like, You know, is making. Yeah, no,
Speaker 3 01:23:40
I get I get that completely. I am more going, you know, If they say, hey, we just sent sent a file into the chat. Uh read this and tell us what's going on. I was like no no no. No no. I am gonna want to digest that. Soum soum but yeah, that's that's that's perfectly fine.
Speaker 5 01:23:60
Um i i what i usually suggest, you know, if you if there is an answer to that like. You're not sure how detailed you want they want you to go. You know, at the end of your answer, say," Is that what you're looking for? Do, you want me to dig a little bit deeper into into this or that?" You know, like don't give them the excuse to say he didn't go deep enough. You know, Make sure like ask and make sure that, you know that was what they were looking for. Gotcha.
Speaker 3 01:24:31
Yeah yeah yeah That's it's how I do it so I Ium, I'm not bothered. I'm not bothered by that at all. So, okay, well, I'llum, I'll read this over kind of digest it a little bit. And then if I've got any questions and I'll uh one way or the other, i'll, i'll respond back to you saying, hey, I'm good or or you know what are your thoughts on this?
Speaker 5 01:24:53
And then Right right? Okay, Yeah, yeah, for sure that sounds great Um. And yeah, i mean, we have a few days, you know, like it's the sixteenth. I think. So we got like a good five days. So anything that comes up between now and then, you know, I'm happy to to try and get answered for you. That works for me. Excellent. Excellent. Thanks Brayden, I appreciate it. Um and yeah, I will hear from you soon.
Speaker 3 01:25:18
Sounds great, I appreciate this is this is helpful so I i appreciate this as well.
Speaker 5 01:25:22
Excellent Good Yeah absolutely my pleasure. 
Speaker 3 01:25:25
Cool Have a good. 
Speaker 5 01:25:26
One You too Bye bye.
Speaker 6 01:25:43
I just walked out of my last meet or this last meeting. I don't know if it's my last one or not. I am trying to figure that out. What's going on? How'd it go? Good, I like, um, do I feel like I walked out with an order? No, but I felt hopeful because I feel like our prices are right. I think that he's willing to consider, you know using us. And i think that like gonna take some follow up, you know. And uh like so it was it's one. Of, Chris's and Tony's like best clients. But like I know that I tried to be sensitive to it. And it's like, I know that I am gonna go careful about calling you guys. And I am like, and also like, I texted you but you never got back to me about World of Concrete. Did you happen to get that text? Am not trying to call you out. He was like, oh, I changed my number. Am like That's actually kind of relieving, because I didn't know what I was walking into right.
Speaker 6 01:26:42
So, so you know, like he was honest with me about where he needed his business to be. And like I think that we're a good fit for that. And we have like some really like our prices are good. And you know, like I think, Like I do think that I can see myself getting some sales out of them. Well it will be instantaneous no, but um yeah So Anyways It was a good meeting. I showed up unannounced and, I was there for an hour and fifteen minutes.
Speaker 3 01:27:14
Nice. Real nice. So yeah,
Speaker 6 01:27:20
And anyhow,
Speaker 3 01:27:25
Okay, well I had my interview. Oh, how'd it go? She said that she is comfortable putting me. She offered the information; I did not ask. She said she's comfortable putting me in front of, um, essentially my what would be my future boss. Um. I am great. So. Uh. 
Speaker 6 01:27:52
Wow that's awesome that's great.
Speaker 3 01:27:54
But so it would be they're. They they've been looking since before Christmas. But the first round of people didn't seem toum make the cut.
Speaker 6 01:28:10
And What were it did she tell you what was like a problem?
Speaker 3 01:28:13
Yeah, um, She said that, that basically, they're having a hard time with people being willing to go to the front line. Um, And so they're it's like we we got a lot of people that that want toum, that have experience managing managers. Um. But it's honestly, It sounds like there is an issue betweenum the front line and and the next level of management. And so, Um they're struggling toum to be able to manipulate the culture so that it.
Speaker 6 01:29:03
Say that again. They're struggling. Say that one more time.
Speaker 3 01:29:06
There is there is, They're struggling to have a. They, they don't have the culture that they want there, and they feel like they don't have. Um, they haven't been able to findum. A manager that is that is capable ofum influencing the front lines. Oh,
Speaker 6 01:29:35
That's that's I mean. I know that we always kind of go through this, where I tell you on why you're perfect for that, but I can't right now.
Speaker 3 01:29:46
Yeah, so it's it's largely because she's like, well, what do you do when you know when you haveum You know, let's say You know uh the front line and uh, It's supervisor like at odds with each other. Um, and she's like, "is it like how?" And and she's like, "well, what if it's a he said she said kind of thing?" And I am like, "okay well, " I said, let me just let's just make up a situation, then you know. And, uh, let's let's say the throughput just isn't. Isn't where it needs to be. And since you said he said she said you know um. 
Speaker 3 01:30:35
Let's say that, um, supervisor is looking for throughput and uh the front line saying, we want to but you won't. You know you are making us do X or. You know or you won't fix Y. It's like okay. And I said first, if you know, you got to get buy in from both sides. And so. Um so I think you can approach both sides together and say You know, tell me your thoughts. And you know, and so you are going to have, you know, You are going to have a frontline issue, and then you are going to have a management issue. Right? And. So frontline is going to say here is our issue, and you are going to go to the supervisor and you are going to go. Let's just say that's true. If we find that that's the case.
Speaker 3 01:31:33
Would, you agree that, that would keep them from from hitting the target that you are looking for? Well,
Speaker 5 01:31:39
Yeah, I would.
Speaker 3 01:31:40
Okay. And supervisor, you know what's your issue? Well, I think that okay. Frontline, would you agree that if what he was saying is true, you know. Would uh. You know. That would fix the problem. And um, sorry, that something just happened and got got my attention on the freeway. Um, and you get buy in on that part. So, now we we both have a commitment to say I will I. You know, if this thing is true, And then now let's go and see if it's true and let's do it together. So, they know that, that they're not being manipulated when we come back and go sorry frontline, we looked into it. It's not a big deal. Keep keep up the quota, right? But ultimately.
Speaker 3 01:32:31
They're having this issue because they don't trust each other. And so, as you walk through these issues with them, you are at first they're going to start gaining respect for each other, like "oh shoot, he was right," right? And they don't want to be in that position again. And then eventually, once they start respecting each other, then they can start trusting each other. Once they trust each other, then they can build on the relationship. And so now they're Handling their own issues, because the last time the front line said there was an issue, and it turned out to be another. It turned out to be an issue, right? I am going to give them the benefit of the doubt this time and the next time when they give them the benefit of the doubt that's going to work wonders for both sides. And and so and you have to, you know, you have to make sure that both sides feel respected and I think that's the biggest problem um that managers face nowadays because it's easy to manage through fear.
Speaker 3 01:33:30
So, she's like, "She was she was like typing away while I was so um." And I actually because she goes, "Tell me a little bit about yourself," and I kind of I kind of went into this saying, "I'm not doing it the same way I normally do. I'm not answering these these questions the way that I think that they need to answer because it's not helping me." You know so. Um. Yeah. I mean, I might do that with him with the next interview but.
Speaker 3 01:34:00
You know.
Speaker 6 01:34:02
I think you just need to do what you feel called to do. You've been doing these interviews a lot. I think you're equipped to kind of understand the situation now,
Speaker 3 01:34:09
Right? Right, And that's kind of like both that I've stopped the the they go. Tell me a little bit about yourself and I'm like well, can I stop you real quick? I want to hear a little bit more about, so i can. I can give you answers, and i can answer all of your your your questions. Um but, feel like you're you're, You know, each one of these interviews, each interview that I've been in, I feel like they're searching for somebody. And I'd really like to hear what you're looking for and be able to tailor my responses to that. Because there's always something that's not quite in the job description that I'm finding. And so, okay, well here is who we are. Here is what we do. So.
Speaker 6 01:34:58
So how did you respond then? So that's what you said, and then she and then it was like. 
Speaker 3 01:35:04
So she so we went through, you know, you know, she started with like here's who we are. Um, but I was able to find a little bit more out about the plant. Um because I asked why the position was open. Um and andum what the relationship was like with corporate. Um because corporate is in Chicago. And um, so I guess the old manager was there for ten years and um, for personal reasons decided to step away. She's like, I don't know why to be honest with you. I, we just know that, like she said, it wasn't, you know, it was time for her to to kind of go, and she needed her own time or something like that. So um. 
Speaker 3 01:35:56
I said okay, and then she's when I asked about autonomy, she's like, " F unn y that you asked that because just the other day, I was talking to I think his name is John Cluse. I wrote it down. " And he said that this facility and without having a good reason why, but this facility is actually given more autonomy than any other because they've got four plants nationwide. And so, Um, this one is the most autonomous for some reason. So, um, I said. So basically, it's like it's it essentially it's its own business that you know is running the operation. The general manager or the director at that point in time is, is overseeing everybody in the building and and reports back to corporate and is expected to to run the business within the parameters given by corporate.
Speaker 3 01:36:53
She's like, yes, except for, you know. The. F S Q A, which is I had to like I wrote it down I'm like food safety quality assurance. Okay, yeah, you know. Yeah that makes sense that that person wouldn't. You know you want that person telling on you when when things go wrong. Um so um So, I kind of went through like here is how I look at things. Here is culture, you know. I am big on establishing KPIs. I, you know, and I kind of like gave this not so much. Like here is what I've done in all of my experience, But let me weave through a little bit of my experience to tell you how I manage. Um.
Speaker 3 01:37:50
And um. And so I, you know, and I talked for a little bit. I was telling, I stepped aside to tell the story of Danny. Um uh the Cliff Bar and how he got demoted. He asked for a demotion, and so that changed how I how I do everything going forward. And then I kind of said so now here is who I am, and and I said did i, I said, "I know I rambled a little bit there, but did I answer your question?" And she starts laughing and she's like, "You more than answered my you answered several questions." It's like, okay, good. You know. So I hope, you know, and honestly, like I, just somebody asked me think yesterday about this. And I was like, you know, I am just not worrying about it anymore. I am just i am going to do it my way.
Speaker 3 01:38:47
And I am going to go in there, and I mean, I am going to attempt to give them what they want. But. I just, I don't seem to do and you can tell me it's practice, but every even when I even when I practice. You know, I get stumped because i i am. I feel like i am trying to fit a square peg in a round hole, so i am just gonna. Adapt as I do more of these interviews and I'll get better at it and I'll understand how to tell my stories. Um, But I can't just sit in front of a mirror and tell a whole bunch of stories because they're not fitting. They're not, you know. And I can't and I can't let them control it. And quite frankly, like if I am going for a director role, I am not used to letting people control the conversation so you know.
Speaker 6 01:39:37
I am, I would say for the first time ever, you know, got to thinking about how like you would broaden up. You know, just just your mindset on like the world and what God, you know, And and just like being focused on like just what the Lord wants. And like what this is, you know about. And I'd say, for the first time ever, as I was praying for you last night as you were like sawing logs. Oh. I was just like I usually pray that you get the job.
Speaker 6 01:40:15
You know, I prayed for the app, and it was just like Lord, like I just pray that he does just as well. You know, Like I pray that it's just a good interview and that he's able to just and that and that you know, we can accomplish your will in a way that you would so glorify. You know, whatever the case is. You know versus like praying for the job or whatever. You know Right. 
Speaker 6 01:40:46
And I am like more than just being hopeful about how this is it or whatever. I just, I am grateful that you had a great interview and that, like you kind of found your spark, you know. Yeah. Like if not like if you feel like you hit all the right notes, you know, and that's like a feels like a big win. I know it can be like, you know in and of itself.
Speaker 3 01:41:12
Yeah yeahum, And I love hearing that you are because honestly, I think that that's how we should be looking at this kind of stuff. Just like I was going back and forth with Solomon this morning, because he was reading First James no First John, and he's like, "Man, this is really getting to me." I am like, "Oh, how so?" So we you know.
Speaker 3 01:41:45
So he starts talking about the light and the darkness. He's like, "Now I am getting scared." I was like, "No, no." You know. Think about it this way: you know and uh. But I mean here when you were talking. It's kind of what went through my mind. I said. You know. I said, all God wants is for us to seek Him to know Him better and trust Him when we. When we treat him according to who he is, the better he can help us. When we try to do it ourselves, we go against who he is because we don't get it. We don't understand; only he does. Right, And that's the best thing to keep in mind. :. Is this what is best for your children that they that they stay close to you and learn from you and trust you? What is the worst thing? Oh, I like the word "thing." What is the worst thing for your children?
Speaker 3 01:42:43
For them to think that they understand and start trying to do it on their own. The more they learn from you about you, the more they realize that they don't have any needs. And it brings you much joy when they're happy. You know, and it brings you much joy when they are happy. So being close to you is the best thing for them. Right It's the same with us with him. You know. And and he's like, okay, okay, I understand. You know. Because they keep on telling him like he's like, well how is it like this? I'm like well tell me what you would do with Masai in this situation. And he's like You know and he always delivers the right answer. And I'm like That's who got it. You know except he doesn't mess up. 
Speaker 3 01:43:42
You know, except he can see farther. You know. Yeah. And I think the same thing here, and that's why I think the more and more, the more that we just. Sorry, I'm preaching now and I'll stop it here. But the more that we just go. You know, I was thinking about money yesterday and it was just like, "I don't know how to do it." It's like, "I don't." And each time I do that, I see the episode on The Chosen where like. Thomas is like, we don't have any food, right? Like. And and Jesus is like, okay, well, looks like we need to go to my father. You know. And it's just like that scene just doesn't leave my head. You know. So. 
Speaker 3 01:44:40
So, are you keeping it a secret till the last minute LOL.
Speaker 1 01:44:50
That's funny. Um.
Speaker 6 01:45:15
Well, I'm glad that you had a good. So she volunteered that information. Yeah. When do you think they should get back to you?
Speaker 3 01:45:28
Um, she said that she's going to submit this thing to him. She said there's like three three interviews as well with them more interviewsum and and they're hoping. And she said it would take about a month. So. Okay. Um. You know the process, but they are they are ready to hire, um, they want to find the right person.
Speaker 6 01:46:05
That makes sense that's.
Speaker 3 01:46:08
And they just like I'm one of the first interviews for this new round.
Speaker 6 01:46:16
You know, I like the fact that you are setting the bar. It's easier, I think at this point, Like it's easier to be the person that other people have to compete with than the person that, especially if they've already went through a bunch of candidates, and you know, they didn't find who they were looking for. Like they're going to be more selective. They're going to be more, they're going to be pickier, you know? So you struck a chord. So that's great honey.
Speaker 6 01:46:46
Hope so. Well, You got two great options right now that are not a you know, if I'll get back to you right now. And uh, that's a great place to be.
Speaker 3 01:46:59
Yeah, oh by the way, Two minutes before that interview started the rate. Uh uhum other guy called me. Um the other recruiter. Oh nice. And he's like hey, you know I just sent you an email, Um, Cause I asked him if we could schedule a time to prep before I set out. Cause I want to get some more insights on on who I am meeting with and stuff like that. Right. Um, um, and so he's like so you know, I talked to them and then they sent me like. 
Speaker 3 01:47:43
They're what they're looking for and what they're absolutely not looking for in a candidate. Hello,
Speaker 6 01:47:49
No. Say that again. They sent him what?
Speaker 3 01:47:52
They sent him like a couple emails of what they're looking for, and and what they're absolutely not looking for in a candidate based on that, the last I guess they've interviewed two people he's already sent their way. Uhhuh, andum, And so he's like so I just put it all together and send it to you. Like and it's very detailed.
Speaker 6 01:48:14
Oh, that's nice.
Speaker 3 01:48:15
So, So we went over it a little bit. 
Speaker 6 01:48:18
Because I need to get you hired. So I can get paid.
Speaker 3 01:48:20
He said that he's like he's like I'm gonna get you as much money as I can, because I want to make more money and I'm not supposed to send this. I don't think i think they'd be upset if they knew i sent this to you, um right You know but like, I want you to put your best foot forward and You know, Might as well go in there armed. Just don't tell, just don't tell them that I gave this to you.
Speaker 6 01:48:47
I think the recruiters are feeling the burn too, you know. So, the ones that are like, you know, On the outside resources like that, don't feel they make their money. And you know, commission off of this like, you know. Um I'm right in front of my next customer That's fine, I think my cousin's in there, but yeah, if I can call you back in a little bit. Yeah, no problem. All right, honey, I love you. Love you too. Bye-bye. Yep. Thanks.
Speaker 3 01:51:51
Is there anything similar to reunion kitchen and drink, question mark in Torrance. Question mark. Or close by question mark.
Speaker 3 01:58:38
How does this sound question mark.
Speaker 3 01:59:26
I can be there by five, comma. But I'll give you a better ETA once I drop my kids off. Comma. Should be sooner.
Speaker 7 02:04:43
What's up, Mr. George? How are you? Okay. Good. Give me a chance to look at my. Yeah, let me see the bike. Complete gaskets inside the pump. Oh yeah? Yeah That's not good. Oh, you know! I have another one for you Oh that's it? Yes The bike Everything gasket here Like this. 
Speaker 3 02:05:11
Didn't you guys change these? This is not. I'm wondering if my guys are doing something. Didn't you guys change these like six months ago? Oh yeah, in that one? I think both of them. But I'm not sure. I'm more start looking at it going, are we doing something wrong? Yeah, you know.
Speaker 7 02:05:30
Yeah, that one has that one had a little leaky. That one had a leaky oil Right, right? Right And that that had the you guys replaced the seal in it,
Speaker 3 02:05:37
Right? I don't know Maybe like maybe like a week two weeks ago, I think it was this one. Oh no, it's this one.'Cause I got my other one for you. Yeah, yeah. No, wasn't it? But I.
Speaker 7 02:05:59
Did you find anything on the inside? No, Luis needs to get out that one so he can have a little experience. They they got gaskets inside, gaskets sometimes that was parts, Only Luis. Okay. No. Yeah, but I don't need a liquid. Okay, okay, that one. Um, or yeah, the water park? Uhhuh. I think it's gonna be probably Luis and me buy the new gaskets. Okay,
Speaker 3 02:06:28
So you guys haven't haven't done anything with it yet?
Speaker 7 02:06:31
No, maybe maybe see the the parts is coming. Maybe I have a very for you was Friday see if the parts is coming today or tomorrow. Okay, Luis buy the new parts. Okay?
Speaker 3 02:06:43
Okay. I have my other one for you. What's happening? Two things, uh, in fact three things on this one I'm gonna get through. So, one one new one and then so it's no pressure. Uh-oh. And then. This is the the water right? Right. Okay So, we checked it with a different gun and everything. That's why I came about the gun Oh. Okay. Okay, And. And uh it's still the same problem. So it's got it's no pressure and then I can't turn this guy. Okay, it's still there.'s still hot? Yeah, I just yeah yeah, maybe it's just means to be unlocked. And then the the pressure release also. Um so if if they don't keep on letting out the pressure, yeah, it'll it'll blow the hose. Oh okay okay so Okay.
Speaker 7 02:09:02
Okay, Luis. I'll pass it to you. Luis is on speaker 7. Okay. Hey, Luis.
Speaker 3 02:09:34
Right, and that's kind of my thing is when we, yeah. Cats never quit. Yeah, okay. Um, And I'm, assuming you told you that I brought in the other one as well. Yeah, um so Let me ask you this if uh So I've got, That's a good question. Probably pump works. Um, the the major issue is that they have got no pressure to it. Uh, gotcha. Um, and then I I was gonna I'll I'll send you the other one. The other ones are my the other things are not well slightly more minor. Um but I figured I'd just send you a picture with a little text write up of what's going on with that.
Speaker 4 02:10:33
Right, right, right. Okay.
Speaker 3 02:10:42
Um, Is there a world where you know, like uh for this this one, this one that you guys already have? And it was leaking oil? Um is there a world where maybe you guys can put that back together until we get the parts in and then I bring it back or okay. Um, okay. Yeah,'cause if I can. Um, I'm close enough to So I work in L A and I live in Yorba Linda, But I'm always running through here to pick up my kid in Santa Ana each day. Soum Right.
Speaker 3 02:11:32
Well, let me ask you this. Let me ask you this, do you guys leave them in in the front? Oh okay, okay. Um I I was looking at it going. I wonder how they do this. Um but okay. And what time do you guys open? We open at seven a m. Okay, uh well. Yeah I don't think I can get, I might just come at seven a m but I gotta figure out my schedule and see if I can make it. But uh. Okay.
Speaker 3 02:12:21
Okay. Let's uh let's just plan on that. I'll be here at seven a. m. tomorrow and we'll go from there. All right thank you.
Speaker 3 02:12:31
Okay, So this one we'll put back together and I'll pick it up at seven a. m. When? Tomorrow morning. Tomorrow morning? Yeah. Okay, you just gonna put it back together? Okay. And then I'll come byum I'll come by first thing. And then when you get the parts I'll bring it back Oh, okay, okay And, then that way at least they have something Okay. Okay, perfect And uh, I'll leave this with you Okay You want me to write it all up?
Speaker 7 02:12:58
Yeah yeah put the same name, you put number in in the handle too, Okay, yeah.
Speaker 3 02:13:42
Yes.
Speaker 1 02:15:02
As head pressure.
Speaker 3 02:15:35
Okay. I think I used the last of your ink.
Speaker 7 02:15:40
Okay, you come in tomorrow seven in the morning for that one, right? For yeah, that one. Okay, let me put it inside, then we start it for a back. Perfect. Okay sir? Thank you sir. Okay thank you sir. See you ma ñ ana Yes sir Take care. 
Speaker 8 02:16:40
From Alexander, Brayden, we need the mesh rags, chipping hammer, string line tomorrow.
Speaker 3 02:17:17
Okay, comma. I have all those. Period.
Speaker 8 02:18:44
Ignorant of the cost of things like swords. He also remained, Sasha knew, remarkably ignorant of his tiny pockets of land, which ranged across the map, having never visited them. Where are your scouts? Leon? Sasha asked, trying to steer the conversation somewhere productive. This was a continuous task where Carridore was concerned. But, the man had been a legend in the Seven Cities when Sasha was still learning how to hold a sword and had been commander of an elite unit of scouts in all of Valora for almost as long. He was allowed his eccentricity. Carridore shook his head and drained his glass. Not telling you know I need to know Leon Sasha said, his voice even arguing with Carridore was never effective But he really did need to know where the commander had stashed his unit, which he rarely brought within the confines of the compound. Leandro Valcardeor scratched at the silver stubble on his chin. The Aelian Pass, he said, naming a narrow, sparse valley tucked high in the hills south of the compound. Was that so hard? Sasha asked. Cardeor managed to scowl and grin simultaneously, which might have been an off-putting sight had Sasha not seen it before, then tapped at the rim of his empty glass. The commander it seemed was in a good mood. Sasha obliged and poured. I want you half a day ahead, Sasha said. He himself sipped on water warm and no longer made pleasant by the lemon rinds in a ceramic pitcher.
Speaker 8 02:19:43
And I want riders three times a day, no exceptions. Once we pass from Arconia into the Chenzan lands, Caridore was known to interpret orders in a looser fashion than was acceptable. But Sasha figured that asking for three riders a day wouldn't from Alexander. Okay, sounds good. Nearly guaranteed that he received two. No engagement, no interaction. Sasha went on, I want you to be invisible. This of all his instructions was the one he didn't actually need to do. The Androvar Caridol had once led a unit of soldiers through a swamp swarming with enemy forces, not to mention a breed of bird that particularly enjoyed screaming when startled, without being detected by man or bird. The stories about his skills were unparalleled, and his scouts, each just as eccentric as their commander and fiercely proud of him, were nearly as formidable when it came to slipping through any landscape. And I want to see you personally at my tent every third day. This is unlike any other campaign even you have seen, Rion. We march against Adavarand. There can be no mistakes. Which means I must have direct contact with the leader of my scouts. Caridol grunted his acceptance of this. 
Speaker 8 02:20:36
This particular order was his least favorite, But his lack of even habitual protest told Sasha. He understood the gravity of the campaign. And the drink? Sasha asked the last question as lightly as he could. Not a drop after tomorrow, as always. I'll be sober as a magpie, don't you worry. Convincingly said, but in his two years as Arch-Commander, Sasha had known Carridor to have more than one slip-up. Never with serious consequences, but Sasha knew there was always a first time. He dreaded the day. Not least because it might leave Sasha with no choice but to dismiss without honours, a man who had devoted his life to the Seven Cities. With a final swing Leon Droval Carridore set down his glass and swung his feet off the tabletop. It teetered, but held. "If that will be all, Arch-Commander, I'll be going." Sasha started to nod, but stopped short when Carridore said: "That ball-prick Colombielle is trying to kill me. And I'd rather not be here after dark to give him the opportunity." Sasha cocked his head to one side. "Trying to kill you?" A stern and very serious nod. "And can you tell me why Captain Colombielle would like to kill you?" Sasha was fairly sure he knew the answer. An equally stern shake of a head: "Can't." "Very well," Don't die, Commander Carridore." "Don't intend to," Arch-Commander. And Carridore saluted.
Speaker 8 02:21:34
Or some variation on the salute. Unmistakable though, and the first time Sasha had ever witnessed it. Aware that his mouth was somewhat ajar, Sasha closed it, got to his feet and returned the salute. And with that, Leandroval Carridore stepped out from under the trees and disappeared into the growing twilight, leaving Sasha faintly amused and enormously flattered. Interlude two included in an academic collection of children's nursery rhymes with the added notation, : Talon, red and beggar, blue, silent hooves and crowfoot crew, holy doves and gleaming scales, silver fists and swords of fail, grey of feather and green of leaf. Men of gold and men of grief, six by six in pretty rows beneath the first of winter's snows. This rhyme, alternately known as Talon Red and Six by Six in Valara, first appeared during the reign of Telerian, the Prince Among the Stars. This places its emergence roughly three quarters of a century after the historical event to which it alludes : The Knot of Twelve. The Knot of Twelve was one of the deciding and final clashes in the war between the two Ereborean triumvirate s :, Malexos Darvedos and Altros Dhas Eroo. The battle was fought between hired mercenary companies, six on the side of each triumvirate, and saw the nearly complete destruction of all twelve companies. Only three companies remain in existence. 
Speaker 8 02:22:32
As of the publication of this volume, the Paladins of Saul, the Blue Beggars, and the Grey Eagles. This rhyme initially accompanied. 

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