record_id: 299f8b3e-f83d-81dc-8297-f98c58f5dcc9
created_time: 2025-10-27T17:48:00.000Z
title: 10-24 Interview: Brayden — Director of Operations Fit for Total Warehouse
source_url: 

[TRANSCRIPTION]
Speaker 1 00:07:04
Hi Brandon, how are you. 
Speaker 2 00:07:05
I'm doing well, how are you today. 
Speaker 1 00:07:08
I'm doing well, awesome. Good. Thank you for joining me on here today. Obviously, just want to review a little bit of your resume today and then talk to you briefly about this role with us.
Speaker 2 00:07:26
Okay, be happy to.
Speaker 1 00:07:28
Um, great. Well, I see on your resume right now you're at Triad? Triad Incorporated. Correct. Um, would love to just kind of hear a little bit about what your day-to-day is there, what you're doing there, and go from there. 
Speaker 2 00:07:45
Yeah, so Triad is a, um, basically at Triad we're building the nicest pools in the world. Literally. Um, so I'm the director of operations. I got brought in to, to scale the company. They wanted to get bigger and... didn't really have process flow and so they asked me to come in and kind of dial that in and so, my day-to-day um is my day-to-day is pretty much i've been building from the ground up our tile.
Speaker 2 00:08:19
crew um i oversee the the maintenance division as well as the um i kind of i oversee it all but it's all in different rules so i'm very hands-on right now with the tile crew because i've essentially had to like i said rebuild the um rebuild the entire team so um and then from there i'm really just making sure that we're when i started they didn't even know what uh what, their unit costs were they didn't know they didn't know that they didn't know how to do.
Speaker 2 00:08:53
what they were the greatest at um so it's been a really interesting um, It's been a really interesting journey, because how do you tell a guy that's been doing something for 40 years that he doesn't know how to do it right? So, um, but, uh, so, um, so the owner, a little bit of both. Um, I started out with the, with, with the tile crew. Um, when I, when I got there, the, the, uh, the head of the tile basically told me that, um, his words were something like,
Speaker 2 00:09:31
I could tell a woman how to give birth before somebody could tell me how to, how to do tile better. So, um, it's like, okay, that's great. How, how, how can we miss the measurement on this thing? Can you tell me how, how that happens since there's no room for development? Um, and then with the owner is a completely different aspect. It was, um. we've always made money and now we're not making money. Why not? It's like, well,
Speaker 2 00:10:02
you've always looked at the entire project. You've never looked line by line. So you actually don't know where you're making the money. So you're making money over here and that's great. But, on your line items, you've actually always lost money over here. And so what I'm trying to do is dial it in. And when I came on, you said, oh, I've got a guy to look at this stuff now. So now I can hold them accountable. But to give you an idea, it took me a year to get all the data that I needed to get in order to actually put together a dashboard where I could say, here are all our.
Speaker 2 00:10:39
unit costs. Here's what we're doing well at. Here's what we're not doing well at. And then obviously once you've got all the unit costs, then you can start dialing it in and knowing what to work on.
Speaker 1 00:10:54
And I'm so sorry I called you Brandon, but is your name Brayden. 
Speaker 2 00:10:59
It is Brayden.
Speaker 1 00:10:60
I am so sorry. For some reason, your resume says Brayden, but in our system, it comes up Brandon, which I don't know why. It has another N in your name.
Speaker 2 00:11:09
No, you're good. You did stuff, and I was like, oh, gosh. Honestly, it glitched at that same second that you did it. I'm like, I think she called me Brandon, but I'm not going to correct her right now.
Speaker 1 00:11:23
I apologize. It glitched up and saw your name, and I was like, oh, goodness.
Speaker 2 00:11:27
Yeah, it's common. Brayden's actually turned it into one of those names. So I was the only one growing up, and I'm not saying it's me, but it's pretty common now.
Speaker 1 00:11:39
Okay, sorry. I just had to say that because I just thought it was terrible.
Speaker 2 00:11:42
No, that's okay. I appreciate it.
Speaker 1 00:11:47
Okay, so you were compiling a year's worth of data then to basically kind of show him. breakdown where in the project so what parts of the project were then losing time money essentially.
Speaker 2 00:11:58
right right because what was really interesting is is uh to give you an idea um because we started dialing things in and because now you're taking steps back obviously initially costs start going up a little bit because you start going oh well you know we have to take more time we got to teach we have to do all these things and he's like well why should i even sell another tile job, and it's like man do you even know that all your money comes from material costs anyways all your.
Speaker 2 00:12:29
markups you know it's you know that's where you're making the money who cares if you're you've never made money on installing so you actually make all your money just by buying the tile so um it was it was helpful to be able to go through all of that with him and go okay let me guide you to, where your money's coming from, why it's coming from there, and then what we're going to do in order to start dropping that down. So, yeah, I can keep on going, but I don't want to take this over.
Speaker 1 00:13:00
No, that's great. And then I know you said you kind of obviously went in there, had to work with a manager, like in the tile department, who's been there obviously a very long time, or since the company started, I'm sure, and then kind of having to tell him, hey, these are inaccurate, and also I'm assuming did you kind of get rid of most of his team and then start over, or did you like just have to retrain those employees, or kind of what was that process like. 
Speaker 2 00:13:26
Yeah, so it took me a while to figure out that it was him, that he was the problem. So, and the difficulty was that I'd say 80% of the team was related to him in some way, shape, or form. So, yeah. And then the other thing is that, you know, and I should say that this was a family company, so I kind of came in here as a favor. So, you know, I'm much more comfortable in the larger corporate world, but hey, you know, I'm happy to help.
Speaker 2 00:14:02
And so I kind of knew it was him all along, but I had to work with it. And so what we did is we, I gave my suspicions to my boss at the time and said, hey, here's where, he's like, no, he's my guy. I want to work with him. Okay. but here's what i'm going to do so i i split all of the i split the team into i think three or four, separate units and my idea there was how can i start figuring out who the leadership where the.
Speaker 2 00:14:33
leadership is in here without having to depend on him so he can't outflank me or you know if i'm not there um and then i can start seeing where our errors are coming from because this was a completely different industry for me um you know i come from manufacturing logistics logistics um warehouse um and now i'm in construction and so it was difficult because, yeah and apparently pools are very difficult um and nobody in the pool industry knows what they're doing um and when you're when you're talking about.
Speaker 2 00:15:08
to give you an idea i i uh we're doing a project right now at the um heiress of walmart um her house so when i when i say like we're doing the nicest pools in the world it's just right like literally um yeah and and so they're doing those infinity edges and those infinity edges so the tricky thing about water is that it's perfectly level always and so if you're off by more than a 16th of an inch which is i don't know perspective works very well on zoom or on teams.
Speaker 2 00:15:40
but it's it's so small and so they didn't even know that their tools were bad or so um all that to say uh we broke it we broke them up into separate teams that helped me to identify who i could lean on who i couldn't and that also gave me a way to start i created a training program with that, Where the idea was we're gonna have a top guy in the team somebody that I'm comfortable having him install And then another guy to come alongside him to help him.
Speaker 2 00:16:10
But also to do with him so that way we can teach them how to actually do stuff they get hands-on, And then from there knowing that in the future. I'm gonna get rid of this guy I can start looking at the talent now to see what what I'm gonna do so. Worked with him for a year. We're only now only having problems on his jobs, So it was pretty easy to go back to the boss and go is it time? Are you ready to stop losing money on this guy? Yeah.
Speaker 2 00:16:40
and, So we let him go and at the same time, so the sales cycle of, These types of pools is about two years, So when you lose a pool or two, There's a huge gap there um, So at the same time, what happened was, uh, post COVID now we've got customers that are saying, Hey, how come all the material costs have gone up? That's not what you originally bid with me.
Speaker 2 00:17:13
So we actually lost a couple of jobs because of this. Now we've got a huge gap in the schedule and I thought this is perfect. This is the time to let them go because when we let them go, we're going to slowly see, people dive, right? They're going to, they're going to take off too. And so since we have, we're going to have a reduction in, um, sales, essentially we're, going to have, we're going to need a reduction in labor because I can't have guys coming on. And so I use that in order to, um, kind of ride the wave if you will.
Speaker 2 00:17:44
So as they all started leaving, you know, we intentionally use the loss in sales to also allow those guys to go, Hey, if you want to go, that's fine. If you want to stay, you can stay. Um, but it, you know, it never happens like. the way you want it to it's always this trickle effect and and uh so we just we rode that out and um in the meantime i just i had already identified who i wanted to use um and to give you an idea the our top tile guy today um started with us two years ago and he's better than the guy that.
Speaker 2 00:18:19
can't be told how to do type so and now he's training we've got the same dynamic going so we're pairing two by two and now now we've got our jobs back up we're booked up two years again now again and now we're building off of that and now we've got a system where we're training up shifting out as we get more more people we'll bring it so we actually only hire helpers now we won't hire any installers and we run them all through our our training system.
Speaker 1 00:18:49
and that was my next question was regarding your training system um kind of just run me through how you created that kind of outline of it and then, i know it's probably a little different with tile but i'm sure there are still things you can it's all the same yeah yeah like are there kpis and metrics you look at for them or kind of gauge.
Speaker 2 00:19:07
them on before they're done with the training or what what is that so i want to say this the right way because number one i believe that you can't you can't manage what you don't measure which is why kpis are so important but what do you do when you have teams that aren't quite um, that are still learning and that are still uh as you're refining the process because what we found.
Speaker 2 00:19:39
that one of the biggest reasons why i was able to find that this guy needed to leave is because as i'm bringing it in here i'm reading manuals i'm i'm digesting all sorts of materials to say well the right way to waterproof the right way to do this the right way to do that is doing these and i'm looking at what we're doing and going that's not what we're doing right and so i couldn't um, basically my kpis currently are what have we done in the past right once i was able to get all of those numbers and how do we drop it.
Speaker 2 00:20:12
and so to give you an idea um our competitors who don't do as much as we do are able to to deliver at 100 bucks a square foot we started out at 140 bucks a square foot we're currently, we're currently at a hundred bucks a square foot, um, and going down. And so what I'm doing right now is I'm basically just working with them to say, okay, what could we have done better?
Speaker 2 00:20:45
Um, but to answer your, so I want to, I want to make sure that I'm answering your question about KPIs. Um, because we're, we're just looking at that going, okay, the last pool was this, how do we get it to here? And we're, we're making iterations through because we're still on that, that growth phase of it. Um, but I, but I would say as far as training's concerned, um, the biggest, the biggest thing that I find that companies don't get is we want to tell.
Speaker 2 00:21:15
everybody how to do things. I'm sorry. We want to tell everybody what to do. So here's your checklist. Make sure you do X, Y, and Z. Um, but they don't know why they're doing it. And so because they're not, because they don't know why they don't know how to adapt when everything's not aligned perfectly, especially in something as detailed as what we're doing. So for instance, if we're waterproofing a pipe, there are literally nine steps to that. And so they go, Oh, was it step two? Was it step three? I don't remember. Is it five? And so what I did is I created not only to detail everything so they can pull it up at any point in time, we put it in our app, they can see it. But I also created these, these like little.
Speaker 2 00:21:56
10 question quizzes that I put up on forums in Microsoft. So that way, every time we go to, to install a new product, I kind of have them take a quiz, you know, and it's, it's for lack of better term, it's open book, open note, right? Just, just answer the questions. And what that's doing is it's going to get them to think, how do we do this? The other thing that I did is I created, a cheat sheet that's that's actually um it's through jotform um so it's one of those uh free.
Speaker 2 00:22:30
form websites if you will i know i can use microsoft forms but it it just didn't give me what i wanted um and what that does it says okay what are you installing what's your uh how much do you want to install and so then it'll give them a mixing ratio so they don't calculate it properly or him properly and then it gives them a step-by-step guide on how everything should do what to look for that way if they ever forget they've got it right there they can pull it up and look for him and so that's how we're training them through it.
Speaker 2 00:23:04
it's construction so we're kind of on site all the time so i make i make my office out of the the table i see over there or my um right and uh it's one of those things i can look over and go oh yeah you're still doing good um and then we've also got an we've got an app um that where they'll, check in with it so they'll create pictures they'll they'll take photos of everything they do, they'll videotape what they did and kind of talk us through it um what that does it keeps me so i don't have to be on site all the time and i can stay up with and then we also create um.
Speaker 2 00:23:37
stop points so go to here stop so i've created all these different triggers, that alert me to say here's where they might go wrong um and i want to get in there and see it, if you want to talk more about kpis i'm happy to talk about that at another company i just.
Speaker 1 00:23:56
want to make sure i'm answering your questions probably yeah yeah no that that was great um, Yeah. And we can, I think, you know, how, how big is this company. 
Speaker 2 00:24:07
It's not big. Um, we've got 15 employees.
Speaker 1 00:24:13
Um, honestly, I think some of this experience that would translate well here, um, total warehouse is bigger than that. We're about 140 and some change employees now. Um, I will say though, basically this position is a director of operations and like your, uh, like analysis you did with like the money and all of that. It's also great. I know something like our owner CEO would also, you know, love to have someone else like figure out with him as well. We do have a finance manager and he's pretty involved in all of that too. So that's not really a big issue. The biggest thing that this position is kind of taking over is.
Speaker 1 00:24:55
We, so we are forklifts, so we sell and rent new and used forklifts, we do pallet racking, we also have a service team. So our service team is, you know, a team of technicians that goes out to the client side, services the equipment, does repairs, plan maintenance, and then with the service side of things, we have our techs, our dispatchers, and then like our CSRs and parts, who are ordering parts and getting them to the customer and updating customers, and then our logistics as well. Kind of all under the service umbrella. We had someone in this position before, and they came from a technical, a tech background of being a very, very good field tech. They worked their way up in the company, which was great, but then kind of as we did scale and get bigger and have more techs, they don't have the leadership skill or the managerial skill to manage these managers under him to.
Speaker 1 00:25:54
make, we have processes in place. I don't want to say we don't have processes, but the managers maybe don't have their own processes of how they run a team and do things regularly and regimented. So that's where our biggest issue kind of lies for this position to kind of figure out. So it definitely obviously requires that background of being in leadership and having, you know, the business operations mindset. But it is not to say you won't create new processes, because I'm sure you would or make ours more efficient.
Speaker 1 00:26:25
In some ways, that's the goal. But it's a lot of like the soft skills, which I see you've done a lot here at this company. You know, you kind of helped out as much as you could and did what you could, but you worked with difficult managers in a company that have been there for a while, which I will warn you, you might run into one or two, because a lot of these people have worked their way up in the company they have been here. So that is the biggest struggle is. some of these managers don't have prior managing experience so it is just kind of getting them and.
Speaker 1 00:26:56
coaching them up and mentoring them and getting them in that mindset how to think like a leader and kind of carry out policy and things like that right um which obviously you've done a lot of that development and have an eye for that what you know you were said like i'm going to split this team up and see who's the natural leader and then i'm going to identify who i want to keep around and where the problem is and clearly you did that successfully so that's that's definitely something that would be good to have here um so that's a little bit about the position obviously there's.
Speaker 1 00:27:29
more to it than that and they would want you to track some kpis and this these jobs are a little bit easier to track kpis on than what you're doing right now at the pools because we do have an app as well so, um our techs use that to go to our clients and they also take pictures and log things on their fish vids and repairs so that will be something you'll be similar or familiar with as well, um yeah any questions about any of that now that i just kind of um are we stuck are we are we.
Speaker 2 00:28:02
limiting it to what nine more minutes i want to make sure that um yeah you're good i i can go.
Speaker 1 00:28:08
over a little bit i don't have anything right away i have a buffer so it's no worries anyway.
Speaker 2 00:28:13
anyway no i just that tells me where i need to triage if you said no nine minutes i'm out you know so you're good um so i i think the most interesting thing um i want to tell you a little bit about my background but before i want to go before i go there um i'm i'm super intrigued by um what you guys have going on because it looks like you just you guys just acquired what is it dramatic um am i saying that right the avgs yes you are.
Speaker 1 00:28:42
Yes, and you would have to be honest. You'd have to talk about that with probably our CEO because I don't know a ton about it. But yes, I do know a little bit.
Speaker 2 00:28:52
Well, I'm just the reason why I'm it looks like, you know, and feel free to you can you can push me off and say, hey, that's not really for me. But it seems like if, you know, outside looking in trying to put all this together, it's like, okay, they're growing like crazy. And they've got five locations. And then they just purchased this other company. And I'm sure they've got technicians as well. And now they're trying to figure out like, what do we do? Because everybody's kind of running their own little units here. And there's no synergy between the two. There's no standardized processes like that guy does this thing. This guy does this thing. And we know that we're not being efficient.
Speaker 1 00:29:34
kind of there yeah so i don't know if we bought them out of here if we're just partnered with them that you have to get clarification on and i can also ask i do hear dramatic a lot so i know we're involved in this somehow but i would have to ask about that but with the synergy thing and like the communication yes and i think total warehouse we do have five locations and we have we and our owner's goal is to keep growing and we have grown a good amount um but the company has operated a while and it's like little pods but now it is to the point where we have i think for a while it.
Speaker 1 00:30:11
was just smaller and there obviously wasn't as much like support roles and the hr department grew a lot within the past two years so now there's these resources that we can utilize to do the growth but again it's getting the little pods to kind of all be a cohesive unit so that's kind of where we're at in the service one you, we're just there that one has you know five little pods and those are all working and they need to all work together you know for us to be efficient and then also work with the sales and each you.
Speaker 1 00:30:45
know all the other ones that are kind of on the corporate side of things so yes you are correct.
Speaker 2 00:30:50
about that okay and so the idea is that the director's coming in and um basically so it's it's there's gonna be a little bit of travel involved because of uh you know i mean you just gotta be eyes on you know so um okay um can i ask no you told me that i was gonna ask um what it was that that you felt like the other guy um needed to get better at um but you you said he wasn't uh yeah so i think that what's important for i think anybody to know about me is you're considering me.
Speaker 2 00:31:32
I grew up, my dad owned a trucking company growing up, so I, um, and what that means is, is that I learned how to drive forklift when I was eight, you know, I was running the warehouse in the summers at 13, um, you know, and, and, uh, and then when I got old enough, it was kind of like, Hey, go fix that problem for me, go fix that problem for me. Um, and, and if you're working at a family business, it's, it, it ends up being in your blood. Um, so it's not just like, Oh, this is what I get paid for because most of the.
Speaker 2 00:32:03
time that you were working, you weren't actually getting paid. This is, this is my stuff. Um, and so I ended up taking that approach everywhere. Um, because that was kind of the way for like a better term, that was the way I was bred. Um, it's not just, I'm not just hitting numbers. This is, this is like how I eat. Um, and so because of that, you know, when I was, When I was 18, he sent me down to our San Diego facility, said, hey, go fix that. It's like, okay, what do you need me to do?
Speaker 2 00:32:33
Oh, you'll figure it out. You'll be fine. You know, next thing I know, I'm up in San Francisco. Same kind of thing, right? Hey, what do you think about the manager there? You know, I think he's got some problems. You know, okay, get rid of him. You know, and then the next thing I know is I've got guys coming up to me going, you know, I can't tell you how many times I've heard the whole, I've seen seven of you so far. You'll just be number eight. And, you know, and then there's the other guys going, hey, do I need to worry about losing my job?
Speaker 2 00:33:05
And it's, well, how do you feel about working hard? He's like, oh, I'm a hard worker. It's like, okay. You know, how do you feel about treating people with respect? No, you know, no, I think you and I are going to get along just fine. He ended up being my best driver there, you know. And so, to your point, I've definitely dealt with. managers that you know um when I worked when I went to work for United Van Lines the guy they actually demoted the guy that was interesting they demoted the guy and told him to report to me.
Speaker 2 00:33:35
um and so of course he sees me coming in and it's like and I think I was half his age at the time you know and and he's like what are you doing um and so you know with him I went okay he's like family to them um he's been here so long you know the best thing I can do is um the best thing I can do is try to so what I tried to do with him is I said okay let me tell you about what my plan is what do you think and so I tried to found but I always worded in such a way that you know.
Speaker 2 00:34:09
because I wanted to bring him in and then the things that I, When I found that he actually cared, that he really did care about it, I was able to assign him, like, hey, would you help me with this? And so he was able to take care of some stuff. What do you feel comfortable taking care of that you don't need my help for? Can I go work on this, and you can get my back on that? And so he felt really valued. And so when I left, I had left to go to Reconserve. They said, what are your thoughts here?
Speaker 2 00:34:41
And I said, I don't know, tell me about what you want to do. And they were really concerned about Ray because, you know, I put a system together, and now all Ray needs to do is spin a plate. And, you know, and so he actually took his position back over. So when I was at Reconserve, same kind of things. I was in transportation. I was in transportation for them for about a year had a boss that ran the plant and did all that and he liked.
Speaker 2 00:35:15
To play solitaire. So I said I make a deal. I've already fixed transportation teach me the plant And I think that's the next step in my evolution. You can keep on playing solitaire and I'll do this for you, Pretty soon he left I took over the entire thing So I was actually able to run the entire plant and keep the transportation role at the same time And that was the way they gave me their confidence, But pretty soon they said hey, we got an a plant in Ontario. Can you do what you did there, too? Okay, sure did that. Hey, we got another one in Vernon. Can you do that there too? Sure.
Speaker 2 00:35:46
And so that was all working with the other to your point working with the other managers So they didn't actually give me the things they just said hey, you're gonna control it But I need them to not know that you're in control, so, you know, obviously there's sometimes where you flex a little bit, but I think my, My point is, is that if you care enough, you can create systems and then work with people. It doesn't always work out. I'm not going to say I was able to, you know, I told you what the tile guy, right?
Speaker 2 00:36:19
It just didn't work out. He didn't want to work with me. That's okay. But I always, I want good processes. I want good culture. If you've got good culture, then the culture will take care of the processes, provided you have good processes. And I always try to instill those. And again, you can't measure what you don't, or you can't manage what you don't measure. So we need numbers. Everything's got to have a unit cost. And then, you know, a lot of that stuff is also, it's like 80-20, right?
Speaker 2 00:36:50
So 80% of your money comes from 20% of what you do. And so you focus heavily on those. And then you start slowly, you know, like a shower, you know, it's hot and cold, you know, where are you going with it? And so I've gone, essentially, this is... without rambling you know i've been trucking i've been the logistics aspect of it went into went into um manufacturing did really well there went into construction after that and i found that.
Speaker 2 00:37:24
it's really about once you get down to the root level it's all process it's all people it's all process so coming into something like a little warehouse i don't see that being an obstacle.
Speaker 1 00:37:35
yeah no i don't either for you i was going to ask you also i know a lot of it's in like logistics and warehousing um do you guys use crms are you more like warehouse management systems or like.
Speaker 2 00:37:50
what systems have you used in the past um so i've always i've always gone to companies that didn't value technology um, you, So at Reconserve, they gave me this worst possible website I've ever seen in my life. Turned out it was like the HR guy's nephew that built it. But that website had a really cool feature.
Speaker 2 00:38:23
So they were tracking everything. And that website had a really cool feature called export. So I could take all of that data, put it into Excel spreadsheet. And I actually, so to answer your question, I'm extremely tech savvy. I know you guys use NetSuite. I'm not as familiar with NetSuite. I watched a few videos on it last night and I was like, this is everything I've ever wanted because you guys are finally talking to each other. But to give you an idea of my adaptability, at Reconserve, I took, once I took all that.
Speaker 2 00:38:58
data, I ended up with like an eight meg Excel spreadsheet, which at the time was like huge. When Excel is thinking, you know, you have a problem. Um, so, um, I ended up turning it into a website. And so, and that ended up being our entire ERP system, which they rolled out nationwide. Um, and so after a while it was, it was actually anticipating all of our customers needs saying, Hey, they're going to be, they're going to need a pickup at this time.
Speaker 2 00:39:28
Um, it was, it was interfacing with our, um, with our answering service. So our answering service was able to, to input, um, customer requests and it would shoot out emails to whoever was the, was the guy who was tracking our shipping, the tracking, um, so. Long-winded way, in five minutes, I will navigate my way around whatever program you have. When I came to Triune, they do 3D modeling through SketchUp. I learned that in a week where I was showing the boss, like, did you know you could do this?
Speaker 2 00:40:00
Did you know you could do this. 
Speaker 1 00:40:03
Okay, so very Excel-savvy is what I'm hearing, which is great.
Speaker 2 00:40:06
I love Excel.
Speaker 1 00:40:09
So kind of part of our interview process is I have this call with you to gauge. You know, just some of your general background overview, tell you the brief overview of the position. And then after this, you will meet. I'll give you an assessment. It's actually that we have all the candidates to take. It's a very brief one, so multiple choice, a slight Excel assessment and typing. And then after this round, you would meet with our... VP of HR actually and chat with her a little bit and then after that you meet with our chief of staff where she is also an Excel wizard so she will give you her own Excel assessment and ask you to do things in there because they are very big on essentially exporting data in NetSuite and turning it into Excel reports and looking at different things to evaluate performance so that's something they're very big on so love to hear that.
Speaker 1 00:41:04
Yeah and everyone honestly I don't we don't personally really work in NetSuite so I can't speak to it from personal experience but our sales reps and leadership they all are in NetSuite and we have our own like NetSuite engineers so everything in our NetSuite is specialized and engineered specifically for what Total Warehouse needs so from what the feedback I hear it is very user friendly and very specific so that should be helpful to you. It's not.
Speaker 1 00:41:34
Thank you. kind of one that's generally gets been specialized to our business so i hear good things cool um, but yeah that's great i'm glad to hear that and yeah you will learn here total warehouse is very.
Speaker 2 00:41:51
big on technology so i'm glad you like it i i honestly think that you guys are on the verge of something big um once ai gets implemented through like telemetry and you guys uh systems and i mean when i'm just kind of and you might already have this but it's like when the forklift starts telling you hey i'm gonna have a problem in three months you know um and i think that's.
Speaker 1 00:42:15
very close and so it seems like we have a great um telematics department and we've worked a lot with like lindy and lindy connect um which is i've been working a lot of software yeah yeah, yeah so they're it's definitely like coming for sure and then, Eventually, we're kind of, we have an engineer already, an automated systems engineer, but we'd love to get into like conveyor and automation down the road too as we kind of grow. But again, Boyd will surely tell you more about that. But okay, let's talk a little bit of some like logistical questions. You're in Yorba Linda, is that correct. 
Speaker 2 00:42:57
Correct.
Speaker 1 00:42:59
And you're okay to commute to Anaheim. 
Speaker 2 00:43:01
Oh, yeah, you guys are like, I think less than 10 minutes away. You're next to Blake's, right? Have you been to Blake's. 
Speaker 1 00:43:08
I have been to Blake's.
Speaker 2 00:43:09
Good stuff there.
Speaker 1 00:43:11
It is good. Yeah, literally, basically in our parking lot. So we will walk over there from time to time. Okay, and then you're good with that. I know there's a lot in this level of position to negotiate, but is there a number you're looking to meet for at least base, you know, without bonus or any other benefit. 
Speaker 2 00:43:34
Yeah, I'll say this. I think I'd like to get as close to 200 as possible. I'm kind of in this weird, I'm in this weird, you know, I'm coming from family, from a family business. I'm trying to get back into, you know, corporate America, if you will. And so I think I'm worth more. But I also believe that, you know, this is a, I almost said that the wrong way. But I think I need to kind of come back in, prove, hey, you know, he's got it.
Speaker 1 00:44:06
And, yeah, so, yeah, there will be more discussions on that and other benefits. No worries. I just didn't know if there's a one off the bat. Yeah, I feel like I have a good. overview of your background at this point um like i said i'll send you an assessment it needs to be taken on a computer and it will expire in three days so just be conscious of that um but other than that i do this call jessica will be the one who's our vp of hr that's who you'll meet with.
Speaker 1 00:44:40
next she um will be communicating it may be me and her um we're both kind of tag teaming this position so if you get email follow emails from her don't worry um we're one in the same on that so um but if at some point you get something from me too sure sure we're both just tied into it yeah just heads up on that but okay well at this time is there any other questions i can answer for you.
Speaker 2 00:45:10
um i think just a couple quick um shots the the assessment should i expect that today.
Speaker 1 00:45:18
I'll send it right when we get off here. It'll, um, it won't come from my email. It'll come from the software we use, which is called Criteria. So heads up on that.
Speaker 2 00:45:27
Okay. Um, I think the second thing was when, when would it be appropriate to expect a response from you or Jessica saying, Hey, you know, here's the next level.
Speaker 1 00:45:36
Yeah, we're usually pretty on top of it. So if you, you know, have the assessment done by Monday, then you'll probably hear from us by Monday afternoon. I would say the latest Tuesday morning, but you'll probably hear from us.
Speaker 2 00:45:49
Okay. And you can tell me this is none of my business, but I'm going to ask anyways. Um, how many, uh, how many serious candidates are you looking at. 
Speaker 1 00:45:59
Um, we had, we've had two previously that got to two that I've met the owner actually. Um, but we ended up passing on. And right now, I think we just have one other person that has met with the chief of staff for the Excel portion. But other than that, we're an initial screening of other people. So not anyone far in right now.
Speaker 2 00:46:30
Okay. Okay. Those were my questions.
Speaker 1 00:46:35
Okay. Awesome. Well, thank you so much for taking the time to meet with me today, Brayden. I really enjoyed our conversation. And if you think of anything else, feel free to reach out. But I will go ahead and send that assessment over and talk to you soon.
Speaker 2 00:46:49
Awesome. Thank you very much. I enjoyed it as well. Have a good day. All right. You too. Bye-bye.
Speaker 1 00:46:55
Bye.

[AI_SUMMARY]
Brayden, a candidate for Director of Operations, has extensive experience in operations management, particularly in scaling companies and improving profitability through data-driven insights. At Triad Incorporated, he established operational processes, developed dashboards for cost visibility, and restructured teams to enhance performance. His training system emphasizes understanding the "why" behind tasks, using technology for efficiency, and fostering a culture of continuous improvement. Brayden aims for a base salary close to $200,000 and is adaptable with technology, eager to leverage data for operational success at Total Warehouse.