00:00
Hi, welcome to Power of the Network. I'm your host, Tim Locker, Vice President of Broadband here at CBM. uh You know, one of my favorite things about doing this show is it introduces me to new folks. uh You know, growing up in our communication world, you know, I haven't spent a lot of time with our utility and our commercial industrial group. So uh this is a great opportunity for me to personally, you know, meet and spend more time with some of the folks that we work with on the other side of the company. So pleasure to have Tom in, grateful that he come.
00:29
spent his time, flew in and actually flew in to see us here specifically. So we're grateful that he gave us the time and uh let's get right into our conversation.
00:41
Tom, welcome to the show. I appreciate you coming in and joining us here today. Thanks, Tom. So, uh before we get too far, uh for those of us that may not know you very well, tell us a little bit about what you do for Federal Signal and kind of what a typical day looks like for you. So, I'm the regional sales manager for the Gulf, and the Gulf is misleading. It is actually, I don't seven, eight states. So, Texas, Oklahoma, Kansas, Missouri, some of Illinois.
01:11
Arkansas, Louisiana, all of Mississippi and the western half of Tennessee. So a typical day is actually out in the field, either with my agents, CBM, distributors or end users trying to find places to solve problems or, you know, look what the needs of the customers are.
01:31
Well, if I'm not that, I'm at home and I'm doing the same thing via email, via phone, except I get to sneak in some afternoon bike rides. There you go. I heard you like to ride bikes a lot. That's true. do have a bike. On roads or mountain bike or what do you like? Mountain bike first, gravel second. And I do have a gravel race this Saturday, so I got a 32 mile race I'll be in. Oh, wow. And the joy is, is it's probably going to be raining and a
01:59
12 to mile an hour wind. So, you know, it's going to be fun riding on dirt roads. roads. Yeah, when it's raining. Yeah. So you like that better than just like a bike trail, paved trail would just be too boring? A paved trail is fine, but I don't like being on the road road. Yeah. Because, first off, I used to do that to go to work and it was 13 miles each way. And I did that for five years and it was great. And I never felt nervous. And then when I started working from home,
02:28
I was just doing a similar route and I felt like I almost got hit three times. And so I quit riding on that road for about five years. And I still don't enjoy riding on that road because I feel like I'm going to get hit. Makes you nervous. And the cars are going by at 70 miles an hour. So you know it. Yeah. Well, they don't drive slow in Texas. I know that. They do not. Where I live, we kind of have a center hub for a few different bike trails that all come together and you can go, I don't even know, 100 miles any.
02:56
any direction almost, you know, so. ah Well, I also know ah that that rag bra ride has been something that I've had my eye on for many years, but I don't think I want to like stay in churches and stay in A lot of people just camp. I'd ah like a bed at night after riding 100 miles. I've never, you know, I've never done it. You know, it's always come through town or, you know, different things around the state, but so I've never like had to plan it. But I would guess if you planned ahead,
03:26
You could probably find, that happen. There's always a bunch of big teams and buses and they have chase vehicles and all that, but it's just a 10 day party, frankly. I think so. Yeah. Yeah. That's a pretty cool, pretty cool event. How many years now? It's been a ton. 20 years at least. Oh yeah. Way more than that, I think even. But yeah. So that's always brought a lot of folks to the state.
03:56
So, you know, I kind of like to start here. You know, when people are young, you know, there's very few people that really just have it figured out. Like that from a small, young age, they know what they want to do. oh How did you kind of figure out and what led you into this industry? So, when I went to college or I was deciding on college, I couldn't decide whether I wanted to be a computer science major.
04:26
or I wanted to be an architecture or interior design major. And I went to one semester of college as computer science and I did not do very well. oh And I did well in the computer class, I just couldn't keep my focus on the calculus and other stuff. So that next semester I switched. A little more to it than kind of what you bargained for. That's right, that's right. I just wanted to code. And uh so fine, I went back and went to interior design and that's what I ended up getting my major in. And I remember,
04:55
I remember the exact day that Sylvania, which is now Leadvance, came in and they brought this little lighting booth and they had a warm white and a cool white and they had colors behind it. And they said, this is how colors look under one temperature. And that proverbial light bulb went off in my head. Literally. And I was like, that's the coolest thing in the world. Who would have ever known? I never knew that. And so I graduated and I ended up in retail design, working for Tandy of all places.
05:25
Did that, facilities management, and then I started doing lighting retrofits. And so now I'm doing lighting and saving energy, and I thought that was so fun. And then eventually that led me back to Austin. I did in mall work and I was doing parking lot lighting, HEAC, all this kind of energy stuff. But in the end, lighting was always where I was. So I ended up working for an electrical distributor doing lighting and then... um
05:50
I ended up at a dot com in the dot com boom and I ended up back in lighting. And um then I worked for Phillips for many years. So I've always been around lighting. um And it was all because of that proverbial moment in college when the lighting went off. I hate to say it, I still love lighting, but the lighting industry, I know that you guys are involved in the lighting business peripherally. It's just a tough place to be now.
06:14
And so I still get to feel like I'm in lighting at Federal Signal with our status indicators and our warning beacons, but I'm not illuminating the world as I once did. Yeah, no, that makes sense because some of the products... So define a little bit, don't go too deep in the weeds, but product-wise, you know, your world of lighting is different than, like you said, know, illuminating things. So people always ask me, they go, oh, what's your elevator pitch for your products? And I said, I sell blinking lights and noisemakers.
06:44
Right? So the light's green, you're good to come in the building or door or whatever. The light's red, don't come in here. The light's flashing and horns are going off, it might be time to run. So that's kind of what we talk about. so um it's status indication is mostly what we do is about. It's good to go or it's not good to go. know, conveyor belt startups, lights flashing, horns beeping, whatever the case may be.
07:12
industrial applications, you know, not what people typically are going to see from a day-to-day basis unless they work in a place like that. You know, yes, I would say in my region, in the Gulf, it's petrochemicals everywhere. So a lot of what I get involved in is absolutely heavy industrial. But here in Kansas City, the amusement park world of something. World of fun.
07:40
has a need for these things, right? I've sold movie studios where they put outside of a room like this, they put a red light and a green light. They put a rotating one saying they're filming right now. So you never know where the need is. Costco's, when somebody pushes the button to come in, like a delivery, they push a button and it makes a light blink and a, so it's not all industrial. um But most of it in my world is. Yeah, okay, well that makes sense. uh Let's talk a little bit about
08:09
sales. You know, from your perspective at Federal Signal, what does a great salesperson look like? Define what great sales is in your opinion. I think in general, a great salesperson is someone who wants to hear what the problem is. They're not trying to sell you a product, they're trying to help you find a solution. So when somebody comes to me and says, I've got X problem, the first question is,
08:39
tell me more about the problem because I don't want to just come with you with solution A because solution B or C or D might be a better solution. And so that's what I try and find out from a customer. It's not as much fun when somebody says to you, just need one bottle of water. And you're like, okay. And it needs to be 84 cents. It's 84 cents. that's like, you'll take those orders all day because you need that kind of sale. you want it, somebody says, I'm thirsty.
09:09
Oh, why are you thirsty? Right? Oh, because the water stopped over there. Right? That's you want and that I learned that in my lighting days and my electrical distribution days because people would be like, I want it brighter. I want it less bright. And so today when I sell a flashing light, where's it going to go? Okay, it's going to go in a small warehouse. Yeah, then we need we don't need a bright one. It's going to go up on top of a tower. Then we need a big bright one. Yeah. So
09:36
It's all about solution selling and I think all selling should be solution selling. Yeah. Yeah. And I know we repeat the same thing. We've taken several different sales trainings throughout, you know, since I've been here in the last 18 years. And, and one of the main things is that asking questions and we remind our folks all the time, you know, you just have to dig into what the issues are. And I read something here not too long ago. They were talking about, you know, ah it always seems like
10:06
like prospecting, you know, there's always a need for prospecting, uh but it's almost a burden on the customer. Like you're asking them to, uh hey, just spend some time and share with me what's going on so I can learn about you. It's all about, you know, it's not about them, it's about me, you know, how it ultimately starts. So it's a little bit selfish, but uh they talked about wording it differently, uh making it more of a consultation, you know, so.
10:35
Me being there is less about me, but more about them and having that opportunity to share what their issues are. So just kind of changing a perspective on why we're there can help. But it is very one-sided initially. how do you think, what's the best way to break through that initial cold call or somebody you don't know or don't have a great relationship with and build that?
11:04
where they don't think you're just there to sell them something? Well, I'm to take a side path here because my daughter graduated from college a year and a half ago, got a job at a major computer company based in Austin. And they started her in small business and her whole world was, here's your list of people, start calling. And I said, welcome to the beginning sales. And she succeeded and now she's went from small business to medium business. So she doesn't have this many people and she has this many people.
11:33
but she's still calling every day. it's interesting to hear her talk about somebody who doesn't respond, doesn't respond to us. And finally, one day they call and say, okay, I need a mouse. They don't want a computer, they want a mouse. They want a $5 product and they want to see how she's going to react. that's, you look now that I've been doing this for 25, 30 years and selling stuff, I'm like, you know what, it does start with a mouse.
12:00
Quit trying to shoot the elephant and bring the hay to the cow, right? And say, this is what I have, one day you're going to need me. Just don't forget about me. I take a softer approach generally because I don't want somebody to be put off and never want to call me. And I just want to say, I'm here. I'm here when you need me because one day you're probably going to need me. And you never know. I do so many trade shows and I'll get a call from somebody, hey, we met at this trade show six years ago. And I kept your card.
12:30
Can we do this? And it's funny, I'll go, all right, well, I don't have that job anymore, but what are you trying to do? And I'm probably still going to help you. Yeah. Right? Yeah. And then I'll say, OK, where are you at? Call my friend at this X and Y and Z. Yeah. And you never know where that's going to come back. That goodwill will come back to you. Yep, for sure. I've got an interesting story years ago. So prior to being here, I sold construction equipment, trenchers and drills and et cetera.
13:00
for a couple of years. And there was a gentleman at a phone company that I had called on twice in those two years. And probably wasn't the best at it that back then. I did a lot of just cold calling, dropping by, trying to catch people, that kind of stuff. Not a lot of scheduled calls at that point. ah cut to now, I come work for CBM and when a new product come out and one of my
13:29
distribution partners had a pretty good relationship there and the guy wanted to see that new product. But then he told him, he's like, well, I'll bring Tim out. And he's like, oh no, I don't like that guy. And so, you know, uh this distributor, he's like, he calls me, he's like, what in the heck did you do to this guy? You know, he says he doesn't like you, doesn't even want me to bring you out. And I'm like, I have no idea. You know, absolutely no idea. So he works his magic, we go do the thing and then like literally,
13:59
Like, we'd just get out of the car. And so he goes, uh all right, let's just cut to the bottom of this. He says he doesn't like you. What's going on? And he just goes, you called on me too much. I'm like, OK. I said, if I remember correctly, I think it was once a year for two years. So I called on you twice in two years. Yep, that's too much. He says, told you that I would call you if I need something. And like,
14:27
Okay, I guess we have an understanding, but it's like, you know, as a sales guy, that is my job to remind you that I'm still here too, you know, because on the flip side, I've got customers that you, you call them and I'll be darned next week, they buy something because you reminded them that you're there, you know, so you got to find that balance somewhere. That's good. When, when I worked at Phillips, one of the supplier managers for one of the largest electrical distributors in the U S he said to me one time, he goes, you know,
14:57
Take Houston, for example. It's a big city. Well, a lot of the reps and salespeople won't leave the core city because they can go on eight calls in an easy day. And they don't want to drive 40 miles, 50 miles north of the city to the small branch. goes, I will always tell my salespeople and my reps to call on me. said, always be the guy who's there the most often and always be the guy who is there last because when they have a need, they're going to call you because they remember you.
15:27
So there's got to be a balance between you go there often and the guy doesn't hate you for bothering him. Yeah, and the last guy always wins. mean, that's just the fact. The last guy wins every time. Because that's when they place the order. So you definitely want to be last. Yeah, you want to get the call, even if it's not something you would normally sell. You want to get the call and be like, yep, thanks for thinking of me. Here's what you need.
15:57
And moving to your product, not that product they asked about. Now you guys just had one of the best years on record. Does that make it harder this year or easier this year? You know, it's hard to say. I think certain parts of our business are struggling, like in the Petrochem business is struggling because the oil. You know, because six months ago the market was crashing.
16:25
And now with everything that's going on in the political side of the world, oil prices are high. But the guys in the petrochem industry don't want to poke holes in the ground. They don't want to invest because they don't believe it's going to maintain. So you never know where the dollars are going to come from. You have to treat all customers equally every time you do it. Now, on a side note, Federal Signal turned 125 years old April 1st. Wow.
16:51
Congratulations. So you talk about you had a great year last year. Well, hopefully we've had a great year 125 years in row. yeah, how about that? What was the origin of the company 125 years ago? Neon signs, some lighting. At one point we sold washing machines, right? And so slowly but surely they went into signaling.
17:17
Coolest thing I think is we can all think back to like these World War I movies that we've seen because none of us were around them, but they're putting on their gas masks and somebody hand cranking the air raid siren. We developed that horn and we have one of those horns in our office now. So it's pretty cool. And then you can look at these old ads from the 40s and 50s, the old air raid sirens, and they became tornado sirens. So it all has a history.
17:45
Do you still do those kinds of things? We do the tornado sirens and we absolutely do military-based sirens. Yeah, absolutely. It's interesting, Federal Signal now is, while we still do police and fire, we do work trucks, we do the industrial business that I'm involved in, but we're also involved in street sweepers. So the heavy equipment you referenced, we actually make street sweepers, we make jetting machines, we make all of this heavy equipment now. Interesting. We've really expanded our portfolio.
18:16
I assume that's outside of your Completely outside of our realm. Yeah, gotcha. Let's move a little bit into leadership then. What expectations would you clearly set with your teams? Well, I'm going take a side path here because I don't manage anyone. Luckily, unluckily, I don't really know how to go say this, but I haven't managed anyone since I really, when I managed them all and I had like 40 people underneath me. And that was challenge.
18:45
But since then, I've had maybe some small teams here and there, but for the last 10, 12 years, I haven't managed anyone. Now, I'll tell you what's harder is indirectly managing people, right? So now every, yeah, like a rep, like a rep. Or when I was in distribution, I had to call an outside salesperson at a branch and ask them to do something, right? I didn't ever get to have the thread of the stick. I always had to use the reward of a carrot. And so...
19:13
years ago when I was looking to change roles and I did a federal signal, everybody would always ask me that question. And I said, it's actually very much harder because everything I have to do, I have to convince you. I have to tell you why there's a good reason to do it. And there's really no difference in that and being a leader of a team is you would prefer everybody do what you would like them to do for a very valid, very good reason that benefits everybody. The last thing you want to do is like,
19:40
hey, this didn't work out right. We're going to have to have a conversation and we'll never do this again, right? That's the worst part you want to be. You always want to make your team happy to do what you want them to do, right? Yeah. And I would say, know, kind of the, you know, I was going to kind of say too that, uh you know, you do manage the reps. uh I like how you put it, kind of more indirectly managed, but you're still, uh you know, let's face it, you're fighting for their mind share.
20:10
You you want federal signal at the top of their mind share, right? um So... I like to call it a... What is the term I like to use? an inefficient share. I want more of my share than I really deserve. Yeah, yeah, and everybody's... And we're all selfish. We all want, you know, we all want what's best for us. I understand where I fit in the economies of things. Reps, some reps have very large lines, very big top lines, and I'm a small number in that.
20:39
but I still need to get my unequal share. And that's what I'm always seeking. And I want to seek it with carrots. I want to seek it with guidance. I don't want to have to threaten anybody ever. I hate that. Yeah. I like the analogy of the stick and the carrot because separated, the stick can mean one thing and obviously the carrot means another. oh Sometimes I've seen where the carrot may be
21:07
stays a little too far ahead where it's always there but never rewarded sometimes. But I definitely like that analogy. I think if you put a quota for someone that's unattainable, they're not going to try. So that's a great comment is that everything has to be attainable, achievable. You can't just go, well, your quota is $10 million. And they're like, well, I just did $500,000 this year. How am I going to get to $10 million? It doesn't sound like my problem.
21:36
Right? Yeah. For sure. ah You know, and sometimes you have that uh certain corporations kind of have that mindset where it doesn't matter. It's all about growth and it's just boom, boom, boom. We got to have this, got to have more. ah So it seems like you lean more away from that type of, what kind of carrots, I guess, would you offer? So what would be an example of dangling that carrot to get somebody to respond favorably?
22:06
The last two years at Federal Signal, we put together a program and we called it Focus 10. And we asked our rep partners to go take 10 products, whether they were the physical products or cell sheets or a PowerPoint presentation, that was really up to them. And we said, go out and train 10 different times, any 10 products you want.
22:32
If you do that, we'll reward you with an extra commission percentage. And that's all they had to do. And you would think their job already is to go out and do this. But we wanted to make sure that they, again, we were trying to get unequal share, spent more time talking about us. And trust me, every one of my reps and every division and everybody, we hit it and we hit it early because everybody wanted that. Everybody wants more money.
23:00
That's a simple thing. And it really was really rewarding you for doing the job we expected you to do anyway. But you'd be surprised half of the reps didn't achieve it. Interesting. Yeah. mean, monetary is always a great one. But a lot of times, like this year, we're not going to have that program. So we kind of restructured it a little bit um to reward people who can achieve their quota earlier on.
23:27
So again, there's a little bit of a monetary, but it's for a different reason. So this year now, I'm never hesitant to be out in the field. This is my second trip to meet with CBM. This year, it's only early April. If you guys want me to come back more, I'll come back more because I love being in the field. I love making my partner successful. What's your strategy? if you come out with one of our guys and you go to whatever, some industrial customer. uh
23:57
What do you feel your role is in there? Do you try to be the expert, the go-to guy, or do you try to just assist the rep in that, or what's your style on that type of a call? It's 50-50. We did a call together ah in Western Kansas last month, and I was brought in as the expert.
24:23
because they had some problems and they had the big tornado warning kind of siren and they have problems and I was there to give technical, but I feel like it's CBM's customer and I don't want the guys coming to me. I want CBM to own that relationship still and it's still moving along and the CBM rep is still, your salesperson is still in charge and he scheduled a meeting for this week. So we're still moving forward. But in the end, the relationship needs to be local.
24:54
If somebody's reaching out to me and I'm unavailable because I'm in Mississippi or there's no cell phone coverage, I don't want that person to not be able to get an answer. Yeah, you don't want to be the roadblock. That's right. That's kind of where I was going with that because I'm kind of in that same type of position where we've got new salespeople in different places and sometimes we do have to go be the expert, but we still need to maintain the right channel, the right flow because
25:23
uh that local person needs to be involved and you send an email to me, I mean, who knows when I'm going to get back to it, right? So try to not be the funnel and allow those people to grow into that as they're still learning. The other thing I find, and I noticed it when I was on that call with your team, is that as we were driving around this massive facility, a couple square miles, I would guess.
25:52
As I would point out, I'd be like, oh, look there. Do you see that? That beacon and that horn right there. And they were like, what? Right here. go, it's right there. I go, that's probably broken. We should probably talk to them about, does that still work? And I know that comes from when you're in lighting. You're always looking up. You're always looking, looking. And then my other time, I was in facilities management. And so I was always looking for something that was broken. Always, Broken or dirty, broken or dirty, broken or dirty.
26:19
And I used to drive the poor janitorial and maintenance staff crazy with that. But all these years of doing it, don't miss anything like that. And so I'm trying to not point out something wrong. I'm trying to teach them, hey, look left, look right, look up, look down, because there's going to be something that you can also sell. Yeah. It's amazing how when you get into something, your brain works. Because I do the same still to this day. I was an old fiber splicer.
26:48
And so when I'm driving down the road, I'm looking at the power lines and I'm looking at more the fiber lines specifically. Just looking at how it's all done and is there lash and wire hanging here or does this slack loop need to be put up or whatever. that's where my eyes are always looking. Same idea. So if you don't have a direct sales team, then let's talk about yourself. What do you do uh to elevate yourself from day to day?
27:19
You know, if somebody doesn't say to themselves, what did I learn today? Have I learned something today? And obviously you can't learn something every day. But in general, everything I do is about trying to maybe learn something differently. Now, I remember I did manage someone when I was in the dot com world. And one day I looked at what she was doing and she was doing just like a copy paste kind of thing. And I was like, how often do you do that?
27:46
And she goes, I do this every day. And I said, well, why don't you automate that process? And she said, well, that'll take half an hour, and I can do this in 15 minutes or five, whatever the number was. said, but if you do it every day, I said, if you sat down and wrote the script today, and I'll help you write the script, you're going to save time later on. And so a lot of what I do is how do I make my time more efficient, right?
28:15
If I start working and I work from home when I'm at home, if I start working at 6.30 in the morning when the house is asleep, I can knock out almost all of those overnight emails or anything. And then I can be there, when my kids were younger with my family, while they were getting ready for school. And I didn't stress, I didn't be like, oh, I got to go to work, I got to go to work. And then the same thing, I could be free when they came home from school if I worked maybe an hour at night or so. Or I would take a 4 a.m. flight.
28:44
and then come home at midnight the next night so that I was only away from the home one night, so to speak, right? So I'm all about making the best use of my time that I possibly can. And I'm also jealous because if I do a real good job, I still get my hour of bike ride in in the middle of the day. Yeah. Every day? Try. What do you do when you're traveling? you just pass? I walk steps in an airport. Yeah. Okay. What do you like the middle of the day? Just a recharge?
29:12
It is. It's a step away, clear your head. When you come back and sit down, you're ready to go again. And it's interesting. So when I was a kid, I was a swimmer. And swimming is the most quiet thing you could possibly do. You swim 10,000 yards in a day, which is like, I don't know, 600 lengths of the pool. Some ridiculous number. All you did was think, think, think. You think about, oh, what?
29:38
What's that assignment? Did I get it all right? And you're rethinking your whole day. And so that's kind of what biking does, is that while you're out there, you're thinking about, oh, did I call Tim back? Did I get Tim that information he needed? And so, you know, I'll pull over and a lot of times can do work while I'm doing this. And my mind gets fresh and when I come back, I got a new perspective. Yeah, you get a little clarity. when you're sitting there responding to all the things,
30:08
things start build up and then you can't, you don't get back to everything you need to do. Right. That makes sense. Yeah. I struggle with that. you know, I try to go to the gym at least three times a week and, you know, with travel the schedule's challenging. So it's nice that, you know, sometimes a noon workout is good and you feel the same way because you might start kind of getting burned out and getting tired and that wakes you up more than anything.
30:33
That makes lot of sense. I think also for me it's more about in the morning I'm ready to work and in the night I'm ready to not work. And so in the middle of the day is a good time for me because my body and mind are still, let's go work. And it's a workout. Have you adopted any of the uh new AI technologies that help you with your time or management at all? No, not at all. I know there's a bunch of different things out there and coming. I'm kind of a
31:03
late adopter too, but that's one thing that personally I've got to get my head around. I'm sure there's a million ways to save times and do things easier. eh I don't think in your daily life you can escape it because if you go on Marianne or Hilton and you ask a question, you're talking to an AI chatbot. If you do anything, you're talking to an AI chatbot until you can finally figure out the right words to get around it. Yeah.
31:30
And sometimes it's helpful. Sometimes you just need an easy answer and it can solve it for you. But you can't get away from AI anymore. I've been doing a little bit of work on my boat and uh I need to put a different prop on. And so I just went to the Google AI and just started asking tons of questions. And uh then I followed up with it, called a couple different experts and
31:57
I mean, the chatbot knew more than the experts did, and I ended up ordering a new prop based on what it recommended. So I hope it's right. You know, while we probably should, you know, as an industry, be better about it, and I go to industry events and I see they talk about it and they talk about it talk about it. It's real hard in the electrical industry when everything is generally old. Yeah. I mean, we're still running copper wire.
32:25
We're still putting in an aluminum and metal conduit. We're still feeding throw down breakers with fuses in them. I mean, there's no AI in that stuff. But this industry is involved in building every data center there is. At NIMRA this year, data centers was a hot topic. uh You guys spread the same message? uh
32:52
It's not for us. It's not what we do. mean, data centers are pipe and wire and cable tray and HVAC cooling, right? And even the lighting, once they build that thing, there's only three people and they're sitting in a room. The lights are off. Yeah. Right? Until they walk down the aisles. And for us, we could have a status indicator somewhere that says everything's running fine. But generally now, that's all software. Yeah.
33:21
They don't even need a blinking light. Now maybe if they had a halon go off and they wanted a halon detector and they need to send flashing lights out on the thing, then yeah, we would be involved. And we have sold some data center projects like that. But it's not a core part of our business. I kind of wondered that when I was thinking about that. I mean, that's definitely the message we hear in the industry in general is data center, data center, data center. All day, every day. Yeah. So, well, awesome. uh
33:51
I think we'll get this wrapped up, but I thank you again for taking your time and coming in and visiting with us. It was great for me to meet you. That's one of the things I like about doing this. I kind of grew up through our communications group and had been isolated over the years to that. So it gives me a chance to meet some of the other folks that we work with and learn more about what we do as an organization. I'm the same way. I liked when I...
34:19
first started interacting with CBM a year ago, year and a half ago, is I looked at what you do and I go, wow, they're just not a normal electrical rep. They've got a bigger territory than I thought. They do a lot more things than I knew than most of the reps I interact with do. So, I mean, it's always good to see what everybody else does. Again, I learned something when I started working with you guys. Yep. Well, awesome. Well, thanks again. Appreciate you taking Thanks, Tim. I appreciate it. Have a good day. Yep. Thank you.
34:52
Just wanted to say thanks again to Tom for joining us. I know he's busy and we appreciate him taking the time to come in and visit with us. Remember, if you need help with a project or looking for representation here in the Midwest, look no further than CBM. You can find us right here at cbmrep.com. Take a minute to like, comment, subscribe. Let us know what you'd like to see on future episodes. Thanks again for joining us on Power of the Network. And until next time, we'll see you next time.
