Hi and welcome to Power of the Network. I'm your host Tim Locker, Vice President of Broadband here at CBM. You know, once again this week I get to introduce myself to one of our manufacturers. We've had nVent Hoffman on the show several times before, but today we've got our guest Bob Kalivoda. Bob is the VP of Sales for North America for nVent and His time is super valuable and I know he's got a lot to do. So I appreciate him spending his time with us here this morning. And we're to get right into that conversation with Bob. We're going to talk. We're going to talk nVent. We're going to talk culture. We're going to talk sales and we're going to talk football. So let's see what Bob's got to say. Bob, thanks. Thanks for joining us today. You know, nVent's been a great partner of ours at CBM for so many years and we know you're a busy guy and got a lot to do and I just can't thank you enough for joining us on the show today. So. thanks for having me. So, know, first of all, nice to meet you. You you and I have not met. So, you know, that's one of my favorite things about doing this is, you know, just being able to meet new people. I came up through our communication group. And you know now it's it's just such a pleasure to be able to meet different people that we've worked with over the years and and so that's that's great for me. So, thank you You know looking back through you know some of your history you've obviously been in in the workforce here for a long time And you started in sales You know, I'm kind of selfishly asking this question because I'm in this on this similar boat, you know, I grew up came up through the ranks and the sales and now I'm fairly new into a leadership role, if you will, into the company. And it's an interesting transition. So I wanted to get your take on that transition from what you did for all those years selling and then jumping into that leadership role if you've got some advice or some, just some of the... challenges and those kinds of things with making that transition. Yeah, no, I I love to be in a salesperson still I'm selling. Yeah, you never stop. Yeah, you can't take it out of you. Yeah. Yeah. One of those people that love to know how things are built and when you're out in sales, you get a chance to see that with multiple different customers, multiple different industries. That's kind of what always interests me. And then as my sales career grew, I found myself being more of a partner to my customers, which I loved being because that's where, know, Hey, call me in when you need something and I can help you where I can help you. Um, but then I started seeing that this is a great opportunity for me to share that with some of the other sales people that are coming into the industry that are new. that we could potentially kind of, I don't want to be a mentor. I don't know if I'm really a mentor, but really kind of share my experiences of how to create that relationship. And you really can't do it as a sales guy. And as I got to the sales manager, I really found that was an avenue for that. And then as I became a sales manager, I saw that opportunity. to widen from a territory to a region now globally. So I'm very excited about that. Yeah, that's awesome. I understand in the past, you were also a football coach. I was. I coached my son when he started at eight years old all the way through to high school. And it was a great experience. You teach a lot of things in football to be safe, to be aggressive. And it kind of equates to how you coach your team in a sales team, right? You want them to be safe, the right things, working with integrity. You want them to be aggressive. I, so I was, uh, we had a Pee Wee league start when my son was. young and I think it was third. I think they did a third and fourth grade combined team and then there was a fifth grade team and a sixth grade team and it was it was tackle football and they you know when it was brand new you know obviously a lot of parents were concerned about you know injuries and you know being tackled and it it turned out you know from my experience third and fourth grade didn't seem to be a problem they're really not big enough to hurt each other you know at that point. Fifth grade maybe a little worse and then sixth grade you started to see some disparity between the kids at that point and I remember you know my son he was a he was a decent size kid and he was a fullback you know in sixth grade but we come up against a team that was much much bigger and I can remember him just taking a taking a beating but what Another thing that stuck out to me is I remember, you know, I don't remember if he was a third grader or fourth grader, but he looked at, I was, you know, saying something and he looked at me and he said, coach, what's a touchdown? And it kind of opened my eyes a little bit and I'm like, um, you know, these, don't know. And I think how many times do we take for granted that somebody knows something? Um, and they don't, you know, so that really opened my eyes, you know, from a coaching perspective to like, you you kind of have to start with the basics and build up. Did you have any, any similar? absolutely. And one of the favorite stories I have is we were coaching. the younger kids about your son's age, third and fourth grade. And you expect them to understand the football language, technology. And then you look down and there are three, four stands and their underwear is picking up. got their Power Ranger underwear. Yeah. I got it. I got to back this up and get, this has got to be a little bit more rudimentary. Yeah. You know, so how do you, how do you equate that into a, you know, a sales coaching? Um, do you think we still make that same mistake in leadership? Assuming people know, do we have to kind of down a little? Everybody's got a different skill. Yeah. Everybody's got a strong skill. Everybody's got something they need to improve on. And in the sales cycle, it's not one size fits all. And when I talked to one customer, I'm talking to an engineering group. The other customer, I might be talking to a procurement team. Very different in how we engage, talk. Things that are important to one are not going to be important to another. And making sure that you have that rounded view to make sure you're building that relationship with the customer. So yeah, it's different for everybody. Have you, you know, throughout your sales career, were there, did you do much in terms of sales training or courses? Uh, do you follow a process now? We have our own internal process we developed at nVent often, but through the other programs, all your big name programs still use blue sheets and hot sheets. Um, I'm in constant reading books on sales process. I like them all. Um, there's a little bit you could take from each, but, uh, there's a million out there. I've gone through over 20 different courses, but I really like our program that we have set up in nVent and Hoffman right now. Cause it, it gabbs pieces of all different programs that I've been through. Walk me through the process a little bit. I'm always interested to, know, to hear how others do it. Walk through the process. Yeah. Cold calling all the way to order. Yeah. Yeah. Yeah, I think one of the things that we always focus on is really kind of finding the timing of the customer. Is the customer your first call going to be an introduction call? Do they have a demand or need? Are you creating that demand or need? Or are you just addressing a I'm interested in what you do. So once you kind of strategize and figure out where the customer's timing is, then you can kind of structure your strategy for how to move forward with that account. What's in that step? Is that talking about a specific drawing set and really getting into a project they have on their table right now or just educating them the way what do we do? Do people know what Hoffman does? Yeah. Believe it or not, there's probably people out there that don't know what Hoffman does. So I think certainly folks in the industry do, but you know, the general public. Probably doesn't they probably have no idea how many things you guys affect? Absolutely and more importantly, what do we offer? You know a Hoffman is kind of tied to six-sided metal boxes But really what do we offer we offer? full turnkey automation products we offer cooling product we're starting to get into more of the You know, how do we do mod services out in the field? How do we service the customer better, more effectively? So those are all kinds of that next step where you're in that discovery phase. How do you figure out what their customer wants? What's really going to be your next step? Then once you figure that out, you get into a really what we call collaborate phase, where you get a collaboration of let's sit down with the customer, make sure that I'm understanding his need and his problem. And my solution hits all of his boxes. And then from there, we move into a quote stage. And then a quote stage is really kind of confirming that everything that you've done is right. And then close. And that could be as long as the front end process. Yeah. Because now your engineering group. Yeah, that's great. I want it. But now you got to go talk to the procurement to get that order. So now you're. That process is obviously different for everybody in every market, but I like what you said there about the the quoting being towards the end. know, CBM, we've invested in some sales training over the years for our folks as well. going through that, I think it's great to kind of go through that later. After you've had a little bit of experience because it kind of exposes your flaws a little bit and so oftentimes you know, we just want to run right in and quote something but It doesn't matter what we quote. We kind of get the cart in front of the horse if you will absolutely the the timing that's kind of kind of why I wanted you to walk through the steps because that the timing and those steps are Important if you don't check the box on one of those steps Then you're going to struggle later when you're trying to close the deal. Yeah, I mean If you really truly don't understand what the customer is asking for, what his paint points are, how do you effectively quote anything? Yeah. Yeah. You're just throwing darts. Just throwing a number on the street. Yeah. So we've had, you know, we've had a few folks from, um, nVent on, on the show already. We had Pat Stepanek and John Redman both recently. Um, and they talk a lot, um, you know, about the automation and the automation industry. You know explain a little bit how nVent is set up to help folks with that automation and process and and why does it matter what what's the differentiator so there's Are you talking the automation of our products being used in automation? Or some of the solutions we have to automate people. Yeah, so the the solutions that help our customers in their automation Okay, most of our products are what we call ourselves equipment protection for just that. Our products protect control systems that are automating your equipment or your plan. So when you look at the Hoffman product, it's really a protection layer to that PLC or computer or drive or whatever dedicated board you might have that is going to be doing the actual control and automation of your equipment. And then of course we have the auxiliary that have the cooling products. You know, in the data com world, that's a very big issue when you put a bunch of servers together and they want to cool them. And then of course in the industrial world, you put a PLC and a drive together. That's not a good mix without some kind of cooling solution. So we try to offer the customer, not just a product that says, Hey, this is going to house your control. But this is also how we can help you maintain that system and keep that system up and running and protect it from any downtime, which is the evil word. And you really make sure you're up to speed on what products are going to keep you alive and move your business forward. I was reading one of your LinkedIn posts as I was preparing for this and you'd mentioned sustainability. and it needs to be discussed in the right way. What does sustainability mean to you and how does that relate to nVent? Sustainability is a widely used term that I think everybody interprets a little differently. And when I look at sustainability, is how is our business set up? How do we approach the market? And are we consistent in that message? And I think that's one of the things our customers rely on us for, for many years is, Hey, I know how to go to Hoffman. I'm going to get a quality product and that's a sustainable thing. I go to Hoffman, their local distribution has product available. It's not a flash in the pan. That's sustainable. And how do we really create those partnerships with the customers that we keep that they view us as an engineering. Resource and that's more of a sustainability feature as well Is a I want this partnership. I want to be the first in line You think of an automation? Yeah, that's awesome Let's go back a little bit to relationships talk about the importance of relationships and you know, we've you know, we have some some younger folks in our sales force now and You know, what would you say to you know a new sales guy? You know, what's the best way? How do you build those relationships? Yeah. I think there's a lost art there in some of the younger people coming into the industry. And I don't know if it's a good thing or a bad thing, but I think a lot of people rely on electronic tools for their communication. Yeah. And I'm a big proponent of pick up the phone and get a voice on the other end. Yeah. Or go make a call. knock on the door, show your pretty face, and make sure they understand there's a person behind this company that's going to work for you. And I think that would be the message I would give any young people coming in this industry, is if you really want to differentiate yourself, build those relationships personally, not through email, not through text messages. Those are communication mediums you can use after That relationship is established, but you really need to be out in front and build that trust, build that view in your customer's eyes that you're there as a person to help their problem. How do you navigate the gatekeepers? Yeah. Depending on which ones you talk about, right? So there's a lot of different gatekeepers in every account, starting from the receptionist. Those are usually the strongest. Yeah. Again, those are, when you walk into an account, you're selling, you're selling for the minute you walk in the front door, you're selling to the reception. You're selling to the people that are the assistants, the people that you want to meet with. You're selling with the contact that you've got your meeting set up for. So if you can't get through that, the gatekeepers will stop you. They're very well trained. in sniffing through that stuff and saying, no, there's no need for you to be here to waste time for my people. Right? Yeah, for sure. I had one years ago. This has been even prior to starting here. It's been probably 20 years ago, but I was selling construction equipment, know, trenches and drills and those kinds of things. And I was calling on a little phone company. And I mean, I stopped six or seven, eight times. I was a bunch of times I could never get in to see the manager. And finally I've, you know, finally dawned on me. Well, they're just not let me in there. You know, he's not here is not always true. So the next time I went to call on this guy, I actually turned, you know, turn the street. didn't go by the office. The office is on main street. So I turned, went around the block kind of a couple of blocks down so they didn't see me and parked around the corner. And when I walked up to the building, I literally like ducked down and scaled under the window. And when I popped into the office, the manager was standing right there. His eyes were And I said, I gotcha. And he's like, all right, we'll go talk. And the funny thing is, finally get into meet the guy and we sit down and talk. And we have plenty of things in common, plenty of things that I can help him with. But it just took that grind to get through the front desk. I have a favorite story. I talked to one of my salespeople in Iowa. We're on a joint calls and we're going to this one account. We stop at this ice cream store. It's 90 something degrees out. He gets a strawberry ice cream cone. We go into the receptionist. He gives her the strawberry ice cream. She loves him. We have a meeting with some individual and this receptionist actually goes, You need to also see these three other guys while you're here. Yeah. Cause they've got some issues that you can talk to your boss. So yeah, that's a gatekeeper. It seems, you know, I think the more experience you get, the easier it gets obviously, but here, even just a couple of weeks ago, um, I stopped into a customer and, uh, uh, this, this lady looked at me and I could just see it in her eyes. And before she said anything, I said, uh, you're the gatekeeper, aren't you? And she smiled and she said who do you want to see? Exactly and that you know and I I had an appointment and everything but it was it was just interesting because we kind of had that connection I'm like, I know what you're up to and she knew what I was up to But sometimes you just call a spade a spade. So yeah, absolutely Yeah Oh, that's great. You know one thing when John was on he also talked about Thermal otters I know we've got a lot of promotion within our own CNI group about thermal audits. you know, why is Hoffman taking such a big role with that? And, you know, what's the value for our customers in those programs? think thermal audits, by far, are best time spent selling. And the reason I say this is because there's a problem identified. And you're walking in with already a problem is customers having the heat, his control systems are freaking out or failing, and he needs an immediate resolution. And I don't know how many thermal audits I've been on or been part of, but we go in and we talk to that one piece of machinery. And at the end of it, you look around and there's 20 more pieces of machinery. on the shop floor that all potentially are going to have the same problem. Yeah. And one air conditioner now just let it do 20 years. And I think when the customer sees us walk in the store with tools to measure temperature, calculating heat flow, we're providing the solution with minimal effort on the customer. And that really, I think, says a lot to a maintenance team. It's like, all right, just get the hawking people in here. Let them figure this out. I mean, that's where we want to be. Yeah, there's a value. you're providing that value to the customer in multiple ways. know, A, just taking care of that work, but also just in a budgeting. Like you said, if you've got 20 things that have a potential issue. You know, a lot of budgets aren't going to replace 20 air conditioners maybe at the same time, but at least you can provide, you know, that information and a schedule, you know, maybe a year to year budget, you know, what to look for. So yeah, there's a of value in that. What's different about CBM? First and foremost, it's our ESOP. Employee owners have more control and more ability to make decisions that are right for our customers and right for our company and right for our manufacturers. We've got the flexibility to put people where they need to be and use our experts wisely. If you need help with a project or need representation from an excellent sales force here in the Midwest, look no further than CBM. dot com. Some of the hot topics, I guess, if you will, in the industry, AI is one that's just exploding. How does that affect, know, nVent Hoffman? Well, lot of the AI tools that we're using are right now being embedded in our other solutions. So like Salesforce.com, we're exploring how their AI module can help us with identifying with our vertical market penetration account or finding that synergy amongst the accounts we do well in a vertical market. We do a lot of AI right now in just Office 365. Sure. So that, you know, a lot of reporting and data mining. It's a little kind of haunting when you look at what AI can do and where it's going and You don't know the limits of it because there, don't think there are limits to it. Yeah. So we are looking and exploring every avenue of AI and on the sales side, really more just kind of farming. Where do we find new business? Where do we find verticals that we could potentially grow in and worth those accounts? Any particular tools that you've seen so far that's, you know, made a big impact in the sales team? Um, not. one particular, I think our Office 365 AI has helped our communications lot. But for data mining, there's so many different AI tools. They all contribute about the same. Okay. How has the actual expansion of all the data centers affected business? It's huge. It's the hottest area right now to be in right. And there's that great space, white space. And we're lucky enough that we participate in both. And we have more of visibility now with the avail and the track these purchases now that we have e-buildings. There's a lot of that has that AI flavor or micro data center look, or even the incoming power to the data center. But our largest growth. Engine this year is from the data center, race-based white space. Yeah. Yeah. I think that that affects everybody in the industry, whether it's power companies or providers like you guys. What are you seeing in terms of energy storage? So battery energy storage is a very big focus for us. We have a vertical team that's out looking at that market. We're developing products for that solution, but it's a very quick and changing market. an example of that would be a lot of right now, battery energy storage is containers. Your shipping container. over the years of that being in shipping containers, we've learned in the industry when one of those battery energy storage facilities catch on fire. The fire department shows up and lets it burn because there's so much chemical environment, acids, motion. They don't fight that fire as much as they would in a house fire. So now there's a trend to go to smaller encapsulating cells versus one big, huge container full of batteries. So that's where we're seeing a lot of our traction because that's really fits our building, our engineered building solution, as well as our large enclosure product line. So it leans more into a cabinet style enclosure than a big container. What kind of batteries are they putting in these? they lithium? Yeah. You know, guess my head turns to like a telephone CEO where a lot of those have you know, the fire mitigation systems built in, is that not something they can do in the containers? They are, but it's very expensive. So there's no one fire suppression system right now that's serviced in the top is this is the one that the industry is grabbing their teeth on. So we have four or five different solutions, but when we offer those to the customers, it seems like it's price prohibited right now. Okay. Okay. Now with, you know, it seems like, so if you've had containers full of batteries and now enclosures, it seems like it's kind of a quickly moving target. Has that been a challenge? It's been a challenge, but it fits our model okay. Because we have that solution on the container side with our buildings, and then now more modular solution, smaller solution with our enclosure. And because our vertical market team is not bound by brand, they're kind of looking at this as a holistic one-nVent solution. They're able to offer those different solutions to the customer. Talk about, you know, we had Heather Sethi on earlier, you know, when we first were starting this podcast and she'd come on and she'd mentioned that, you know, one-nVent. Talk about that messaging and the importance of it and how it's actually affected the company overall. Oh yeah. The biggest impacts we've made was in the contractor world. And if you look at the product lines at both our protection and connections, protection being Hoffman, and connections would be Caddy, Airco, Aeroflux. Those are our very strong customer base we share that with. And we put together, I put together a business development manager who partnered with a candy business development manager where we approached the top contractors in the United States and really put some loyalty agreements together with them. And it's proving out that they want this one event solution. They want that one point to contact and talk about projects, be able to supply. Data, they don't have to go to Joe for enclosures and Andy for bus bar and know, Tim for grunt. There's one stop shop and these guys are doing very, very good at getting that one nVent message and not more importantly the message, but actually acting on it in the field where they're, Brandon Hisscock is his name. He's not going to go out and just sell enclosure. He's going to sell grounding and bonding and all that other good stuff that EFS, Caddy and Ilscow have. So there's a good opportunity for us to expand on that. So how do we do that at the distributor level and the rep level? So there's a lot of alignment we've got to look at. Change around, maybe build on. that will need to happen to really create that one in-vent message across all vertical markets, all businesses. Well, it's great to hear that that's having, it sounds like it's definitely having a positive impact just internally on the culture. You know, and I look at, you know, our small company, you know, we serve three different markets. You know, we're kind of broken into a communication, a utility and a commercial industrial markets. You know, we have three different groups. But so much business overlaps those markets, right? And so we've all got to be on the same page, communicating within the groups. Sometimes we may be stepping over dollars to pick up dimes when, if we're not aware of what each of our groups are capable of, right? So we try to send that same message to our team members as well. It's good to hear that it's making an impact internally for you guys. So, Oh, it's more than just, you know, a sales guy in the street. It's really kind of from our upper management down. Our global vice president of sales is responsible for the one in that messaging. And he is really doing that collaboration when he has a sales meeting. It's Hoffman, caddy, Errol. So we come together as a team and talk about our one event, then we do our own breakouts to talk about our product specifics. But we're all there. We're all building that relationship. We're all collaborating together. What can we do at the rep level to help push that movement? What would you say to your reps in terms of that message? I would say the reps that are full-line in-vent is just... get people engaged. Don't be hesitant to talk to the candy guy about Hoffman or the Hoffman guy about candy. Yeah. It really kind of make, them understand that this is all part of the sales cycle. So the ones that aren't probably going to have a little bit more of an outside looking in, but they can also build those relationship with their candy partners in the field. Join, you know, do joint type sales efforts in those kind of things. Yeah, you can. Yeah. Even if you don't have a full line, you can still make an impact and make those connections. Absolutely. You'd said earlier, you don't necessarily want to or strive to be a mentor, but talk about, do you have any mentors that come to mind that have helped you get to where you're at today? Yeah. Peggy Brada. I've worked for her for 24 years. And she really mentored me. She she grew and she learned. She shared that with me and she coached me very well. I loved working for her. think she was one of the smartest women in the industry and she really understood different levels of people's skill sets, how to adapt to them, how to adapt to the markets. I'd go after specific personalities and really kind of adapt to that and make things happen with them. That's great. And she, uh, when she retired, what a year or two ago? December. December. Okay. Yeah. Yeah. I thought I'd heard that. Uh, what's a couple of the biggest lessons you've learned at 40 years in the industry? I never take anything for granted. I don't like counting my eight before the tear hatch. And just, you think you slam dunked in order? That's the one that you're probably going to get snaked out from. Yep. Yeah. We've, I can remember a few conversations with, with some of our folks too, where someone's like, Oh, we got, we got this one. We got this one. And sometimes you want to keep it under your vest just a little bit longer. Right? I got this one when you're holding up the copy of the purchase order. Absolutely. That's what I want to see. Yep. For sure. Um, What have you done recently for your own personal growth? Oh, that's, that's a pretty good question. Um, one of the things that I'm really kind of spending a lot more time on is really just trying to looking at different personalities that's, reading books on different psychology and trying to figure out really, do I motivate a person that I don't really connect with on the same kind of Interests or you know, where do I get that piece of the puzzle? Connected. Yeah, it might not be a guy that would be a person I'd have a beer with on the weekends, right? Yeah Do you have any answers to that question yet? I don't it's all very independent and when I look at you know a couple of the you know personal Books that I've read is they're all very adaptable, right? I think when I leave the book, I really feel that you just have to be adaptable. You can't go into a meeting and expect that connection to happen naturally. Some of them will, but some of them won't. And when you leave the meeting, you really got to evaluate that relationship as much as you want to evaluate the opportunity. Because if you can't develop that relationship, you're not going to be real successful in the effort. Yeah. Well, then there's times, uh, you know, I think of several examples where, know, there's that one guy that's just not on board, you know, and he's part of the team or one of the decision makers and he's got his favorite, whatever. And it usually comes down to that relationship, you know? So You can't always assume that just because you've got a relationship with Bob that Bill's going to be on board. No, not at all. That can be a challenge sometimes. And one of the things you quickly see in this industry is very small. You don't change faces often. You change business cards. Yeah, he might have a different shirt on. Exactly. Yeah, I think that's true for most industries. They're fairly small knit. But that's yeah, that's for sure. You don't definitely don't want to burn any bridges. Never, Yep. And that, you know, we have a lot of, uh, nVentors done a great job doing training on different pillars of business. And when we talk about our pillar of integrity, that's our customer first working with integrity. And that is a mantra that we all follow really well. And we are on top of the table. We're upfront and honest. And I think that's really what gains us our customer loyalty. Yeah, that's I mean, that's paramount. And your customers can see through that if you're not right. Integrity just you either have it or you don't. I think people people can smell that a mile away, right? Oh, my God. Yeah. Yeah. Yeah. So. Um, we'll, we'll kind of wrap up here towards the end of this, but what's, uh, w what would be a message you want to deliver, uh, you know, just to our viewers and customers in terms of, uh, you know, what's moving forward with, with Hoffman and nVent. Yeah. I would say that we are a company that's going to continue our M and A activity. You're going to see more of the one in vent focus. When you see Hoffman, you're going to see. nVent, Kenny, Erico, Ilskow, you're also going to see that we are not done making mergers and acquisitions and that's going to be adding our portfolio to create a solution box for the customer. So stay tuned. There's a lot more coming. Yeah. We're not dead by any means. Well, that's the one thing I know about. The one thing I know about you guys is it's always growing. It's always growing. Absolutely. Always looking for the next big thing. Where did you play football when you were young? I played in high school. You played in high school? Yeah, in Illinois. In Illinois? Yeah. I did not. I played in junior high, seventh and eighth grade, and then didn't play until my senior year in high school. And then I just loved it. Had an absolute blast, but I always regretted not. not playing those other years, but that was great. My best football moment, I'll tell you, was when I was coaching my son in his youth league. the sixth graders always, we had a Jets night, Ballard Jets was the program, and they got to play at halftime of one of the football games. And one of my coaches, one of my buddies that we coached with, he had an arm. I mean, he could throw like Brett Favre. He's got a cannon. And so we'd horse around at practice and run some routes and make some passes. But he had a little trick. He thought he was funny. He would like to overthrow it just out of your reach. And then he'd yell, give me an effort. And so I'll never forget. We get done playing at halftime, and the kids are running off the field. And he says, locker, I'll hit you in the corner of the end zone. Here I go on a route to the corner of the end zone and I know he's going to do it. I can see it coming a mile away and I just run as fast as I've ever ran. And there's a diving catch right in the corner of the end zone. And I brought it in. The crowd went wild. There you go. And right in front of the bigs. Right in front of everybody. So it was my best football moment ever. And I was, you know, 35 or however old. So I've got so many. One of the things that I was lucky with is the community I live in is a community where I grew up in a town. A lot of people migrated to. So all of a sudden your kids get new sports and you're like, Hey, what are you doing here? Hey, what are you? All of a sudden your high school buddies are there and their kids are in the sports. When we were in the last year of football, eighth grade, my whole coaching staff was my high school buddies. Yeah, that's fun. That was awesome. That's fun. had three of, no, there was four of us in high school that our dads actually graduated together and were friends. And then we all had kids in the same class that graduated together as well. So three generations, you know, all together. So that's awesome. Yeah. But well, I can't thank you enough for joining us today. Bob, it's been great. I know your time is very valuable and we appreciate you spending it here with us. Oh, thanks for having me. Thanks again, Bob, for joining us today. We know you're a busy man and we appreciate you spending your time with us today. Thank you so much. And we truly do value our relationship with nVent. Remember, if you need help with a project or need expert representation here in the Midwest, look no further than CBM. You can find us here at cbmrep.com. Please drop us a comment. Let us know what you'd like to see in the future. Like, share, subscribe, all those good things. Thanks for joining us on Power of the Network and until next time, we'll see you next time.
