WEBVTT
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Hello and welcome to another episode of the Keeping It Clean podcast.
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I'm Haley Dunham alongside Mike Miller.
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Good morning, Haley.
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Good morning.
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How are you doing?
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I'm doing great.
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How are you today?
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I'm fantastic.
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Excited to hang out with you a little bit.
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Um, before we dive into the podcast, um, anything special been going on in your world or anything you're looking forward to that's coming up?
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Uh a lot of special stuff.
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As always, my my family's doing great, my boys are growing.
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Uh McCoy just got his cast off.
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So if you've been listening to the podcast, you know he uh flipped his go-kart 15 minutes after I bought it for him.
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Uh so data the year award, but he's uh officially out of his cast, and last night was the first night out of the cast, and I said, We're getting in the go-kart, and you're gonna go drive it.
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Did he do it?
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Uh he cried for a little while, but then he did do it.
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Uh and so uh it was a valuable lesson, and uh believe it or not, he's driving it a little less crazy than he was previously.
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So that's probably good.
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That's what I think we learned.
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Um so uh everything's great personally, professionally, just in the middle of uh of a long travel stretch here.
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Um you know, but this coming week we're going to the National Ready Mix Concrete Association event in Nashville.
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They uh really cool event.
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It's probably one of my favorite things we do all year.
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They have a uh in the concrete industry, they have uh operators or mixer drivers compete in local, then regional, and then ultimately national skills assessments with their trucks.
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So they drive between uh really tight areas, they shoot hockey goals with the shoot on their concrete truck, they shoot baskets with this.
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So that sounds fun.
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Just a really cool event that is about celebrating the frontline folks in the ready mix industry, very well attended, and uh it's just an awesome show.
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So that's so this is the national like competition.
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This is from all across the country.
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These are the best drivers in the United States, and they come to Nashville to compete, and then ultimately they'll crown like a champion and have a big reception dinner, etc.
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So it's really cool.
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You know, I I go to a lot of industry events where you're mingling with executives or key people or whatever.
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Here, a lot of the time is spent talking to drivers, people that are actually doing the work and driving the industry.
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So it's uh again just a really cool event across the board.
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So excited about that this week.
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That's awesome.
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Well, um, switching over to our uh guest today, we have a very special guest with us, uh Frank Swick has joining us today.
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Frank, how's it going?
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It's going well.
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Good morning, everyone.
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Good morning, Frank.
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Before we dive into um our topic today, um, as you know, Frank, I know that you're a longtime listener, first-time caller.
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Um, would love the chance to um just kind of uh get to know you a little bit for those that haven't had the pleasure of meeting you.
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Uh, if you'll tell us a little bit um kind of about yourself, your family, and uh then your experience and tenure with Meyer.
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Yeah, absolutely.
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Well, uh I appreciate you guys inviting me for this one.
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Uh performance one is kind of one that I'm excited to talk about and dive into.
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But me personally, um I'm married to my wife Amanda.
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Uh we just welcomed our fifth child, our daughter Goldie, to the world uh about two and a half weeks ago.
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I guess actually today makes three weeks.
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Wow.
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I I didn't realize that was so close.
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Congrats.
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Thank you.
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Yeah, yeah, we're we're you know deep in that that beginning phase and you know relearning everything, but luckily I'm looking we're pretty experienced in it.
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At five kids, you're not relearning anything.
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This has just been like a perpetual cycle.
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Uh it is Goldie's uh an awesome name, too.
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That's that's really cool.
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Thank you.
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Yeah, you know, we try to you know be unique.
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And I know our last one we almost overlapped with you with uh my son Mac.
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Yeah, we were looking at McCoy, and and uh you know, I vetoed it a little bit.
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I'm like, that's Mike's Dennis.
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We gotta stay in our lane.
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So well, that's cool.
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Congrats.
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Thank you.
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Um, yeah, and then as far as you know, tenure with Meyer, uh in my sixth year, so uh this March will mark six years that I've been here and been through a couple different roles, but um now serve as a key account manager here for Meyer Lab, which you guys are aware of.
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Yeah, so you um you started initially with us as a region sales manager, and then were pretty quickly um promoted kind of into that national accounts position.
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And then obviously that kind of transitioned into um key accounts.
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But um what what has kind of the difference been um in your world as far as the focus and uh what your day-to-day focus is um in your role?
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Yeah, so yeah, as I came in as kind of a regional manager, it was it was a cool hybrid position, right?
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That allowed to kind of manage a team and get experience there while also I was in the field.
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I had my own territory, I was selling in my own territory and learning the products that way and getting the kind of firsthand experience of being boots on the ground, as well as working with a team of some guys that were new, some that were experienced.
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So it was a kind of a good combination, but it really gave me a jump into what we do and how we do it.
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And then the opportunity with national accounts arose and I felt it was something that would be a good use of my skills and where I felt I could be the most successful.
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And as we've grown as a company, obviously that position has evolved and it's I want to say narrowed down the funnel a little bit to where I used to kind of be across every industry and try to gain all that knowledge for all these different end markets, and now I'm much more focused on a few end markets that's allowed me to be more successful in it because I'm able to spend more time kind of in each industry.
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Yeah, that makes a lot of sense, Frank.
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And and really in all the roles you've had, you've excelled.
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So you've been a great contributor to our company, and we're thrilled to have you.
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Um thank you.
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So today I think you've been listening to the podcast and probably have heard, you know, uh around the Step Up Initiative.
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Today we're going to conclude kind of the podcast series around this idea of stepping up and what that means.
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And just as a refresher for everybody, uh that's an acronym that we're using in our business to really define why we win through the customer's eyes.
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And so the key areas are one, speed, uh, two, building trust, three, being easy to do business with.
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And then the fourth, and which we're talking about today, is the P for performance, which is really around this idea that all of those things have to culminate together to really solve problems for customers and and not necessarily just sell chemicals.
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So, Frank, today I've just got some questions around that concept because you know, at the key account, national account level, I mean, if we don't have a program, we're just not going to be successful, right?
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There's a lot of there's a lot of I I tell people all the time, there are tons of companies that sell chemicals, right?
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We're not unique in that way.
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We have to be unique by bringing value above and beyond the chemical that we sell.
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So maybe just the kind of starting out high level, when we sell, when we say Meyer doesn't just sell chemicals, uh, we solve problems.
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What does that actually mean to you and through your eyes and in your role?
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Yeah, no, and I I think that's exactly it because anyone can do it, right?
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There's there's a ton of other people in the market that sell similar products to us.
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But I think what we do very well is solve the problem, right?
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So it's not just selling a product and kind of filling a space that maybe someone already has a vendor with or a partnership with or has an issue with.
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It's kind of putting all those pieces together and realizing that the product's not going to solve all of their issues.
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But by putting together a program, uh building knowledge for them, giving them training, you know, we're teaching them how to use the right products, uh, how to service it, how to solve their own problems versus just dropping off a product and saying, here you go, good luck.
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Yeah, for sure.
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You know, and and on that idea that uh a great product, which which is important, I don't want to discredit that, right?
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Like we're we're fortunate to have really effective products that get really great results, but it's certainly only a piece of the puzzle.
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And some of the other things when we think about performance are you know, technical knowledge or expertise, equipment, training, the delivery of the service.
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Uh, how important are those things in developing a successful program?
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Yeah, well, you know, when it comes to especially in my role with key accounts, it's you know, it's more than just a single location or a single customer.
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It's it's a big group of customers.
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So, you know, becoming a professional and very knowledgeable industries helps me kind of uncover problems that they have or maybe that they have yet.
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So putting all those pieces together, like you said, it's like we can't just do one of those things well.
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We have to do them all well if we want to, you know, continue to succeed, continue to move forward, continue to build trust with these customers that we are someone that can provide all of those solutions, not just one of those areas.
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Because some people can, you know, make on-time deliveries, some people can service equipment, some people can bring you a product.
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Yeah, you know, we have good products, we have great service, we have you know the network and the people in the right places to deliver on that.
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So I think the the whole package is what performance stands for for me, not just numbers or calls or individual sales.
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Yeah, uh, that's really well said, Frank.
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You know, one of the things that's on my mind often is uh we really fully invested in a service organization uh call it 18 to 24 months ago, which you know, in theory should be an absolute key differentiator.
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But you've been in this business for six years, and and if you're anything like me, uh you know, I've been in it I'm coming up on 11 years, I'm still learning all the time, right?
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Like I I'm investing in technical expertise, etc.
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If you think about somebody that's call it 12 to 18 months into the job, there's a lot to know, right?
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There's uh you're more focused now on specific end markets.
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Our service people are really asked to be broad across end markets, they aren't in market exclusive.
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So if somebody's listening to this podcast right now, thinking about your journey at Meyer, and they don't feel maybe fully equipped from a technical expertise standpoint, or they know that there's a higher ceiling there.
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Do you have any advice or insight for those people of how to get uh just how to level up, I guess, is what I would say?
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Yeah, yeah.
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And you know, I know it's been mentioned on some previous podcasts, especially kind of around this step up initiative, but I think being willing to, you know, admit that you don't know everything, right?
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And understand like I can't go in and just fake this.
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I have to really speak intelligently to these customers.
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And what we've have here at Meyer, I know, is is a group of people that are willing and want to be called and ask those questions.
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And I try it with, you know, when when new service techs come into the company and they take over territories, even new sales reps, to reach out, introduce myself, kind of explain, you know, here's the different end markets I am.
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And when you have questions in it, it doesn't have to be one of, you know, the key accounts that I partner with and manage.
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It can be anyone in the flexo industry, it can be anyone in the uh rental industry or food distribution and whatever it is that I understand just because I've gone through it, it takes time.
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It's gonna take a lot of meetings, a lot of walkthroughs, a lot of conversation, start understanding what each of these customers need in these different industries and to reach out to us.
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They're in these roles and the guys and on our team uh here in Key Accounts are more than willing to speak to any of them, help you with training, help you with understanding what we're looking for, and kind of building that knowledge so that that 12 to 18 months, that 24 months, you start to kind of feel like you're on the right path and start to understand what you said it too, you know, six years, 12 years, 20 years, we're gonna continue to learn new things because the industries evolve, the technology evolves, the people evolve, and what they're looking for changes over time.
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Yes, yeah, I I think that's uh again well said.
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You know, thinking about national accounts, you have a very unique and challenging job, and that is you make commitments to a national account or key account, and then there's a lot of people that have to deliver on your commitment, which is always a challenge and always will be uh getting results through through others.
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Uh when you think about that, how do we deliver a consistent customer experience across all those sites while still kind of uh having this realization that while you want consistency across those sites, there's also unique issues that pop up in each of those locations.
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So, you know, from your seat, like how do you quarterback that?
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How how do you make sure that we execute on the commitments that you're making so that ultimately we can retain and grow these accounts that that you're managing?
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Yeah, no, and that that's very true.
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It's uh you do kind of feel like a quarterback there, right?
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And the defenses are changing from time to time because you know, we may have a customer with a hundred locations across the country, right?
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And while they have similar products and similar, you know, processes that they go through to kind of achieve their own level of performance, we have to be both flexible and consistent.
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So it's like as there's one-offs and situations like that, I think it comes a lot down to communication and being in the position I am of kind of the quarterback of these individual customers that we partner with is working with my teammates in the field to make sure that they understand that like not everyone's a cookie cutter, right?
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There's not always a perfect solution for that.
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And we have to get creative and we have to ask some of the harder questions and go to the next level to make sure that while building consistency and standardization across these companies and their organizations, that we also are flexible enough and knowledgeable enough to bring solutions to the ones that maybe have a little bit of a different layout in their facility or maybe different restrictions that they have to follow.
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So that's why we win.
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If you think about when things go wrong and we fail, what's typically the root cause of that in your view?
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Yeah, um, you know, it's it's usually a fair to things that we know how to do.
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Um, you know, it's we can make it as complicated as it is, but it's it's a very simple process.
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It's, you know, you've said it before, doing what we say we're gonna do when we say we're gonna do it, and not looking as it of just activity, not looking as it as any individual thing.
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It's kind of that whole gauntlet that we will find the solution for you.
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And you know, the the troubles that come up and when we do drop the ball, it's it's usually not something dramatic.
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It's not something crazy, it's just we missed one step in there.
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And that's uh comes down to preparation, right?
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You know, it's the knowledge can make you feel more prepared, but then you still have to be prepared to then execute.
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So um I think it a lot of it comes down to the just continual communication, the good alignment on what's expected for these customers and what they need to feel supported.
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Yeah, Frank, maybe talk a little bit about, you know, I've i slash we have been a part of some big wins.
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We've also unfortunately been a part of some big losses.
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And uh sometimes those losses can be the result of one location not going well.
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Maybe just talk a little bit about that and the importance of the consistency.
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Uh, even though you know you might be an account manager that has one location and it doesn't seem like a big deal, how that feeds to the broader organization and how many people are relying on the success of that account.
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Yeah, absolutely.
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It's um, you know, you you as we win and we get these big wins, you know, you learn things, right, about these specific industries.
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And, you know, you can then apply it to other prospects and potentially close them.
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But then there's the ones that you have and you know what they expect, and we do drop the ball from time to time.
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We're not perfect, we're all human, and these mistakes happen.
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And I think a big part of it, you know, avoiding it spiraling to a point where we do lose the business or you know, put ourselves in a bad position is owning up to those mistakes and being very transparent with people when, like, hey, we drop the ball.
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And I've tried to always do that with my customers when it's like, hey, that that's our bad.
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We said we were gonna be there, we said we were gonna fix that, and we didn't.
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Um, but when it is that one account manager, and and I, you know, I've been in that role where before I came into national accounts, I was servicing customers in the field.
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And it's like, you know, this one location out here that, you know, I remember I was taught it was a national account, but you know, everything else that's going on in my day, you know, I forgot how important that is to the organization as a whole.
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And, you know, it might just be a small customer that orders one or two products a couple of times a year, but in the grand scheme of it, under that entire company, there's hundreds of locations ordering hundreds of products every month.
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So it's, you know, even though it's a small one, we have to treat every customer as they are the big one.
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They are a key account, they are a national account because that begins to build the trust, the confidence in us that we are able to handle, you know, whatever the scope is of the work, um, just staying consistent on it, being transparent about it and learning as you go.
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And when, you know, some of our biggest losses have led to some of my biggest learning experiences, to where I know now like what must be done to retain that business, to continue to grow that business, to continue to build with these organizations.
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And some of them we've had partnerships for, you know, since I came into here five years ago.
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And some of them are only in their first year, and but we still gotta continue to treat the current customers the same as new potential customers because it all kind of funnels into the same thing.
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And that company that we're servicing is gonna see that we treat this little site here that maybe everyone forgets about the same as we treat their largest site.
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Yeah, for sure.
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I I was on a on a sales call last year, and uh we ended up closing the deal as a big opportunity.
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But one of the things that was said to me during that call that stuck with me is a new broom sweeps clean.
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And really what that means is when when you've got this brand new big account, it's really easy to execute because it has everybody's focus, attention, effort, etc.
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But when you're in year five of this big account, do you still have the new broom mentality?
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And I think you know that's just something that stuck with me uh during that meeting and after that meeting, and I think it's something that we need to apply, you know, really to all customers, but specific to this conversation, we're talking about key accounts and the importance of doing that.
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So um the other thing I wanted to ask you is around step up, you know, you've got the other words being speed, trust, easy, or being easy to do business with.
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In your job or your role, if you were going to pick one other outside of performance to really harp on that we have to execute on as an organization, which of those would would be the word that you would pick?
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Speed, trust, or easy?
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I would say trust.
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Um, you know, easy, great.
00:20:10.480 --> 00:20:16.240
Everyone likes to be easy, and and you can make things easy by supplying the right products, the right training, et cetera.
00:20:16.400 --> 00:20:31.680
Uh, speed obviously is important as well, but I think to me, trust is is one of those largest things because the the consistency of being a trustworthy person or a trustworthy company, if someone you can come to, that that consistency of being trustworthy can turn into measurable results, right?
00:20:31.839 --> 00:20:44.640
Like if if they see that we continue to say we do and do what we say we're gonna do, that that builds over a long term and they know that they can then rely on me and rely on Meyer when we do have an issue that maybe is outside of the norm.
00:20:44.799 --> 00:20:46.559
So to me, trust is a huge one.
00:20:46.640 --> 00:20:49.839
You know, performance and trust obviously go kind of hand in hand from my perspective.
00:20:50.160 --> 00:20:51.359
Yeah, certainly.
00:20:51.599 --> 00:20:57.119
Uh, last question for me, and then I know Haley will have some excellent rapid-fire questions for you.
00:20:57.599 --> 00:20:58.000
Can't wait.
00:20:58.480 --> 00:21:11.200
Um You know, I I'm curious, and I really don't know the answer to this, how much time in your role you spend interacting with operations to deliver for the customer?
00:21:11.519 --> 00:21:20.559
And to the extent that you do spend time with them, uh, what do you need from operations for you to be able to do your job successfully?
00:21:21.119 --> 00:21:33.920
Yeah, no, and and I do deal with operations, obviously, with a lot of these, you know, as we close new accounts and we roll out things and making sure that we have kind of the pieces in line so I can we can execute as a company on what we say we're going to.
00:21:34.079 --> 00:21:40.799
But um I think the biggest part from there is is the open line of communication, right?
00:21:40.880 --> 00:21:44.480
And the the most updated information coming out.
00:21:44.640 --> 00:21:49.359
And unfortunately, some of the times I deal with operations, it's like, hey guys, we need to get this order out.
00:21:49.519 --> 00:21:52.480
And I don't know if you know is available or what's going on with this.
00:21:52.640 --> 00:21:59.599
But our team and the operations side does such a good job of communicating quickly with me, um, giving me the most updated information, so then I can get that.
00:22:00.160 --> 00:22:00.720
Our customers.
00:22:00.880 --> 00:22:05.519
So you know, it might sound cliche, but I think communication is is probably the answer to a lot of these questions.
00:22:05.680 --> 00:22:14.079
The more we can openly talk to each other and discuss problems, discuss opportunities and align on those, uh, the more successful in the long run we'll be.
00:22:14.720 --> 00:22:23.200
Yeah, I I think communication and then the other consistent theme that I hear from the field is the importance of responsiveness, right?
00:22:23.279 --> 00:22:29.279
Like communication is important, but the timeliness of that communication is incredibly important as well.
00:22:29.759 --> 00:22:32.240
Because you have people that are waiting on answers, right?
00:22:32.400 --> 00:22:35.519
And most times those are really big customers that are waiting on answers.
00:22:35.599 --> 00:22:38.559
So just double down on that aspect as well.
00:22:38.880 --> 00:22:43.039
Hey Frank, uh really enjoyed the conversation, the business conversation.
00:22:43.119 --> 00:22:45.519
Uh appreciate all you've done for our organization.
00:22:45.680 --> 00:22:49.680
I'll turn it back over to Haley because I know she'll have some fun questions to ask you.
00:22:50.000 --> 00:22:51.119
You better believe it, buddy.
00:22:52.400 --> 00:23:03.200
Um before we get into the the rapid fire questions, um, I just wanted to point out you mentioned something earlier about um you try to reach out to new people and introduce yourself and things like that.
00:23:03.359 --> 00:23:09.519
And one thing that I feel like you have always done an exceptional job of is um doing that exactly.
00:23:09.599 --> 00:23:11.680
Like you're very active on Human.
00:23:12.079 --> 00:23:15.119
Um you reach out to people, you make yourself visible and known.
00:23:15.200 --> 00:23:19.359
And I know that anybody could give you a call and pick your brain and things like that.
00:23:19.440 --> 00:23:21.359
And I just really, really appreciate that about you.
00:23:21.440 --> 00:23:24.720
So I just wanted to share that before we put you through the gauntlet here.
00:23:24.799 --> 00:23:26.559
So all right, buddy, here we go.
00:23:27.680 --> 00:23:28.400
Um okay.
00:23:28.640 --> 00:23:35.519
If your kids were leaving a Google review about you online, what would their biggest complaint be?
00:23:36.960 --> 00:23:42.880
Um probably that daddy gets really mad when we don't try our hardest.
00:23:43.680 --> 00:23:46.640
It's it's something that my wife and I kind of expect out of them.
00:23:46.720 --> 00:23:48.720
And, you know, she's a high performance person.
00:23:48.880 --> 00:23:50.640
I like to believe I'm a high performance person.
00:23:50.880 --> 00:23:58.000
We expect our kids, you know, no matter what challenges that win, lose, draw, they're just gonna try their hardest.
00:23:58.160 --> 00:23:58.559
I like that.
00:23:59.039 --> 00:24:00.480
Daddy does not like when they don't.
00:24:00.799 --> 00:24:02.720
They will they will appreciate that later in life.
00:24:03.359 --> 00:24:03.599
They will.
00:24:03.759 --> 00:24:05.279
I'd have that same review.
00:24:06.240 --> 00:24:07.039
Next question.
00:24:07.119 --> 00:24:10.000
Um, you have to enter a competition tomorrow.
00:24:10.319 --> 00:24:12.799
Which of these are you most likely to win?
00:24:13.039 --> 00:24:17.039
A spelling bee, a dance battle, or a hot dog eating contest?
00:24:17.279 --> 00:24:19.359
I think he's gonna say dance battle.
00:24:20.559 --> 00:24:26.000
I I I believe I could win a dance battle, but I think if you put out the poll, I'd have a better chance at a spelling bee.
00:24:26.160 --> 00:24:30.720
I was a pretty good speller through elementary school, and I think I I won some awards at some point.
00:24:30.799 --> 00:24:32.319
So I think I could tap back into that.
00:24:32.720 --> 00:24:33.200
Impressive.
00:24:33.440 --> 00:24:33.680
Fancy.
00:24:34.559 --> 00:24:35.279
I like that.
00:24:35.519 --> 00:24:39.759
Um, would you rather be 10 minutes late or 30 minutes early?
00:24:40.079 --> 00:24:41.519
30 minutes early.
00:24:41.920 --> 00:24:44.960
Would you rather lose your phone or your wallet?
00:24:46.960 --> 00:24:50.240
Um pro well, here's here's the tricky part.
00:24:50.319 --> 00:24:54.079
I have my ID and my card attached to my phone.
00:24:54.240 --> 00:25:00.559
So I make sure I never have to make that choice, but I would probably choose my phone because then I'll call someone to help me out.
00:25:00.880 --> 00:25:01.440
There you go.
00:25:01.599 --> 00:25:02.799
All right, last question here.
00:25:02.960 --> 00:25:08.559
Um, I know that you and Amanda are um very physically active and um all of that.
00:25:08.720 --> 00:25:11.039
So what is more exhausting?
00:25:11.279 --> 00:25:15.279
A tough workout or getting the whole family out of the door on time?
00:25:15.599 --> 00:25:18.079
Uh it's absolutely getting the whole family out of the door on time.
00:25:18.319 --> 00:25:19.519
I I can't imagine.
00:25:19.759 --> 00:25:21.279
I cannot imagine.
00:25:21.680 --> 00:25:24.559
It is, it is, it is like a workout in itself.
00:25:24.960 --> 00:25:26.160
Team bus coordinator, right?
00:25:26.240 --> 00:25:27.440
And it's like, hey, do you have your shoes?
00:25:27.519 --> 00:25:28.480
Did you grab your water bottle?
00:25:28.640 --> 00:25:29.839
Can you grab your brother's water bottle?
00:25:30.000 --> 00:25:35.359
Can someone yeah, you know, it's a constant like checklist in your mind, but definitely harder than a workout.
00:25:35.519 --> 00:25:35.920
Awesome.
00:25:36.079 --> 00:25:37.440
Well, thank you so much for your time today.
00:25:37.519 --> 00:25:38.960
We appreciate you being on the podcast.
00:25:39.200 --> 00:25:40.000
Yeah, thank you, Frank.
00:25:40.319 --> 00:25:41.039
Thank you so much for having me.
00:25:41.200 --> 00:25:42.000
You appreciate you guys.
00:25:42.240 --> 00:25:43.359
Uh great asset to Meyer.
00:25:43.519 --> 00:25:46.880
You're a great culture contributor, and uh really appreciate everything you do.
00:25:47.039 --> 00:25:48.799
So thank you and have a great day.
00:25:49.119 --> 00:25:49.599
Absolutely.
00:25:49.680 --> 00:25:51.200
You two guys, thank you.
00:00:06.160 --> 00:00:09.439
Hello and welcome to another episode of the Keeping It Clean podcast.
00:00:09.519 --> 00:00:11.359
I'm Haley Dunham alongside Mike Miller.
00:00:11.679 --> 00:00:12.240
Good morning, Haley.
00:00:12.480 --> 00:00:12.880
Good morning.
00:00:12.960 --> 00:00:13.439
How are you doing?
00:00:13.679 --> 00:00:14.320
I'm doing great.
00:00:14.400 --> 00:00:15.039
How are you today?
00:00:15.279 --> 00:00:16.160
I'm fantastic.
00:00:16.320 --> 00:00:17.920
Excited to hang out with you a little bit.
00:00:18.079 --> 00:00:24.879
Um, before we dive into the podcast, um, anything special been going on in your world or anything you're looking forward to that's coming up?
00:00:25.280 --> 00:00:26.559
Uh a lot of special stuff.
00:00:26.719 --> 00:00:30.079
As always, my my family's doing great, my boys are growing.
00:00:30.160 --> 00:00:32.560
Uh McCoy just got his cast off.
00:00:32.799 --> 00:00:39.679
So if you've been listening to the podcast, you know he uh flipped his go-kart 15 minutes after I bought it for him.
00:00:39.759 --> 00:00:52.079
Uh so data the year award, but he's uh officially out of his cast, and last night was the first night out of the cast, and I said, We're getting in the go-kart, and you're gonna go drive it.
00:00:52.399 --> 00:00:53.039
Did he do it?
00:00:53.200 --> 00:00:56.240
Uh he cried for a little while, but then he did do it.
00:00:56.320 --> 00:01:04.719
Uh and so uh it was a valuable lesson, and uh believe it or not, he's driving it a little less crazy than he was previously.
00:01:04.799 --> 00:01:05.519
So that's probably good.
00:01:05.760 --> 00:01:06.640
That's what I think we learned.
00:01:06.959 --> 00:01:15.519
Um so uh everything's great personally, professionally, just in the middle of uh of a long travel stretch here.
00:01:15.760 --> 00:01:24.879
Um you know, but this coming week we're going to the National Ready Mix Concrete Association event in Nashville.
00:01:25.120 --> 00:01:27.439
They uh really cool event.
00:01:27.599 --> 00:01:30.560
It's probably one of my favorite things we do all year.
00:01:30.879 --> 00:01:46.560
They have a uh in the concrete industry, they have uh operators or mixer drivers compete in local, then regional, and then ultimately national skills assessments with their trucks.
00:01:46.959 --> 00:01:58.480
So they drive between uh really tight areas, they shoot hockey goals with the shoot on their concrete truck, they shoot baskets with this.
00:01:58.560 --> 00:01:59.439
So that sounds fun.
00:01:59.920 --> 00:02:09.759
Just a really cool event that is about celebrating the frontline folks in the ready mix industry, very well attended, and uh it's just an awesome show.
00:02:09.840 --> 00:02:12.080
So that's so this is the national like competition.
00:02:12.719 --> 00:02:14.639
This is from all across the country.
00:02:14.879 --> 00:02:24.159
These are the best drivers in the United States, and they come to Nashville to compete, and then ultimately they'll crown like a champion and have a big reception dinner, etc.
00:02:24.400 --> 00:02:25.680
So it's really cool.
00:02:25.759 --> 00:02:32.879
You know, I I go to a lot of industry events where you're mingling with executives or key people or whatever.
00:02:33.199 --> 00:02:39.120
Here, a lot of the time is spent talking to drivers, people that are actually doing the work and driving the industry.
00:02:39.360 --> 00:02:43.280
So it's uh again just a really cool event across the board.
00:02:43.360 --> 00:02:44.879
So excited about that this week.
00:02:45.120 --> 00:02:45.919
That's awesome.
00:02:46.159 --> 00:02:52.800
Well, um, switching over to our uh guest today, we have a very special guest with us, uh Frank Swick has joining us today.
00:02:52.879 --> 00:02:53.919
Frank, how's it going?
00:02:54.400 --> 00:02:55.039
It's going well.
00:02:55.199 --> 00:02:55.919
Good morning, everyone.
00:02:56.159 --> 00:02:57.280
Good morning, Frank.
00:02:57.759 --> 00:03:04.719
Before we dive into um our topic today, um, as you know, Frank, I know that you're a longtime listener, first-time caller.
00:03:04.800 --> 00:03:11.199
Um, would love the chance to um just kind of uh get to know you a little bit for those that haven't had the pleasure of meeting you.
00:03:11.280 --> 00:03:17.520
Uh, if you'll tell us a little bit um kind of about yourself, your family, and uh then your experience and tenure with Meyer.
00:03:18.240 --> 00:03:19.120
Yeah, absolutely.
00:03:19.199 --> 00:03:21.439
Well, uh I appreciate you guys inviting me for this one.
00:03:21.599 --> 00:03:25.919
Uh performance one is kind of one that I'm excited to talk about and dive into.
00:03:26.000 --> 00:03:30.080
But me personally, um I'm married to my wife Amanda.
00:03:30.240 --> 00:03:36.000
Uh we just welcomed our fifth child, our daughter Goldie, to the world uh about two and a half weeks ago.
00:03:36.080 --> 00:03:37.919
I guess actually today makes three weeks.
00:03:38.159 --> 00:03:38.400
Wow.
00:03:38.479 --> 00:03:40.400
I I didn't realize that was so close.
00:03:40.560 --> 00:03:41.280
Congrats.
00:03:41.599 --> 00:03:42.000
Thank you.
00:03:42.159 --> 00:03:49.199
Yeah, yeah, we're we're you know deep in that that beginning phase and you know relearning everything, but luckily I'm looking we're pretty experienced in it.
00:03:49.520 --> 00:03:52.159
At five kids, you're not relearning anything.
00:03:52.319 --> 00:03:54.960
This has just been like a perpetual cycle.
00:03:55.120 --> 00:03:58.639
Uh it is Goldie's uh an awesome name, too.
00:03:58.719 --> 00:04:00.080
That's that's really cool.
00:04:00.400 --> 00:04:00.800
Thank you.
00:04:00.879 --> 00:04:02.879
Yeah, you know, we try to you know be unique.
00:04:02.960 --> 00:04:06.560
And I know our last one we almost overlapped with you with uh my son Mac.
00:04:06.800 --> 00:04:10.400
Yeah, we were looking at McCoy, and and uh you know, I vetoed it a little bit.
00:04:10.479 --> 00:04:11.599
I'm like, that's Mike's Dennis.
00:04:11.680 --> 00:04:12.719
We gotta stay in our lane.
00:04:12.960 --> 00:04:15.439
So well, that's cool.
00:04:15.680 --> 00:04:16.560
Congrats.
00:04:16.879 --> 00:04:17.519
Thank you.
00:04:17.759 --> 00:04:32.079
Um, yeah, and then as far as you know, tenure with Meyer, uh in my sixth year, so uh this March will mark six years that I've been here and been through a couple different roles, but um now serve as a key account manager here for Meyer Lab, which you guys are aware of.
00:04:32.399 --> 00:04:42.639
Yeah, so you um you started initially with us as a region sales manager, and then were pretty quickly um promoted kind of into that national accounts position.
00:04:42.720 --> 00:04:46.480
And then obviously that kind of transitioned into um key accounts.
00:04:46.720 --> 00:04:55.920
But um what what has kind of the difference been um in your world as far as the focus and uh what your day-to-day focus is um in your role?
00:04:56.319 --> 00:05:01.199
Yeah, so yeah, as I came in as kind of a regional manager, it was it was a cool hybrid position, right?
00:05:01.279 --> 00:05:06.160
That allowed to kind of manage a team and get experience there while also I was in the field.
00:05:06.319 --> 00:05:16.959
I had my own territory, I was selling in my own territory and learning the products that way and getting the kind of firsthand experience of being boots on the ground, as well as working with a team of some guys that were new, some that were experienced.
00:05:17.040 --> 00:05:22.399
So it was a kind of a good combination, but it really gave me a jump into what we do and how we do it.
00:05:22.639 --> 00:05:32.079
And then the opportunity with national accounts arose and I felt it was something that would be a good use of my skills and where I felt I could be the most successful.
00:05:32.399 --> 00:05:54.000
And as we've grown as a company, obviously that position has evolved and it's I want to say narrowed down the funnel a little bit to where I used to kind of be across every industry and try to gain all that knowledge for all these different end markets, and now I'm much more focused on a few end markets that's allowed me to be more successful in it because I'm able to spend more time kind of in each industry.
00:05:54.560 --> 00:05:57.120
Yeah, that makes a lot of sense, Frank.
00:05:57.199 --> 00:06:00.079
And and really in all the roles you've had, you've excelled.
00:06:00.160 --> 00:06:04.720
So you've been a great contributor to our company, and we're thrilled to have you.
00:06:04.879 --> 00:06:06.079
Um thank you.
00:06:06.720 --> 00:06:16.000
So today I think you've been listening to the podcast and probably have heard, you know, uh around the Step Up Initiative.
00:06:16.399 --> 00:06:23.120
Today we're going to conclude kind of the podcast series around this idea of stepping up and what that means.
00:06:23.360 --> 00:06:31.600
And just as a refresher for everybody, uh that's an acronym that we're using in our business to really define why we win through the customer's eyes.
00:06:32.000 --> 00:06:40.000
And so the key areas are one, speed, uh, two, building trust, three, being easy to do business with.
00:06:40.240 --> 00:06:56.000
And then the fourth, and which we're talking about today, is the P for performance, which is really around this idea that all of those things have to culminate together to really solve problems for customers and and not necessarily just sell chemicals.
00:06:56.319 --> 00:07:08.079
So, Frank, today I've just got some questions around that concept because you know, at the key account, national account level, I mean, if we don't have a program, we're just not going to be successful, right?
00:07:08.240 --> 00:07:15.199
There's a lot of there's a lot of I I tell people all the time, there are tons of companies that sell chemicals, right?
00:07:15.360 --> 00:07:16.879
We're not unique in that way.
00:07:17.360 --> 00:07:22.079
We have to be unique by bringing value above and beyond the chemical that we sell.
00:07:22.240 --> 00:07:33.120
So maybe just the kind of starting out high level, when we sell, when we say Meyer doesn't just sell chemicals, uh, we solve problems.
00:07:33.279 --> 00:07:37.519
What does that actually mean to you and through your eyes and in your role?
00:07:38.000 --> 00:07:41.839
Yeah, no, and I I think that's exactly it because anyone can do it, right?
00:07:41.920 --> 00:07:45.279
There's there's a ton of other people in the market that sell similar products to us.
00:07:45.360 --> 00:07:48.399
But I think what we do very well is solve the problem, right?
00:07:48.560 --> 00:07:56.480
So it's not just selling a product and kind of filling a space that maybe someone already has a vendor with or a partnership with or has an issue with.
00:07:56.639 --> 00:08:02.399
It's kind of putting all those pieces together and realizing that the product's not going to solve all of their issues.
00:08:02.639 --> 00:08:16.560
But by putting together a program, uh building knowledge for them, giving them training, you know, we're teaching them how to use the right products, uh, how to service it, how to solve their own problems versus just dropping off a product and saying, here you go, good luck.
00:08:16.800 --> 00:08:18.079
Yeah, for sure.
00:08:18.639 --> 00:08:26.000
You know, and and on that idea that uh a great product, which which is important, I don't want to discredit that, right?
00:08:26.079 --> 00:08:36.000
Like we're we're fortunate to have really effective products that get really great results, but it's certainly only a piece of the puzzle.
00:08:36.240 --> 00:08:46.720
And some of the other things when we think about performance are you know, technical knowledge or expertise, equipment, training, the delivery of the service.
00:08:46.879 --> 00:08:51.519
Uh, how important are those things in developing a successful program?
00:08:52.240 --> 00:08:59.840
Yeah, well, you know, when it comes to especially in my role with key accounts, it's you know, it's more than just a single location or a single customer.
00:09:00.000 --> 00:09:01.759
It's it's a big group of customers.
00:09:01.919 --> 00:09:12.320
So, you know, becoming a professional and very knowledgeable industries helps me kind of uncover problems that they have or maybe that they have yet.
00:09:12.480 --> 00:09:17.039
So putting all those pieces together, like you said, it's like we can't just do one of those things well.
00:09:17.200 --> 00:09:29.200
We have to do them all well if we want to, you know, continue to succeed, continue to move forward, continue to build trust with these customers that we are someone that can provide all of those solutions, not just one of those areas.
00:09:29.360 --> 00:09:35.600
Because some people can, you know, make on-time deliveries, some people can service equipment, some people can bring you a product.
00:09:35.679 --> 00:09:42.879
Yeah, you know, we have good products, we have great service, we have you know the network and the people in the right places to deliver on that.
00:09:43.039 --> 00:09:51.120
So I think the the whole package is what performance stands for for me, not just numbers or calls or individual sales.
00:09:51.440 --> 00:09:53.840
Yeah, uh, that's really well said, Frank.
00:09:54.159 --> 00:10:11.919
You know, one of the things that's on my mind often is uh we really fully invested in a service organization uh call it 18 to 24 months ago, which you know, in theory should be an absolute key differentiator.
00:10:12.240 --> 00:10:23.200
But you've been in this business for six years, and and if you're anything like me, uh you know, I've been in it I'm coming up on 11 years, I'm still learning all the time, right?
00:10:23.360 --> 00:10:26.480
Like I I'm investing in technical expertise, etc.
00:10:27.279 --> 00:10:34.879
If you think about somebody that's call it 12 to 18 months into the job, there's a lot to know, right?
00:10:35.039 --> 00:10:39.919
There's uh you're more focused now on specific end markets.
00:10:40.240 --> 00:10:45.919
Our service people are really asked to be broad across end markets, they aren't in market exclusive.
00:10:46.320 --> 00:11:00.159
So if somebody's listening to this podcast right now, thinking about your journey at Meyer, and they don't feel maybe fully equipped from a technical expertise standpoint, or they know that there's a higher ceiling there.
00:11:00.320 --> 00:11:07.759
Do you have any advice or insight for those people of how to get uh just how to level up, I guess, is what I would say?
00:11:08.159 --> 00:11:08.720
Yeah, yeah.
00:11:08.799 --> 00:11:19.440
And you know, I know it's been mentioned on some previous podcasts, especially kind of around this step up initiative, but I think being willing to, you know, admit that you don't know everything, right?
00:11:19.679 --> 00:11:22.000
And understand like I can't go in and just fake this.
00:11:22.159 --> 00:11:24.960
I have to really speak intelligently to these customers.
00:11:25.120 --> 00:11:33.120
And what we've have here at Meyer, I know, is is a group of people that are willing and want to be called and ask those questions.
00:11:33.200 --> 00:11:43.440
And I try it with, you know, when when new service techs come into the company and they take over territories, even new sales reps, to reach out, introduce myself, kind of explain, you know, here's the different end markets I am.
00:11:43.519 --> 00:11:49.039
And when you have questions in it, it doesn't have to be one of, you know, the key accounts that I partner with and manage.
00:11:49.120 --> 00:11:59.440
It can be anyone in the flexo industry, it can be anyone in the uh rental industry or food distribution and whatever it is that I understand just because I've gone through it, it takes time.
00:11:59.600 --> 00:12:10.000
It's gonna take a lot of meetings, a lot of walkthroughs, a lot of conversation, start understanding what each of these customers need in these different industries and to reach out to us.
00:12:10.080 --> 00:12:40.000
They're in these roles and the guys and on our team uh here in Key Accounts are more than willing to speak to any of them, help you with training, help you with understanding what we're looking for, and kind of building that knowledge so that that 12 to 18 months, that 24 months, you start to kind of feel like you're on the right path and start to understand what you said it too, you know, six years, 12 years, 20 years, we're gonna continue to learn new things because the industries evolve, the technology evolves, the people evolve, and what they're looking for changes over time.
00:12:40.399 --> 00:12:43.759
Yes, yeah, I I think that's uh again well said.
00:12:44.399 --> 00:13:08.399
You know, thinking about national accounts, you have a very unique and challenging job, and that is you make commitments to a national account or key account, and then there's a lot of people that have to deliver on your commitment, which is always a challenge and always will be uh getting results through through others.
00:13:08.960 --> 00:13:29.679
Uh when you think about that, how do we deliver a consistent customer experience across all those sites while still kind of uh having this realization that while you want consistency across those sites, there's also unique issues that pop up in each of those locations.
00:13:29.840 --> 00:13:33.039
So, you know, from your seat, like how do you quarterback that?
00:13:33.120 --> 00:13:43.039
How how do you make sure that we execute on the commitments that you're making so that ultimately we can retain and grow these accounts that that you're managing?
00:13:43.600 --> 00:13:45.360
Yeah, no, and that that's very true.
00:13:45.440 --> 00:13:48.000
It's uh you do kind of feel like a quarterback there, right?
00:13:48.080 --> 00:13:54.639
And the defenses are changing from time to time because you know, we may have a customer with a hundred locations across the country, right?
00:13:54.799 --> 00:14:07.679
And while they have similar products and similar, you know, processes that they go through to kind of achieve their own level of performance, we have to be both flexible and consistent.
00:14:07.840 --> 00:14:26.480
So it's like as there's one-offs and situations like that, I think it comes a lot down to communication and being in the position I am of kind of the quarterback of these individual customers that we partner with is working with my teammates in the field to make sure that they understand that like not everyone's a cookie cutter, right?
00:14:26.559 --> 00:14:29.360
There's not always a perfect solution for that.
00:14:29.440 --> 00:14:50.879
And we have to get creative and we have to ask some of the harder questions and go to the next level to make sure that while building consistency and standardization across these companies and their organizations, that we also are flexible enough and knowledgeable enough to bring solutions to the ones that maybe have a little bit of a different layout in their facility or maybe different restrictions that they have to follow.
00:14:51.759 --> 00:14:53.200
So that's why we win.
00:14:53.360 --> 00:15:00.480
If you think about when things go wrong and we fail, what's typically the root cause of that in your view?
00:15:01.120 --> 00:15:07.200
Yeah, um, you know, it's it's usually a fair to things that we know how to do.
00:15:07.360 --> 00:15:13.440
Um, you know, it's we can make it as complicated as it is, but it's it's a very simple process.
00:15:13.519 --> 00:15:24.159
It's, you know, you've said it before, doing what we say we're gonna do when we say we're gonna do it, and not looking as it of just activity, not looking as it as any individual thing.
00:15:24.320 --> 00:15:28.559
It's kind of that whole gauntlet that we will find the solution for you.
00:15:28.639 --> 00:15:34.480
And you know, the the troubles that come up and when we do drop the ball, it's it's usually not something dramatic.
00:15:34.559 --> 00:15:37.759
It's not something crazy, it's just we missed one step in there.
00:15:37.840 --> 00:15:39.919
And that's uh comes down to preparation, right?
00:15:40.000 --> 00:15:45.679
You know, it's the knowledge can make you feel more prepared, but then you still have to be prepared to then execute.
00:15:45.840 --> 00:15:56.799
So um I think it a lot of it comes down to the just continual communication, the good alignment on what's expected for these customers and what they need to feel supported.
00:15:57.279 --> 00:16:04.240
Yeah, Frank, maybe talk a little bit about, you know, I've i slash we have been a part of some big wins.
00:16:04.399 --> 00:16:07.759
We've also unfortunately been a part of some big losses.
00:16:08.399 --> 00:16:15.039
And uh sometimes those losses can be the result of one location not going well.
00:16:15.360 --> 00:16:21.919
Maybe just talk a little bit about that and the importance of the consistency.
00:16:22.480 --> 00:16:34.960
Uh, even though you know you might be an account manager that has one location and it doesn't seem like a big deal, how that feeds to the broader organization and how many people are relying on the success of that account.
00:16:35.360 --> 00:16:36.480
Yeah, absolutely.
00:16:36.639 --> 00:16:44.320
It's um, you know, you you as we win and we get these big wins, you know, you learn things, right, about these specific industries.
00:16:44.399 --> 00:16:49.360
And, you know, you can then apply it to other prospects and potentially close them.
00:16:49.440 --> 00:16:54.799
But then there's the ones that you have and you know what they expect, and we do drop the ball from time to time.
00:16:54.879 --> 00:16:57.840
We're not perfect, we're all human, and these mistakes happen.
00:16:57.919 --> 00:17:10.880
And I think a big part of it, you know, avoiding it spiraling to a point where we do lose the business or you know, put ourselves in a bad position is owning up to those mistakes and being very transparent with people when, like, hey, we drop the ball.
00:17:10.960 --> 00:17:14.799
And I've tried to always do that with my customers when it's like, hey, that that's our bad.
00:17:14.960 --> 00:17:17.920
We said we were gonna be there, we said we were gonna fix that, and we didn't.
00:17:18.160 --> 00:17:27.039
Um, but when it is that one account manager, and and I, you know, I've been in that role where before I came into national accounts, I was servicing customers in the field.
00:17:27.119 --> 00:17:40.160
And it's like, you know, this one location out here that, you know, I remember I was taught it was a national account, but you know, everything else that's going on in my day, you know, I forgot how important that is to the organization as a whole.
00:17:40.319 --> 00:17:54.400
And, you know, it might just be a small customer that orders one or two products a couple of times a year, but in the grand scheme of it, under that entire company, there's hundreds of locations ordering hundreds of products every month.
00:17:54.559 --> 00:17:59.119
So it's, you know, even though it's a small one, we have to treat every customer as they are the big one.
00:17:59.200 --> 00:18:15.920
They are a key account, they are a national account because that begins to build the trust, the confidence in us that we are able to handle, you know, whatever the scope is of the work, um, just staying consistent on it, being transparent about it and learning as you go.
00:18:16.079 --> 00:18:29.839
And when, you know, some of our biggest losses have led to some of my biggest learning experiences, to where I know now like what must be done to retain that business, to continue to grow that business, to continue to build with these organizations.
00:18:29.920 --> 00:18:34.160
And some of them we've had partnerships for, you know, since I came into here five years ago.
00:18:34.319 --> 00:18:42.480
And some of them are only in their first year, and but we still gotta continue to treat the current customers the same as new potential customers because it all kind of funnels into the same thing.
00:18:42.559 --> 00:18:50.960
And that company that we're servicing is gonna see that we treat this little site here that maybe everyone forgets about the same as we treat their largest site.
00:18:51.200 --> 00:18:52.960
Yeah, for sure.
00:18:53.119 --> 00:19:00.720
I I was on a on a sales call last year, and uh we ended up closing the deal as a big opportunity.
00:19:01.119 --> 00:19:08.000
But one of the things that was said to me during that call that stuck with me is a new broom sweeps clean.
00:19:08.240 --> 00:19:19.200
And really what that means is when when you've got this brand new big account, it's really easy to execute because it has everybody's focus, attention, effort, etc.
00:19:19.759 --> 00:19:24.880
But when you're in year five of this big account, do you still have the new broom mentality?
00:19:25.039 --> 00:19:39.519
And I think you know that's just something that stuck with me uh during that meeting and after that meeting, and I think it's something that we need to apply, you know, really to all customers, but specific to this conversation, we're talking about key accounts and the importance of doing that.
00:19:39.599 --> 00:19:50.960
So um the other thing I wanted to ask you is around step up, you know, you've got the other words being speed, trust, easy, or being easy to do business with.
00:19:51.279 --> 00:20:04.240
In your job or your role, if you were going to pick one other outside of performance to really harp on that we have to execute on as an organization, which of those would would be the word that you would pick?
00:20:04.400 --> 00:20:06.240
Speed, trust, or easy?
00:20:06.799 --> 00:20:08.079
I would say trust.
00:20:08.240 --> 00:20:10.319
Um, you know, easy, great.
00:20:10.480 --> 00:20:16.240
Everyone likes to be easy, and and you can make things easy by supplying the right products, the right training, et cetera.
00:20:16.400 --> 00:20:31.680
Uh, speed obviously is important as well, but I think to me, trust is is one of those largest things because the the consistency of being a trustworthy person or a trustworthy company, if someone you can come to, that that consistency of being trustworthy can turn into measurable results, right?
00:20:31.839 --> 00:20:44.640
Like if if they see that we continue to say we do and do what we say we're gonna do, that that builds over a long term and they know that they can then rely on me and rely on Meyer when we do have an issue that maybe is outside of the norm.
00:20:44.799 --> 00:20:46.559
So to me, trust is a huge one.
00:20:46.640 --> 00:20:49.839
You know, performance and trust obviously go kind of hand in hand from my perspective.
00:20:50.160 --> 00:20:51.359
Yeah, certainly.
00:20:51.599 --> 00:20:57.119
Uh, last question for me, and then I know Haley will have some excellent rapid-fire questions for you.
00:20:57.599 --> 00:20:58.000
Can't wait.
00:20:58.480 --> 00:21:11.200
Um You know, I I'm curious, and I really don't know the answer to this, how much time in your role you spend interacting with operations to deliver for the customer?
00:21:11.519 --> 00:21:20.559
And to the extent that you do spend time with them, uh, what do you need from operations for you to be able to do your job successfully?
00:21:21.119 --> 00:21:33.920
Yeah, no, and and I do deal with operations, obviously, with a lot of these, you know, as we close new accounts and we roll out things and making sure that we have kind of the pieces in line so I can we can execute as a company on what we say we're going to.
00:21:34.079 --> 00:21:40.799
But um I think the biggest part from there is is the open line of communication, right?
00:21:40.880 --> 00:21:44.480
And the the most updated information coming out.
00:21:44.640 --> 00:21:49.359
And unfortunately, some of the times I deal with operations, it's like, hey guys, we need to get this order out.
00:21:49.519 --> 00:21:52.480
And I don't know if you know is available or what's going on with this.
00:21:52.640 --> 00:21:59.599
But our team and the operations side does such a good job of communicating quickly with me, um, giving me the most updated information, so then I can get that.
00:22:00.160 --> 00:22:00.720
Our customers.
00:22:00.880 --> 00:22:05.519
So you know, it might sound cliche, but I think communication is is probably the answer to a lot of these questions.
00:22:05.680 --> 00:22:14.079
The more we can openly talk to each other and discuss problems, discuss opportunities and align on those, uh, the more successful in the long run we'll be.
00:22:14.720 --> 00:22:23.200
Yeah, I I think communication and then the other consistent theme that I hear from the field is the importance of responsiveness, right?
00:22:23.279 --> 00:22:29.279
Like communication is important, but the timeliness of that communication is incredibly important as well.
00:22:29.759 --> 00:22:32.240
Because you have people that are waiting on answers, right?
00:22:32.400 --> 00:22:35.519
And most times those are really big customers that are waiting on answers.
00:22:35.599 --> 00:22:38.559
So just double down on that aspect as well.
00:22:38.880 --> 00:22:43.039
Hey Frank, uh really enjoyed the conversation, the business conversation.
00:22:43.119 --> 00:22:45.519
Uh appreciate all you've done for our organization.
00:22:45.680 --> 00:22:49.680
I'll turn it back over to Haley because I know she'll have some fun questions to ask you.
00:22:50.000 --> 00:22:51.119
You better believe it, buddy.
00:22:52.400 --> 00:23:03.200
Um before we get into the the rapid fire questions, um, I just wanted to point out you mentioned something earlier about um you try to reach out to new people and introduce yourself and things like that.
00:23:03.359 --> 00:23:09.519
And one thing that I feel like you have always done an exceptional job of is um doing that exactly.
00:23:09.599 --> 00:23:11.680
Like you're very active on Human.
00:23:12.079 --> 00:23:15.119
Um you reach out to people, you make yourself visible and known.
00:23:15.200 --> 00:23:19.359
And I know that anybody could give you a call and pick your brain and things like that.
00:23:19.440 --> 00:23:21.359
And I just really, really appreciate that about you.
00:23:21.440 --> 00:23:24.720
So I just wanted to share that before we put you through the gauntlet here.
00:23:24.799 --> 00:23:26.559
So all right, buddy, here we go.
00:23:27.680 --> 00:23:28.400
Um okay.
00:23:28.640 --> 00:23:35.519
If your kids were leaving a Google review about you online, what would their biggest complaint be?
00:23:36.960 --> 00:23:42.880
Um probably that daddy gets really mad when we don't try our hardest.
00:23:43.680 --> 00:23:46.640
It's it's something that my wife and I kind of expect out of them.
00:23:46.720 --> 00:23:48.720
And, you know, she's a high performance person.
00:23:48.880 --> 00:23:50.640
I like to believe I'm a high performance person.
00:23:50.880 --> 00:23:58.000
We expect our kids, you know, no matter what challenges that win, lose, draw, they're just gonna try their hardest.
00:23:58.160 --> 00:23:58.559
I like that.
00:23:59.039 --> 00:24:00.480
Daddy does not like when they don't.
00:24:00.799 --> 00:24:02.720
They will they will appreciate that later in life.
00:24:03.359 --> 00:24:03.599
They will.
00:24:03.759 --> 00:24:05.279
I'd have that same review.
00:24:06.240 --> 00:24:07.039
Next question.
00:24:07.119 --> 00:24:10.000
Um, you have to enter a competition tomorrow.
00:24:10.319 --> 00:24:12.799
Which of these are you most likely to win?
00:24:13.039 --> 00:24:17.039
A spelling bee, a dance battle, or a hot dog eating contest?
00:24:17.279 --> 00:24:19.359
I think he's gonna say dance battle.
00:24:20.559 --> 00:24:26.000
I I I believe I could win a dance battle, but I think if you put out the poll, I'd have a better chance at a spelling bee.
00:24:26.160 --> 00:24:30.720
I was a pretty good speller through elementary school, and I think I I won some awards at some point.
00:24:30.799 --> 00:24:32.319
So I think I could tap back into that.
00:24:32.720 --> 00:24:33.200
Impressive.
00:24:33.440 --> 00:24:33.680
Fancy.
00:24:34.559 --> 00:24:35.279
I like that.
00:24:35.519 --> 00:24:39.759
Um, would you rather be 10 minutes late or 30 minutes early?
00:24:40.079 --> 00:24:41.519
30 minutes early.
00:24:41.920 --> 00:24:44.960
Would you rather lose your phone or your wallet?
00:24:46.960 --> 00:24:50.240
Um pro well, here's here's the tricky part.
00:24:50.319 --> 00:24:54.079
I have my ID and my card attached to my phone.
00:24:54.240 --> 00:25:00.559
So I make sure I never have to make that choice, but I would probably choose my phone because then I'll call someone to help me out.
00:25:00.880 --> 00:25:01.440
There you go.
00:25:01.599 --> 00:25:02.799
All right, last question here.
00:25:02.960 --> 00:25:08.559
Um, I know that you and Amanda are um very physically active and um all of that.
00:25:08.720 --> 00:25:11.039
So what is more exhausting?
00:25:11.279 --> 00:25:15.279
A tough workout or getting the whole family out of the door on time?
00:25:15.599 --> 00:25:18.079
Uh it's absolutely getting the whole family out of the door on time.
00:25:18.319 --> 00:25:19.519
I I can't imagine.
00:25:19.759 --> 00:25:21.279
I cannot imagine.
00:25:21.680 --> 00:25:24.559
It is, it is, it is like a workout in itself.
00:25:24.960 --> 00:25:26.160
Team bus coordinator, right?
00:25:26.240 --> 00:25:27.440
And it's like, hey, do you have your shoes?
00:25:27.519 --> 00:25:28.480
Did you grab your water bottle?
00:25:28.640 --> 00:25:29.839
Can you grab your brother's water bottle?
00:25:30.000 --> 00:25:35.359
Can someone yeah, you know, it's a constant like checklist in your mind, but definitely harder than a workout.
00:25:35.519 --> 00:25:35.920
Awesome.
00:25:36.079 --> 00:25:37.440
Well, thank you so much for your time today.
00:25:37.519 --> 00:25:38.960
We appreciate you being on the podcast.
00:25:39.200 --> 00:25:40.000
Yeah, thank you, Frank.
00:25:40.319 --> 00:25:41.039
Thank you so much for having me.
00:25:41.200 --> 00:25:42.000
You appreciate you guys.
00:25:42.240 --> 00:25:43.359
Uh great asset to Meyer.
00:25:43.519 --> 00:25:46.880
You're a great culture contributor, and uh really appreciate everything you do.
00:25:47.039 --> 00:25:48.799
So thank you and have a great day.
00:25:49.119 --> 00:25:49.599
Absolutely.
00:25:49.680 --> 00:25:51.200
You two guys, thank you.
