Meet Dave CryslerDave Crysler is the principal operations consultant at the Crysler Club and host of the Everyday Business Problems Podcast. Entering entrepreneurship after having spent nearly 20 years working for a publicly traded corporation, Dave quickly realized there was a tremendous need within mid-market manufacturing and distributions businesses to leverage systems that optimize planning, people, processes, and technology. Dave developed his operations framework to create systems that reduce friction and free up resources to maximize profitability.Given all of your experiences and in so many different environments, what have you seen lights people up? And then the inverse of that, what freaks people out the most? I would say kind of as a general answer to both of them, the thing that really lights people up is when you listen to 'em. And that sounds so simplistic, but that is the reality. Oftentimes from a leadership perspective, we think that we're listening to our teams. But the reality is that we're not. And when I was going into these organizations, and even today, if I go into an organization today, that is still kind of the number one thing that I hear from folks that are doing the heavy lifting.“Nobody's listening to us. Nobody's listening to what is really slowing us down. Nobody's listening to us to remove those roadblocks.” And so I would say, very simplistically, that is the thing that lights people up. By and large, people don't want to come in and have a bad day, right? People don't want to come in and make mistakes.Is there anything that's really exciting for you with where the future might be taking us? I'm thinking of AI automation and all of the other things that are happening in the space of technology. Is there anything you can predict or something you're really excited about? There's a lot of buzz right now, not just around AI, but around the kind of no code or low code connectivity and automation.You've got tools like Zapier which has kind of been a market leader for the last few years, but one that I really love beyond Zapier is called Make. It's just make.com. There's a lot more flexibility and it actually has connectivity to a lot more kinds of platforms natively. You also have the ability to do webhooks and custom APIs and all kinds of stuff.I would tell people as a general rule of thumb is don't go backward, right? Start in the correct direction. And what I mean by that is don't look for ways to automate until you've already gone through, documented your process and looked for things you can eliminate.Because why are we going to automate something that ultimately we could have eliminated? It's one of those areas where I see people saying they want to implement this particular technology, but not thinking about it from the standpoint of efficiency. Then let's look for the tool that is the best to automate the execution of that process flow.And so much more… Connect with Dave!LinkedInThe Crysler CompanyFacebookInstagramConnect with the broads!Connect with Erin on LinkedIn for web-based solutions to your complex business problems!Connect with Lori on LinkedIn and...

Meet Amy FrankoAmy Franko is the leader in modern sales strategies. She helps mid-market organizations to grow sales results, through sales strategy, advisory, and skill development programs. Her book, The Modern Seller, is an Amazon best seller and she is recognized by LinkedIn as a Top Sales Voice. amyfranko.comSometimes we believe if we bring an experienced salesperson in, they're just naturally going to know how to do things and we leave it up to chance. It does open it up for risk, right?&nbsp;&nbsp;Absolutely. And and if it's helpful for those listening, I kind of give a little differentiation between process and methodology, kind of along the visual lines here.If you kind of consider your process, think of it like a staircase. It's those steps that you take that are, they're often linear. You might have to backtrack a couple times and jump ahead, backtrack, but there's a set of steps that you typically will follow to get from finding an opportunity to closing an opportunity.And it's pretty predictable. 80 percent of your opportunities will follow a very similar if not identical process. Methodology is like the chess match. Methodologies are like all the chess pieces on the board. You pick and choose from the pieces that make the most sense to help you get ahead. Strategies, skills, relationships, behaviors, all those things that you can choose from that don't necessarily have a linear path, but modern sellers&nbsp; have the acumen to sort out what they need to move something forward.What are the unique challenges and opportunities that women in manufacturing sales may face compared to their male counterparts?&nbsp;&nbsp;When I worked at IBM, I was on the sales team. My first, second and third line leaders were all women. And this was 20 years ago. When I share that story with people, they're like, wow, really? And probably at IBM, it might've been a little more common than in other organizations, but generally speaking, in the manufacturing sector and in a lot of sectors, that is not the case. What I learned from that was it was really great to be surrounded by female leaders, because I could see myself in those types of roles if I wanted to be in them in the future.But I was also surrounded by some really awesome rock star saleswomen who kind of took me under their wing when I was younger in my career. They would take me on calls with them. They would let me shadow them. And so I learned a lot from those highly successful women. The challenge side of things is that those examples don't happen enough. And seeing more women get into those types of roles, stay in those roles, and then bring more women along with them.And so much more…&nbsp;Connect with Amy!LinkedInamyfranko.comThe Modern Seller: Sell More And Increase Your Impact In The New Sales EconomyConnect with the broads!Connect with Erin on LinkedIn for web-based solutions to your complex business problems!Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!&nbsp;&nbsp;Connect with Kris on <a href="https://www.linkedin.com/in/kristinaharrington/" rel="noopener noreferrer"...

Read the article here: Empowering women in the construction equipment sectorLori: Improving Economies for Stronger Communities is what the acronym stands for. So it's a non-profit organization that focuses on creating economic opportunity for people in communities, especially around like developing countries and whatnot. So I think that's fascinating and I love that mission.So Komatsu India went with to this company to help get more women trained to operate excavators, and I thought that was interesting. So I thought, let's let's talk about that on the show because, you know, manufacturing and ladies.Erin: And the future we'd like to talk about… the future is women. And this is a really, really strong example. I mean, just for our listeners, essentially, it's a really advanced training program. They put a lot of resources into training people up on these excavators, but with an eye towards the particular needs of women, given that they have not traditionally been part of this workforce.And so looking for ways to welcome women into this industrial sector and give them the skills that they need to really thrive and do well in it. And so you can imagine why even in the U. S. that would be kind of a big deal, right? Like these things are massive monster machines and that sort of work is often considered “burly man work”.&nbsp;Lori: And why not give more women the opportunity? I mean, there's a need for this work to get done. So if women are interested in learning how to run the machinery and the equipment and fill some of these holes in the job market, then why not?&nbsp;Lori: I mean, my thinking is…&nbsp; I'm going to say the word that I tried to avoid, but it's just a good word. It's pivot. When change is required or there's a need to be filled, then why not make an adjustment to the norms? I see your argument, but I also think that this is a smart move. If there's demand to fill holes, and you have people that are willing to learn something new to fill that void, then what's wrong with that?&nbsp;Erin: I don't think that anything's wrong with it. Where my concern lies is this real societal progress. Let's take for example, we're looking at automation, right? We're looking at a lot of these types of jobs in particular moving towards an automation or robotic space. I don't know enough about this industry, but I know that is happening. Who's the first to go? Partly seniority is going to be an issue. The women are new because this is a new initiative, but also when we're not looking at structural change that isn't just about filling a need or what's needed here, then the first step back is going to be letting those women return to lower paying, lower opportunity jobs because why not, you know? They're the easy one to let go. And what are the signals where we're making real lasting change where women, whatever the economic or the labor infrastructure is, maintain our opportunities going forward. What are those signs?Women In Manufacturing - with Meaghan ZiembaAnd so much more…&nbsp;Connect with the broads!Connect with Erin on LinkedIn for web-based solutions to your complex business problems!Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing...

Meet Dotty PostoDotty started out as a business analyst and project manager. In these roles she repeatedly got 'Does Not Play Well with Others'. It wasn't until she was introduced to Change Management and Organizational Development work and received transformational coaching that her career and life shifted. Dotty has worked with iconic brands like The Chicago Tribune, KPMG Peat Marwick, Hewitt Associates, Harley Davidson, and Molson Coors.&nbsp;Dotty is a Leadership Consultant and Coach specializing in helping leaders and teams turn around the Curse of Cordial Hypocrisy where bullies have created a 'nice' organization and it's costing them money and opportunities and creating more risk.&nbsp;What is the curse of cordial hypocrisy?So, the curse of cordial hypocrisy is when you have people being nice, being agreeing. They're either being silent or they're being agreeable and it's a lie. So maybe they're afraid of someone or maybe they've been shut down in the past.Maybe there's someone who's just really dominating every conversation. And so they either stay silent or agree when they really don't agree. It creates a lot of problems in an organization because then you've got lower productivity in the background because people are behind the scenes.I'm not doing that. I don't agree with that. So there's all of this conversation in the background that is in disagreement with whatever was going on. Then whatever project or whatever they're trying to move forward isn't going to move forward. They're not going to get the same traction. They're not going to have the same speed. They're not going to have the same results. If not, everyone is in alignment, and not everyone agrees and not everyone wants to move forward. And you'll also find where people are doing this out of loyalty because they've been here a really long time.People aren't tapping into their own wisdom and the group is not leveraging the wisdom of everybody on their team.Do you do you actually see a difference in various industries or sectors and receptivity to these ideas? And if you do, what are some of the tools that people can use if it's not as natural for them to bring these into into how they do their work?I think there's validity to what you're saying in terms of manufacturing often being the old school or an old style of leadership. And when I say old style, some more of a command and control.I think age is part of it. There was a gentleman in a manufacturing plant I did some work with. After the eight months that I worked with them, the CEO retired. So he was an older leader and he and his leadership team, some of which were older, some of who were in their kind of mid career, and it took some time. They did create openness, but with that top leader being open to it.He has built some social capital with that team, and so I think that is a critical piece to have the trust. I was working with the HR manager who I had also worked with earlier in my career, and it took a bit for him to kind of crack open a little bit. But the more you've got senior leadership involved, this can make a difference. And it made a huge difference on his team. He had some very volatile leaders. He had some very defensive leaders. There's one activity that we did in the beginning that absolutely changed things.&nbsp;2023 Edelman Trust Barometer:Navigating a Polarized WorldBuilding Trust: In Business, Politics, Relationships, and Life by Robert C. Solomon and Fernando FloresAnd so much more…&nbsp;Connect with Dotty!<a...

Read the article here: When will AI usher in a new era of manufacturing?Lori: Not even getting into the AI component of this, but I was fascinated that this manufacturing process to create diapers. There's 40 separate loose streams to assemble per diaper.Erin: Just that assembly line, and I'm sure there's a ton of automation within that already. And they're producing 1200 diapers a minute? In 140 different manufacturing lines globally? So when you're talking about data exactly, the amount of of data that they've captured. Exactly. And that's the other thing. They've invested in technology to be able to capture the data. That's step one, so they're not making assumptions. But the other thing that I found fascinating… As they did necessarily just take the raw data and throw it into AI, they actually created different simulated situations where there was an issue that occurred to identify it and try to be a little bit more proactive on how to minimize the downtime of their their machines.Erin: If there's some way that we could operationalize the dissemination of learning so that the smaller folks have a chance to really exploit the learning that we're getting from AI. I think that'd be awesome.&nbsp;Lori: Yeah. I mean, I agree with that a hundred percent, and that would be the end goal. To some extent the R and D comes in at the cost of the larger companies and then finds efficiencies that can carry down to the smaller companies.The article also had a case, which was Siemens, where the opportunity to support those smaller manufacturers as Siemens is actually using the products that they're selling that has AI built within their products. I thought that was kind of cool that they were, they didn't really specify exactly what it was that they were developing or building. But it's basically learning from the production lines, and then the machines themselves will be able to modify that the way that they're producing the equipment. To minimize mistakes and maximize production. So I think that's super cool, but also kind of like scary at the same time.Lori: Everyone's got their own playgrounds or shared tools being used in the AI space. But a lot of organizations are just creating their own AI. So it's interesting.&nbsp;Erin: Yeah, it is. And I think that's one of the discussed implications of AI. Iit goes right back to the manufacturing model in the early phases of AI when it was funded as a public good. So the artificial intelligence systems were being built as research for the sake of knowledge, and that information was shared. It was public information in that era, and this is sort of unknown to us. I think largely that era has closed, and so now the market driven development is really the phase that we're in. But we closed the public good development era before, I think, we really reached for the stars with what we can do for the good of humanity and what we could do for the good of all economic drivers.And so much more…&nbsp;Connect with the broads!Connect with Erin on LinkedIn for web-based solutions to your complex business problems!Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!&nbsp;&nbsp;Connect with Kris on <a href="https://www.linkedin.com/in/kristinaharrington/" rel="noopener...

Meet Dayna JohnsonDayna Johnson is the Emerging Technology Programs and Operations Leader at GE Gas Power. She joined GE in 2012 as a commercial manager for high-voltage electrical substations and has held a variety of roles since then, including participating in the Accelerated Leadership Program. Prior to GE, she worked as a civil engineer, designing water and wastewater projects.She holds a BS in Civil Engineering and a Master of Engineering Management from Valparaiso University, and she is a licensed professional engineer. She is also the immediate past president of the Society of Women Engineers.What's the importance of diversity in this space?We're sad that it's still not very common to have women engineers. And despite the fact that The Society of Women Engineers has been around for decades, we still are struggling to get women interested and excited in it. When we talk about what value diversity brings, you can go to all of the studies and say, “Oh, companies that have diverse boards, companies that have diverse fill-in-the-blank, have higher ROIs, they have better metrics.” Put all that aside.Let's just peel back the onion and talk about this at a big level. When we start talking about things like getting a design team together and coming up with requirements. The example I always use, which is a little grim is crash test dummies designed to the average male height, size, et cetera, as a result, women are more likely to be seriously injured or killed in car accidents. But that's like worst-case scenario. It can be when you talk about a group of laborers using gardening tools. They had a left-handed person who struggled to use the tool because it was made for a person who was right-handed.So when we talk diversity, it's not just gender or what you look like. So I think when I think about it as an engineer, way bigger than just pushing diversity for the sake of pushing it because it really truly makes our outcomes better and our products better.What struggles do women experience in this industry?Yeah. One of the big ones I think is just the bias, right?I'll be frank, right? My first job was very old school dealing with utilities, dealing with the good old boys club. For lack of a better phrase, the old white guys, and their bias was to have people that look like them around. It's those barriers, right?How do you figure out the ways that you can help people see that they can be there? How do you help people understand that? I think it's really hard for women to really be seen in some of the biases out there. People can Google and learn about the tightrope bias of how to not go too far one way or the other.There are all sorts of issues with women who want to be a strong, confident woman. And so they act the way a man would. That doesn't really work the same in the industry, right? You get penalized for acting like a man would.&nbsp;Bias is one huge aspect, but you look across and this has been a very male-dominated field. And we talk about things like walking the shop floor. If you're on a job site, these are things that society hasn’t designed for women to be able to fit right into. So, when we talk about jobs where heavy lifting is required, you can say what you want, but stereotypically women can't lift as much as men. Or if we talk about even just being on the shop floor, safety gear is not as easy to find. So, when I was out in the field, out of college, I was trying to find long underwear because construction happens during the winter, right? Yeah. Women's long underwear is not created equal.And so much more…&nbsp;Connect with Dayna!Connect on LinkedInSociety of...

Meet Bill FournetBill Fournet is Founder &amp; CEO of The Persimmon Group, the award-winning management consulting firm he founded in 2004. Bill has been a project leader for more than 25 years in the IT, engineering, manufacturing, and business change areas. He has led or overseen large and mega projects in excess of $10 billion. Sometimes called “The Navigator of Chaos,” Bill loves to solve complex problems for organizations of all sizes. A popular keynote speaker, Bill believes “we are in the midst of a great transformation.” From technology to generational issues, Bill analyzes workforce trends to help you stay ahead in uncertain times.He will deliver the keynote address at the Manufacturing First Conference in October, where he will share a hopeful and much-needed strategic perspective of the evolving workplace while equipping you with actions you can apply today to lead in a post-pandemic world.As you were working with clients in the manufacturing field, and out with different speaking engagements, what leadership topics do you see rising to the top today?I'm gonna put them kind of in three categories. The one that I would say has been the most recent, and probably one of the hottest areas of questions and concerns or challenges for leadership teams is the AI and robotics aspects. How's it going to affect their business, their site? How do they take advantage of it? But also, how does it potentially have long-term implications for that? And for me, the main focus around that one is around ethics. Is this the Jeff Goldblum quote from Jurassic Park? Just because we can do it, should we do it? And what are the potential effects it has for the manufacturer or the leadership team and for the labor force? The second is very much around the workforce. And really, in the workforce, it's been two areas. One has been most recent, which is the construction and the availability of labor. And the effects that that has on the business. But the broader one that I've been seeing for about the last 15 years has been the generational shift. And that can be everything from just the drivers and the expectations of the workforce, all the way through the technologies they want to use or maybe haven't used in the past. And then the last one, which has also been pretty recent. It seems like a lot of manufacturers are starting to settle in on this space, and that is around the supply chain and the inflationary impacts over the post-pandemic period coming out of that. How do they manage through these disruptions that could affect their logistics? Affect their supply chain? And how do they address that also in an inflationary economy?How can manufacturing companies utilize disruptive moments to foster an inclusive environment that values and promotes the contributions of women leaders?So my company, for example, is almost 75% female. It wasn't something I set out and was intentional in doing necessarily, at first. What I found was, it comes down to a couple of things. One is the openness to engage, where you may check your ego or baggage at the door. This means that in a lot of organizations, and this is a really interesting difference between the sports military side of the house, and the most corporate environments- in the sports in the military, they're very good at watching game film and talking about how to improve. Without getting their egos so caught up in taking it personally. Because we get what they do, they accept that we all make mistakes at times. And the question is, what do we learn from them? And we don't do that. We get very defensive, and then we start attacking each other. And we don't get to the point of actually solving the problem in an open way. And so on the inclusive aspect, especially with women leaders, is you got to start first with questions. And a lot of teams right now are moving so fast and feel like they're reacting to change....

Meet Tato CorcoranTato Corcoran was born &amp; raised in the San Francisco Bay Area and spent the first decade of her professional career in Silicon Valley. At the beginning of the Covid-19 pandemic, she started flipping homes &amp; building a portfolio of rental units in Milwaukee. In 2022 she acquired Brandt Molded Marble, a sleepy manufacturing business on its way to extinction. Tato has spent the past year+ transforming that business into one worth owning.You say [you acquired] a sleepy manufacturing business. Can you talk about that a little bit?When COVID started, and I was here in Milwaukee, and I was still kind of going back and forth between Milwaukee and California. I still had my friends there and whatnot. But I was like, “Okay, now's the time.” What is it that I want to pursue? And it dawned on me one day that I could buy a house here, which you really can't do in California when you're 26. So I thought I'd make it an Airbnb. And so I bought my first house, and that led to an absolute real estate obsession. I ended up flipping, wholesaling, buying followable, I've probably done at least a couple of dozen real estate transactions and have a portfolio now that I've kept. But then it felt like the next natural step that I actually saw some of my peers pursuing was to buy a small business. And I'm sure you ladies are intimately familiar with a statistic about baby boomers retiring, it's like a daily rate of 10,000 or something like that. But essentially, no one has an exit plan. So I had some peers pursuing the acquisition of these businesses for very low dollars. And I thought I could do that. You basically have to be scrappy, resourceful and organized, right? I talked to 1,070,000 small business owners just to get a feel for what interested me. And I ended up I originally found this business near the middle of my search and it was broker listed at way too much. And I said to the broker that I don't know anything about manufacturing, so I can't even consider that. And then sure enough, a month or so went by and he called me and the owners were about 14 days from disclosing store and liquidating. So, turns out that [the former owners] had an owner operated business for 35 years. So very well established, and was absolutely an expert in this particular space. He is chemically speaking an expert on molded marble, and he was very active in the business. By the time that he was trying to sell, he was running a skeleton crew. They had their 12 customers who were super loyal to them, and vice versa. He knew exactly what top line, he needed it to put X dollars in his pocket and only need two people and only work 40 hours. And that was that, like he had it down to a science. And so it was sleepy in that it was just not growing.How are you setting up Brandt Molded Marble to really find success as you move forward now that you have it?[The former owner’s] existing customer base, which relatively speaking was quite small, was really strong. He serviced all of the main entry-level specs, single-family residential builders in the area. So again, while his top-line dollars were very underwhelming, I knew that his customers were super sticky like they weren't going anywhere. They dominate the spec space here, which again, is a really hot space. So I was like, “Okay, that's positive.” He had zero commercial customers. He also worked with like two general contractors to renovators. There are a bajillion renovation contractors within the Greater Milwaukee and Madison areas who are a perfect fit for the product, and vice versa. So massive opportunity there. So it was just a matter of (there were a lot of layers) to me taking this thing from something that was nothing to something. The first six months were sheer survival. I have never walked into something so blind and underprepared in my entire life. And I have no regrets at all. It's a blast...

Meet Mia IveticMia is currently the Corporate Vice President-Service Manager, Board Member and minority owner of Uzelac Industries. She has worked at Uzelac Industries full-time for the past 3 years while handling the company’s marketing in her previous roles over the past 8 years. She has a strong background in Marketing, Advertising and Project Management. Most recently, she worked as a Project Manager at a Marketing and Creative Firm in Chicago for 4 years. As the Service Manager, Milena focuses on building up and organizing the service department to ensure all service projects flow seamlessly to meet and exceed our customers’ expectations.Since it's been in your family, you've known this industry. Not only at [Uzelac Industries], but you've known this industry for throughout your whole life. Do you think that gives you a different perspective on what it's like to be a woman in manufacturing, given that you've seen it your whole life? And what is your experience as a woman in manufacturing?So, my experience overall has been good. I would say there's plenty of meetings that I'm in, or places that I'm at, where I'm the only woman in the room. So, that's just definitely something to get used to. That's not the case in marketing. That is not something I didn't know going in, but you seems more apparent when you're there. But overall, going into like certain trade shows, things like that. I know that I've been told, “Oh, there's many more women here than there used to be,” which is nice. But there are some people that you can tell are surprised that I'm there at the manufacturing booth, and I'm not just the marketing girl and I need to talk through some things with them. I think that's just as long as you speak with confidence, like you're supposed to be there. I don't think that there's any hesitancy or issue with other people. I don't think anyone ever means anything by acting surprised to see. But that's just the reality of this situation. A long time ago, there were not a lot of women. I think, from what I've heard, there is a lot more now. And it's not just people's wives coming to conferences with them attending the conference and working there.As you think about coming into your professional career, what are some of the challenges that you've faced? And if you have some advice to anybody who's taking that next step professionally? It doesn't have to be manufacturing specific.Some of the challenges I faced, specifically coming out of college, it was a very saturated job market. When I was applying for jobs, it was very difficult to find a job in my field. So, I actually went into radio sales in Chicago. But that was my first job. I did radio sales and digital sales. And that actually was very helpful further along in my career. First of all, I do have a lot of respect for anybody that's in sales, it is not easy to do. So, it was definitely good to learn. Yes, but in my next job after that, when I was at the creative agency, we actually bought a lot of digital marketing. So, it was nice for me to be able to understand it. That's actually part of the reason they even hired me at that job as a project manager. So, I did move into my field after that, but I didn't find a job in my field right away. So, I would say don't be discouraged. It's really good to learn different things, and I would just look at it as a positive and what can you learn out of this situation instead of being discouraged. I wanted a job in marketing as a project manager, and I'm not going to accept any jobs otherwise. I think sometimes it's nice to really get your feet wet and learn some other things. And then I think, at the end of the day, even at this job, I still do the marketing as well. And we still have a digital marketing agency that I work with; we have monthly meetings go through things. It's nice to be able to understand it. So, even in my job today, my very first job...

Lori: Erin what is something you just learned?Erin: Well, I'm in the process of learning is that has there Yeah, I in the process of learning. So, um, we all remember the left brain, right brain, you know, the left brain is the logical part of you and the right brain is the more poetic part. That's been dispelled a bit. This is not exactly correct. However, there are parts of the brain that do master some of these things that seem sort of beyond consciousness, you know, what your personality for example, you know, we've heard the examples of someone who will get have brain damage, and then their personality will train change dramatically. There are also many instances of where you know, a leisure or a lesion, excuse my leisure, a lesion, or some sort of injury will really impact language on one side of the brain or on the other. And I think those have led us to believe that like, oh, yeah, they're, they're super different. And the whole goal is to like, kind of get them to work together and it'll be supercharged. And I'm, I'm, I'm learning that that's a misunderstanding, but still wanting to explore. It's called lateralization.&nbsp;Erin:&nbsp; What is the competitive landscape once AI tools have been introduced?Lori: I mean, yeah, that's a very valid argument. And a lot of what I'm seeing in the marketing space, that as a marketer, if you are not leaning into AI, you're going to, you're going to fizzle out fairly quickly. I mean, it's changing the landscape. It's not replacing jobs, it's creating new jobs. And you have to learn how to use the tools to create efficiencies, so that, you know, we can produce more and I could go on this tangent for a very long time. But I would recommend, and I think there's an opportunity to look at, I have two points to share, look at AI outside of just the production line, and how it can be incorporated into other aspects of not just manufacturing, but any business. I think there are a lot of opportunities for creating efficiencies. But one area that I do believe can be extremely beneficial and it aligns with some of the case studies in the article here is, you know, the one thing that any business owner or business leader wants to do is make intelligent business decisions. And what AI is doing is helping to move that process along a lot faster. Because it's gathering the data which is what everyone needs in order to be confident in the decision that they're making. And the data is telling a story. And, you know, historically, we would just as humans spend a lot of time analyzing and digging through that, where AI is. It's doing that for us. And so it's allowing us to move faster and have more confidence in that intelligent business decision-making process.And so much more…&nbsp;Connect with the broads!Connect with Erin on LinkedIn and visit http://www.earthlinginteractive.com for web-based solutions to your complex business problems!Connect with Lori on LinkedIn and visit www.keystoneclick.com for your strategic digital marketing needs!&nbsp;&nbsp;Connect with Kris on LinkedIn and visit www.genalpha.com for OEM and aftermarket digital solutions!