Episode Transcript
Hello my friends. This is Brett Keasling of the EO Podcast Network and host of the ESOP podcast. This episode of the Owner to Owner podcast with Jesse Tyler is the third of three parts where Jesse has called upon his colleagues at Hypertherm to look at a specific aspect of employee ownership. Usually Jesse's guests work at company facilities where they're surrounded by many other employee owners. But Jesse was curious about how the road warriors often in sales and distribution, represent and reflect employee ownership when traveling away from their colleagues and fellow employee owners for a large period of time. Today's episode, like the previous two, are truly international with Jesse's guests based in Spain and the United Kingdom. Jesse talks to his guests where he finds them, and sometimes the audio is not quite the quality we'd. But I hope you'll agree the authenticity of the recording reflects the experiences of Jesse's guests and makes it very much worth it. I hope you enjoy. Welcome to the Owner to Owner podcast with your host, Jesse Tyler, part of the EO Podcast Network. Welcome to the Owner to Owner podcast. I'm Jesse Tyler, your host. We do this podcast of an employee owner talking to employee owners in this case round the Globe. This is the third part and a three-part series talking to Hypotherm Associates sales so we can hear the stories. The way I would say this in New Hampshire is to hear the stories of the lone wolves. What is it like to be an. In a remote position, your home office, and when you think about employee ownership, often there's pictures of gatherings and cupcakes and meals and people seeing each other down the hall, and I'm really curious to bring different voices to the now conversation about employee ownership and its value, and to hear those insights from some of our. Salespeople, and this will also help others understand what it's like to be in remote and global sales. So I'm excited to have two guests today from Hypotherm Associates, Teresa and Felix, and I wanted to jump right in with Teresa. If you could introduce yourself and share a little bit about your background, and then we'll go to Felix. Sure. Hi, I am Teresa Sal. I am the distribution sales manager at Aham for Iberia, which includes Spain and and Portugal. I am based in Madrid and I lead the Aham distribution channel managers by maintaining strong and lasting relationships, not only business, purely relationships, but also personal relat. and uh, and also being for them, a trusted advisor as well. And for sure as been in a sale role also, you know, trying, you know, making the most to achieve the, the, the expected of the planet business results. That's a key. And I've been at, i I person for already three years. And I'm a hundred percent vested as an ESOP owner. That's great. That's great. Well, welcome to the podcast. Thank you very much, Felix. A little bit about yourself please. Thank you very much, Jesse. My name is Felix iag, and a little bit about my background. I have been in sales all my life, so essentially my skill sets are all related to channel development, account management. Distribution, direct sales people management, structural problem solving skills, and this, I have kind of acquired two jobs and academically as an MBA holder and I have been lucky enough to join Hyper almost five years ago. And right now I'm a senior distribution sales manager for hyper responsible for United Kingdom Republic of Island. and if I must say all other islands in between, like Jersey gci. So my skillset, you know, has enabled me it to, you know, to kind of hit the ground running when I joined Hyper, you know, making sure that I'm the go-to person for hyper distribution business in the uk. I, um, and, and the island supporting HyperTerm and supporting the growth of our partners. In partnership. That's me for now. Thank you. That's great. Welcome. Welcome aboard. It's great to see you friends. All right, so I'm gonna jump right in and I'll go back to Teresa to start. What is the same or different about working at an employee-owned company versus your prior experience? Working at a company that wasn't owned by employees. What's the same or different? Well, what is the same is that, uh, you know, all companies to be sustainable long term. So we look, we look for, you know, achieving results and bringing, uh, profit. And that's for the financial perspective. But what it's really, for me, what is for me, the key difference working for aop? It's the values that are really you. Undertaken. So values is like support, and I mean, it's in been as an company, it's kind, uh, the. Looks, horizontality. So among all associates, also responsibility, solidarity, not only internal, but also externally among the community where we belong. Honesty, that's really very important and care for others, so, You know what I wanna mean is that focusing in, uh, in a whole, in a whole, in the, you know, it's first in, in the whole as a, as a group, as a, you know, as, as all the associates and looking for the best interest for the whole. And then as a consequence of that, then it'll impact in, in the best for the individual, but not putting the individual in the first and then, you know, and then the whole, just the opposite way around. It's that for me, the main difference. That's great, and I appreciate that. One of the, the fun challenges with talking to boy, a few thousand owners over the years, my fascination with it is how often people say we and how I have to, with care, I have to sort of nudge a little bit and push the. To say I, because it, the most common word and in employee ownership tends to be we in thinking of the community, thinking of your coworkers. So I appreciate both of you being able to break out of that a little bit today and share your personal experience and your personal opinion. It's wonderful, Felix, what's the same or different for you? And working at an employee own or a non-employee owned company can lend some insight for our listeners. All right, thank you very much, Jesse. For me, you know, again, my experience working for some of the greatest companies in the world like Cummins, caterpillar, Mitsubishi, you know, some, some very, you know, very big companies and all great companies in their own ways, but employee owned company. Has never been part of my experience until I came to Highton. To be quite honest. That is when I appreciated what the word ownership means. You know, when you hear the word ownership, for me personally, I started thinking about it. You know, I looked at it academically. I looked at it personally. There was for me, I said, what does ownership means? Say essentially, when you own something, for me, essentially means you can do what you like with it, right? So you. Being asked to keep it, it is yours. So you can sell, resell, you know? So for me, being an owner in hyper throughout my journey, first of all, has given me, if you like, a sense of freedom. Now, what do I mean by that? I have now. Come to realize that I can rest, I can think a little bit long term in the sense that I'm actually working for my own future, right? Because of the stock investments that I have as part of an associate of hyper term. So, so me, for me, that's one distinctive, distinct difference between my hyper and my former companies. So I know that I'm working for my own. I'm working for the growth of HyperTerm, and as HyperTerm is growing, I'm actually growing, making sure that when I retire I will have something to fall back to, which is very rare, but I think that is one specific, you know, differentiator for me between where I have worked before and where I'm working now in hyper. Yes. That's great. Thank you for the insight. For our listeners, Hypotherm has two programs, so the An ESOP is a. US government tax code, so it can only be for US citizens and Hypertherm was one of the early companies where the founders, Dick and Barbara Couch wanted fair and equal inclusion for all global. We've always grown quickly to a global company. So for Teresa and Felix, they are participants in our global stock value program or G S V P and their units. In the global program are equal to my shares in the other US based Hypotherm associates. So it is truly equal and that we have actually helped other my own companies as they've grown to a global footprint. We've actually helped them with what our finance team and the couches and others many years ago figured out. So it's just something that we're proud of. It's something I'm proud of with Hypotherm, with around 300 global teammates that they're sharing. Equally in what has up until then been really just a US benefit. So it's. Just wanna bring some insight to our listeners. So I wanna ask a question. I'm trying to make a little trouble. We can see where you go. I've asked this question, how does being an owner impact the way you work? And to give you a little bit of insight, sometimes people will say, you know, be offended. Like, I, I already, I always worked hard. I don't work harder as an owner. And other people say, you know, I work very differently as an owner. So there's no wrong answers, but I'd love to. Theresa does being an. Change the way that you work. Definitely. And then going back to, to Felix comments, I hundred percent agree on, on his thoughts and it's af you know, before I joined Aham, I, I work for big multinational companies, those that done stock market in Wall Street and you know, huge company. I, they were great. I've learned there a lot. You know, indeed they were my professional school, but when there is always a, but it's that the results I were, we've been, let's say evaluated year by year. It was a short term results, so depending, so there was a kind of an insecurity over there. So then it was, you know, the engagement was not, The engagement that we have at ither, because at Hypertherm it's really something which is, we feel safe, we feel like really we belong to, it's a deep belonging, so it's something, it's ours, so it's something which is, you know, It's like I'm running my own business. I am like an entrepreneur. So it kind of gives me a kind of a, you know, enthusiasm and, and vitamin, let's say. So. So to give my best every day, and, and this is for sure a long term. you know, relationship and really I would like to leave, you know, when it's my time to, to retire and I hope I, I just leave them for my retirement. I would really love to, you know, to leave a meaningful, you know, footprint for, for the new newcomers. Definitely. That's wonderful. Thank you. Felix, what are your thoughts on this impact? Was your question Ownership impacts? That's huge in my view. Again, from from a professional perspective, hybrid is just like, Any other company in terms of trying to achieve results and working on your tax and duties? You know, however, from ownership perspective is in my view, really different because if, if you are working as an entrepreneur and you are working for yourself, there are two things from my career experience that jumps out. One, you tend to work harder, not because you wanna work harder, but it's because you have to work hard. Because if you do not work hard enough, nobody's gonna do it for you. It's your own. It's your own, right? It's your company. So you need to make it grow. You need to make it a success, right? So you tend to do all you can, you know, to make it a success. So that's one impact. Either knowingly or unknowingly. That's the truth. The reality. And then the other part of it is also that is also a, a sense of fulfillment, right? You say, okay, this what I'm doing. Another thing that is in back in the back of your mind is that, is you actually. Thinking about your retirement plan, right? Because since this is an associate owned company and you are vested, and everything that goes into that port essentially is gonna come back to you one way or the other. So there is also, if you like, an a, an additional sense of commitment, right? For by, by working for an associate owned company. So these are the two things I will actually say are the differentiators, you know, from an ownership company. Thank you for that. Kind of building up to this question that I ask everybody. I asked this in onboarding. I asked you both in, in your cultural immersion several years ago, and I'll ask you now, maybe we could start with Felix for this one. What does ownership mean to you? Responsibility and accountability. It's as simple as that. Those are the two words that come to my mind. Awesome. Thank you. Teresa, what does ownership mean to you? For me, it's uh, deep belonging, definitely. And, uh, being, you know, community is one. That's great. That's great. I'm enjoying this a lot. So there are large groups of associates that are manufacturing sites. At our distribution centers regularly interacting face-to-face with much of your interaction with coworkers through teams and the phone. How does this feel to you? How can you explain your feeling of ownership to the other, your extended family of around 2000 people at at Hypotherm Associates? Cause this will also help other people with global sales. Got other employee owned companies understand them a little bit more. So just to kind of narrow it down for you, how does it feel to you to be employee owner out there running your business in each of your country, Teresa? Yeah. Well, I think that today's technology, it's, you know, plays in our favor. So, and especially, you know, with the pandemic. So we've learned to, you know, to interact much more through, you know, teams and, you know, WhatsApp. So in our team, team where, you know, it's Felix and myself, we work, it's in the Distribu in mayor distribution team, we have, um, WhatsApp group with for all the DSMs and, uh, and this group, it's really open 24 7 with the mainly purpose of support each other. So whenever each of us, we have a, a, you know, we have a, a question, a concern, or we are at a, at a distributor or a end user, and we've been, you know, faced with a question we. No the answer. So then we just reach out the colleagues through the WhatsApp group and you know, it's an immediate response we have from different members, but not only for work. Also, this group works, you know, for fun. So we also, sometimes we share some funny things, which I think it's, it's great. So it's, it's kind. It's. You know, it's, it's the same for the WhatsApp, um, group we have among the family, for instance. So we also, you know, discuss or, or share or, you know, thoughts or, you know, serious things, but also funny things. So it's kind, it's a very open. Group and, uh, and I, you know, it's, there are no rules. So, so one can just, yes, so everyone just can spot whatever, but you know, it's very respectful for sure. But even, you know, and apart from that group, our communication, it's not, does not follow, you know, kind, you know, rules or kind of a strict business rule as maybe in other you. Companies. So then if I have a really urgent or something that I really need a, an an announcer and some, you know, the WhatsApp, uh, group, it's, you know, lasting in, replying me, I can give a phone call to any of my peers and I am, I know. That I am not annoying them. And that's very good. And, you know, knowing that can just, you know, without any advice upfront or any, without just scheduling a meeting or time slot to, to, to reach out any of my colleagues, I can do that. And vice versa. They can do the same with me. And if I cannot reply that, I say, well, I can, I cannot. I'll do it in a couple of minutes and then I reply back, you know, this kind of freedom and open and being really censored. I think it's, it's the key. That's great. A common, a common word, which I'm hearing as a theme from you is comradery in, in a, in ownership is comradery and teamwork and care and and trust. So it's fun to hear that you have worked with the technology to build your community and the way you described that. It does not feel like you're out on your own. You have them, your team and your community right there for, you know, taking care of the customer or sharing something joyful in a personal life. So it's, it's great this, that, that's why I wanted to ask this question so we could hear that insight. Felix, for you, can you, can you add on to Theresa's comments with, with that perspective? Absolutely. I will. Second on all honesty. Teresa's position. Yes. You know, there's a lot of support structure because of, you know, Ownership culture, that associate culture that we have, right? So, so we work together, you know, we either swim or drown as they say, or we all stick together, do what we have together to support each other. Absolutely brilliant. But I must be very honest, based on my background, you know, I have not re, well, how would I put it in the sense of remote. I've always worked somewhere, even if I travel a lot, I'm always close to. Mothership, right? I'm always, you know, by the hq, just like our, our associates in New Hampshire, right? Even if they travel all over the globe, at the end of the day, they come back to the hq, the factory is closed. So I do, I do miss that a little bit, to be quite honest. You know, that's, that's feeling of, you know, walking down to the factory, speaking to some of the guys or going to another office. So I do miss it. Being in the UK, working remotely does have its other side of it as well, even with the help of, with the help of technology. So it does feel sometimes. Yeah, I appreciate your being, both of you being so open with that. It's a personal question. I think it's important to share what that experience is. And so I'm kind of leading to the next question with, you know, from Spain, from the uk. It could be employee ownership, could be unfamiliar to your customers, to your partners in the US where it's originated. There's still a lot of my. there's around 10 million employee owners. So it's a lot of people, but many of our customers and partners hadn't really heard about it before Hypotherm. So I'd love to hear your global insight, cuz you have the extra layer of just the general concept of employee ownership may not be familiar in, in your, in your countries that, that you focus on. So how do you talk about employee ownership with your customers and partners? Teresa, how do you talk about it? I don't have the recipe. You know, I don't have the recipe, but, but I think that the way that, that we act or the way that we speak and the way that we show up, how proud are we of, for, you know, for being at I, I, I can share that, you know, they really feel jealous might say, or like, at least curious, you know, because it's not so common that the people. Feel proud of and, and happy for working for a, you know, a certain company. So, and, and as you mentioned in Spain, it's not, it's not so it's, you know, I I, it's not so frequent to find a company being, you know, it's an, you know, been ownership. So it's, there are only few local companies. And, and, but they, they are, you know, far away from the way that they, they, they do business. So, you know, I, I never talk with the, you know, with, I never specific have a talk to Mike. Partners, partners to my customers about the ownership. But the way that, you know, I, I, I think that I interact or I show them, you know, how proud I am of being an It makes them really, you know, jealous about how I am, you know, how, how I am. That's great. That's, thank you for the insight, Felix. So I'll, I'll ask the question. The way I should have asked Theresa is, do you talk about ownership with your customers and partners? And if so, how do you, how do you talk about it? What are your insights, please? Yeah, same as with pride, right? I mean, I'm proud of. To be a hypo associate. So when, when, when I, when, you know, I, I am lucky to inherit, well, I don't know if you is lucky, but in a way it's lucky because it's a matured market. On the other side of it, if it was an emerging market, then it's a little bit different, but it's a mature market. We are most of the distributors. No hyper relatively well. And so they have a little bit of history of hyper so, but, but my communication to them about hyper is with pride because at least my key word is take care of hyper and hyper will take care of you. And I have been here and I going to five years and I can actually tell them with pride that that is actually true. That's great. I appreciate the insights, so I wanna bring it literally closer to home for your. You could be the only person they know in the whole world that owns a part of their successful company that is an employee owner, associate owner. Felix, how do you talk about associate ownership? Employee ownership with your friends and family? how do, how do you share that? What words do you use? So our listeners can learn from c, e, o and C. I'm, Hey, that mess with me. I'm a, I'm a, I'm a shareholder, I'm a company owner. So those kind of jokes, you know, I think that's great. It's actually with Joy, to be quite honest, you know, working now for almost 30 years, different companies, and when I talk to my wife as a, look, I'm, I'm part of this company, you know, the way the company is structured, I've never seen any company structured that way. So in a sense I'm working for myself. So, you know, the keywords are. Owner, c e o, entrepreneur, working for yourself. Those are the keywords when I talk about hyper to my family and they do see it as well. You know, the way I work, the, how passionate I am, the way I support my distributors, and trying to do my best to make sure that things work the way I go about my tasks. You know, they, the seeds, you know, that commitment, that sense of commitment that you're working and doing something different, you know, is very, very visible in my. That's great. Yeah, that's great. It's a different experience for workers that can have a long term, deep, long term. You, you mentioned it before, I, I like the, there, I like your term, a deep belonging and a sense of safety, and so it, it's fun to hear, you know, what you share with your families and, and bringing the, the international twist to it because it might not be familiar at all. Theresa, how do you talk to friends and family about being a, an elder? Yes, definitely. And I still remember the first reaction when I got this, you know, this position when I was hired by And then I share, you know, because I, I, yes, I, I didn't know, you know, when you are out ofso, you don't know really how is it, okay? So you know that you might do some searching in Google, you know, what is this company about? Technology, blah, blah. But you don't really know, you know, ex the core. So, When I finally got the, the job and my leader at that time explained all the conditions and, and I, I was kind Wow. Wow. I was all the time. Wow. Wow. And then when I explained that, yes, I explained that to my family, and then days after to my friends, I, I. Was getting one question from all of them. How much is the entrance fee? How much did you have to pay to belong to that? It's kinda belonging to, you know, a, a golf club or you know, it's kind this very e how much did you pay? Because now if you are gonna be reward, it's not, you are not gonna be only pay, let's say your salary, but you are gonna be reward for being an owner. But how much did you, you know, had to pay for, you know, uh, you know, to, to, to have a share in the company? Yes. So, and it's kind, it's not possible. It's kind. Yes. Believe me. It's true. It's true. So, yes, but, you know, but jokes apart, it's this feeling of protection and, you know, and being really a, a stable. Company, and I honestly think, does this ownership also makes that the company stronger with a higher, you know, capacity to absorb economical impacts that are not forcing upfront and helps to develop this internal, um, Solidarity mechanisms. You know, for instance, for our colleagues, the Russian colleagues, you know, this relocation and all, you know, the efforts that the hyper them has done and it's doing, you know, to, to keep all together and, you know, To, to have them relocate and then find a way for them and for their family. It's one of the, the, the best ex examples, at least for us in, in, in Europe, to see how it's really, how it's the reality working for, you know, for Alfred. That's great. Yeah. Thank you for the insights. And just to add a little bit more to your mention of the relocation for our listeners, when we had. In-country associates affected by the war in Ukraine, the company went to great, great lengths to relocate them and their families to a safe place and something we're all really proud of to see. For sure. I can hear it in my voice getting a little clumped on that. It's very, very powerful. All right. I wanna your, your three years are, so Theresa Felix, you're around five years of tenure. What is your advice for those new to ownership? And you can answer this however you want, but this is the reason I'm asking you this question and really would like your. your insight and team is that we regularly see new companies become employee-owned, or we welcome new associates at Hypertherm, and it's something new like you were looking back on. So now that you are older and wiser, Employee, associate owners, what, what is your advice for people that are learning about this new thing? They've never really heard of employee ownership. What's your advice to them? Theresa? You honest artist? Yeah. Yeah. So I would say, and it's try to bring with you a whiteboard, you know, it's, and remove. The shield that you've built already, you know, through all your professional experiences from, uh, each experience, from each professional experience. If you have been in a non-op company, a non ownership company, so along the way in somehow you build your own protection. your shield. And when you arrive at iem, it's kinda, you feel just kind of, wow, this is very weird, what is happening here? And sometimes you feel uncomfortable because it's not the way that you were used to work, uh, the way that you were used to interact with others. But then, you know, I, I. You know, try to, you know, to, to, to replicate other, you know, colleagues, you know, behaviors and, uh, don't have fear about showing yourself the way you are. You can express, and you c and you can be yourself and act as a wanting. Don't go on your own. It's, we do not look for your single result, your single performance. We look for, you know, the whole as, as a one team. And that's my, my best advice, That's great. I appreciate it. And then, and I'm gonna ask Felix in just a second for his, but I wanna ask a follow up question. How long. did it take you to be comfortable as an owner to really trust it? Like, just to give an insight into how long it might take somebody, how long, if you're open to sharing that, how long did it take you? Days or weeks or months or years? Like think of how long it took you to me, trust, uh, are you asking me? Yeah. Uh, sorry, I thought you I asking to Felix? Yeah. No, I was not clear enough. Sorry. Sorry. Okay. Let's say the first six. Because, yes, I joined in July and then I recognized, and when I took over this position, the numbers, the figures, they were not as suspected. So then I was really on a rush and I was eager to do my best in order to have the year end results as much as closer to the plan as possible because I, I didn't want to fail. And then I was always having my leader, you know, comments or advice. Please, please don't rush. Don't we are, I'm not going to look at you as a, as an individual. I am not gonna look at you as a, your single result. I am here to support. I am here to help you. And the, the important is the group, is the team result. And then for me, Kind very weird because I was always, you know, being, you know, the, the year end assessment by my leader in previous companies, it was me, me, and me, and my results. It was very, very focused on me as an individual. Not, not in, in, as a, as a team was a group. So then I must admit, that I had to wait till the year end since I saw that my results, unfortunately, they did not meet the plan, the expected results, and then I was not punished by that. And I say punished because if I was in another company, probably I would have been punished with. You know, a lower merit increase or, you know, any other measurements. And at a time I saw, well, so it's good because my leader so perceive and has campaigned me along this way, this six months. And they knew that I, I did my at most, and, but the numbers did, that didn't ca come as as expected. So, but th that he recognizes my efforts and that's for me. it's, you know, was kind, this is a different company. Definitely. That's great. That's great. Thank you for, for sharing that insight, Felix, for you, I'm gonna ask you both questions and we'll, we'll go back to what is your advice after five years, your rather, you know, total of 30 years of professional experience. What is your advice for those new to ownership? But do you want them thinking. Yes. I have to think about, I have to think about this myself before I can advise somebody, but I think I have very, again, based on my experience so far, if you are looking, if you're looking to leave something that is gonna be me meaningful, even when you are no longer there, then you are very much welcome to hyper, I think. I think for me, what comes to mind when I think. Ownership is we rise by lifting others. Mm-hmm. it might sound very simplistic, but what means is that just like the founder of. Did his best and was magnanimous enough to say, look, I want to leave all this, or leave a big chunk of it and make sure that those that are behind actually benefit from what my vision is, what I have been able to achieve. I think that's, that's culture. Is absolutely resounding to me. So every day, what I can think to somebody who c who comes into hyperemia is do your best because if you do your best, you are actually, you are rising. So you are solidifying your own future, but at the same time, you are making sure that those behind you have something else to fall on. So essentially we rise by lifting orders. That's what I can think about. That's great. I appreciate it. Well, this brings us to our last question, which is why should somebody looking for a new role consider joining Hypotherm Associates? And I'll share. I had a lovely surprise this week when we have some candidates come in. I am asked by the talent acquisition team to give them a culture and cutting experience. Sometimes when they, they fly in to be on site. We do a lot of remote interviews, but sometimes when they're on site, they ask me to do this. And I had a high level candidate and I asked, you know, Hey, we're gonna bring you down, give you a tour, explain a little bit about our unique culture, talk about ownership, whatever you're interested in. This isn't part of your interview. And I asked if he had questions about ownership. And to my total delight and surprise, he said, oh, I've listened to a few of your podcasts to learn a little bit about ownership. And Hypertherm. So it was just a just, it was just a real treat. So, knowing that we've actually reached a potential future coworker for us through this question, I wanna have a little bit of fun for you at the end. Cause I ask all the other ESOPs that I interview, all the other employee-owned companies, I, I let them finish by helping the talent acquisition teams there in these times where it's increasingly hard to. We need to help each other out. So it's fun as a coworker to ask you. Felix, we'll start with you. Why should someone looking for a new role consider joining Hypotherm Associates? Give me a few words on why they should join you as a extended teammate or a direct teammate. Thank you very much. I guess the obvious, I mean, this company will take care of you actually retirement plan for you, which is most important, so you have something to fall back to. So, If you're looking for a company where the word teamwork means anything, and then you are welcome to join Hypoth because we essentially rise by lifting orders. So we work together, we aim towards one result, and with that, an associate owned company ownership means I will encourage you if you have any opportunity to join hyper. Grab it with both hands because he does really, really, he does really, really make a difference. It's, it's gonna make a difference in the long term for you and, and for your family, to be quite honest. Awesome. Thank you very much, Theresa. Finish this out. Why should somebody consider Hypotherm Associates? Yes. And just add in if you can comment from, uh, you know, From Felix. It's that. I would add also, you know, you joining you will have the, the opportunity of drawing a more human, uh, aspect of, of, you know, the company, of the economy and at the end of the world. That's great. More human. Yes. Thank you. More human. I like it. That'd be good. On a good, on a Hypertherm t-shirt, our employee. T-shirt that could, that could be a new trend started from Spain. Is there anything that you wanna add to our conversation? Anything that you wanted to talk about that we did not yet talk about? Just to give you that opportunity. All right. I will bring us to a close then. So thank you both very much. For your time, your insights, sharing your personal feelings and ideas. This podcast, the Owner to Owner podcast is done to amplify ownership, kind of bring new voices. It's, it's much more interesting for me to hear your voices than for me to talk about it too much, and I think it's. It's just been a lot of fun to have different voices that weren't part of the conversation, where other salespeople at other companies can hear you and, and see themselves in you, and I appreciate that. And you, you've helped others that maybe work at factories here a little bit more. What is it like to be, what does it feel like to be in international sales and have that responsibility and to be an owner? And what that can feel like in your day today. So really appreciate it. So again, this is Jesse Tyler for the Owner to Owner podcast. This is made for Brett Keasling and the e O Podcast Network to all of our listeners, we really appreciate your time and attention, your curiosity, if there were any technical hiccups with. The audio from Spain, UK, and New Hampshire. We appreciate your rolling with those and look forward to sharing future episodes and ownership voices going forward. Thank you very much. Thank you, Jesse. Thank you very much. Thank you. We'd love to hear from you. You can find us on Facebook at EO Podcast Network and on Twitter at ESOP podcast. This podcast has been produced by Brett Keesling for the EO Podcast Network. Original music composed by Max Keesling, branding and Marketing by Bitsy Plus Design. And I'm Bitsy McCann.
