The Secret to Business Success in Heavy-Duty

Episode 349: Problems in business often start with a lack of systems. Our host, Jamie Irvine, shares clips from a past interview with Michael E. Gerber, author of The EMyth. They discuss the need to have systems and the idea that a real business is one that does not rely solely on the owner.

Our host also interviewed Steve Harter, owner of Knomatic. Knomatic builds custom solutions for problems in heavy-duty companies at affordable prices. Are you struggling with the systems in your heavy-duty business? Go to heavydutypartsreport.com/systems to get started with a solution!

Show Notes: Visit HeavyDutyPartsReport.com for complete show notes of this episode and to subscribe to all our content.

Sponsors of this Episode

Heavy Duty Consulting Corporation: Find out how many “fault codes” your heavy-duty parts business has. Meet with us today. Visit HeavyDutyConsulting.com

Hengst Filtration: There's a new premium filter option for fleets. If you're responsible for a fleet, you won't believe how much using Hengst filters will save you. But you've got to go to HeavyDutyPartsReport.com/Hengst to find out how much.

Diesel Laptops: Diesel Laptops is so much more than just a provider of diagnostic tools. They’re your shop efficiency solution company. Learn more about everything Diesel Laptops can do for you today by visiting DieselLaptops.com today.

HDA Truck Pride: They’re the heart of the independent parts and service channel. They have 750 parts stores and 450 service centers conveniently located across the US and Canada. Visit HeavyDutyPartsReport.com/HDATruckPride today to find a location near you.

Disclaimer: This content and description may contain affiliate links, which means that if you click on one of the product links, The Heavy Duty Parts Report may receive a commission. 

Sign up for our weekly email so you never miss out on an episode: Follow the Show

Transcript

Jamie Irvine:

You are listening to The Heavy Duty Parts Report. I'm your host, Jamie Irvine, and this is the place where we have conversations that empower heavy-duty people. Welcome to another episode of the Heavy Duty Parts Report. I'm so glad you're here today. Today we are going to talk about what it takes to make a heavy duty business successful and I am going to share with you some wisdom from two very special guests. In our first segment of this episode, I'm going to share with you some clips from an interview that I did with someone who is world renowned as a business leader and a thought leader that has really led the way for over four decades. Then in our full featured interview, we're going to have someone who has had tremendous success in business. We're talking about someone who is a serial entrepreneur, who has done billions of dollars in revenue, who has taken eight companies public on the New York Stock Exchange, has started over 20 privately held and owned companies.

This individual is extremely successful and so I really hope that if you are an aspiring entrepreneur or if you are operating a business today in the heavy-duty industry, that you will listen to today's episode with great interest and that you will take some real value from it. I really hope you also take advantage of the special offer that we have prepared for you. So listen to the very end of the episode to hear about that special offer. It's not something you want to miss. Alright, let's get into today's episode. So to start off, I want to just kind of set the stage of what we're going to talk about today. When you are working in your particular vocation, maybe you're a technician, maybe you are a parts person, an outside salesperson, you're a manufacturer, a machinist, or a fabricator. Regardless of what you start off in your career, at some point, if you make the jump from being an employee to being a business owner, you have had this moment in time where you think to yourself, I've been learning how to do this job. I know how to do this job well, I think I should start a business doing that thing. I want you to listen to Michael E. Gerber, the author of a book that is well known in the business community. It's called the E Myth Revisited, and in that book, Michael Gerber describes this event in every entrepreneur's life. Listen in to Michael E. Gerber as he describes what the E Myth is.

Micheal E. Gerber:

It's the entrepreneurial myth which essentially says that the people who go into small business start their own business. Most of them aren't really entrepreneurs at all. They're what I've come to call technicians suffering from an entrepreneurial seizure. That means they think because they understand how to do the job that they know how to do and that they started their business to do that they know how to run a business that does that job and it's just not true.

Jamie Irvine:

The entrepreneurial myth, it is something that has gripped entrepreneurs for decades. In fact, some in other parts of Michael Gerber's body of work, he talks about an entrepreneurial seizure. That moment when you think to yourself, I do this job, I can start a business that does this thing. That is called the fatal assumption in Michael E. Gerber's book, and I want you to listen as he goes into a little more detail about the fatal assumption. Listen to what Michael had to say about the fatal assumption.

Micheal E. Gerber:

When I said they start with the assumption that because they know how to do the work, they know how to build a business that does that work because I know how to be an architect. I know how to build an architectural practice, because I know how to be a plumber. I know how to build a plumbing company. I know how to be a coach, I know how to build a coaching company, and nothing could be farther from the truth.

Jamie Irvine:

So you might be thinking after hearing that, oh my goodness, that describes my situation exactly. I was a mechanic, one day I thought to myself, I should start a business doing this thing and I did, and now I'm 5, 10, 15 years into running this business and that was exactly my experience. Or maybe you are listening right now and you're like an outside salesperson. You're thinking about starting a sales agency or you're a parts person, you're thinking about starting a parts distribution business or you're a machinist and you're thinking to yourself, I'm going to start a manufacturing business. It's really, really important regardless of where you are in the arc of business entrepreneurship, whether you are just at the part where you're thinking about doing it, you've actually started the business and you're a startup, you've gone to that growth stage, or maybe you're even at a point where you're now thinking about how to scale more efficiently regardless of where you are in that journey, this is probably you at some point. What I have observed in my two and a half decades in business, remember I have worked for companies that are big, multinational private equity backed companies. I have worked for small privately owned businesses, I've owned businesses myself, started scaled and sold businesses. So from my perspective, one of the things that I see as a real challenge for anybody who's had an entrepreneurial seizure, who has fallen maybe victim to the E-Myth who has made the fatal assumption that once you're into the business, it's very, very difficult to work your way out of being almost held captive by the business. And what I mean by that is if you're a repair technician and you started a shop or a mobile repair company, to this day, despite owning the business for many years, the business is still dependent on you to come to work every day in order for at least parts of the business to continue to function properly.

And this is where Michael E. Gerber, and if you're not familiar with his work, I really encourage you to search the E-Myth. Read his book. You can look at his overall bio. Back in 1977, this real business thought leader discovered a truth about small business ownership and where most businesses are and why they get into this situation. And he coined the phrase, you might've heard this before, work on your business, not in your business. He's the one who actually coined that phrase, and this is because he observed over many decades that this is exactly what happens to most business owners. Even if their business gets to be of a certain size, they still are almost unable to get out of their business. Their business still relies on them to come to work every day and to at least participate in some role in the business to keep the business going. So listen into this clip where Michael describes what every great company is dependent on.

Micheal E. Gerber:

You do that by building an expert system. And once you understand that building an expert system is the ball game underlying the success or failure of any company, no matter how small or how large, you instantly see that a great company is systems dependent always. And because it is systems dependent always, and because continuous improvement is our commitment forever, then we're continually working on our operating systems, our lead generation system, our lead conversion system, our client fulfillment system, et cetera, et cetera, et cetera. And as we do that, we're constantly improving what we do and that's how we not only remain competitive, but grow beyond what we perceive to be competition, which is where disrupting the marketplace comes in.

Jamie Irvine:

This is why Michael Gerber has been quoted for over four decades as saying the solution is the system. The system is the solution. And in every business, if that business is going to grow, if that business is going to move beyond the standard situation where ownership is still heavily involved in day-to-day operations, if that business is going to grow and scale and survive beyond the founder of the company and maybe the founder's relatives, then systems becomes a critical part of the blueprint for success. Now, why do I have these clips for Michael E. Gerber? Well, before I started The Heavy Duty Parts Report, I had a podcast called Build a Better Business, and I interviewed business leaders, thought leaders and business gurus and people, and I did over 150 interviews of that type and I was fortunate enough to have this opportunity to interview Michael E. Gerber.

And so I actually dug back into my archives and found the interview and took these clips because I thought it was so relevant to today's conversation. Now we're going to take a quick break to hear from our sponsors, but I wanted to, before we have our guest interview this week, I wanted to set the stage so you kind of were thinking about things in the right way. So listen to our commercial break. Maybe even stop the podcast for a moment, and I want you to reflect on your own journey. Is any of this resonating with you? Is this the situation you find yourself in? And if it is, when we come back from the break, I'm going to share with you an interview with a true business titan, somebody who has had massive success and who understands the value of systems in a business. And I think what you hear in that interview is going to really help you to reimagine what is possible with your heavy-duty business.

We're going to take a quick break. We'll be right back. Are you deferring maintenance because of filter cost or availability or worse yet, are you trading down to no name filters to try to save a few bucks? Either way, you are rolling the dice. The good news, there's a new premium filter option for fleets Hengst Filtration. If you're responsible for a fleet, you won't believe how much using Hengst Filters will save you, but you've got to go to heavydutypartsreport.com/hengst to find out more. That's heavydutypartsreport.com/hengst. Head there now. At Diesel Laptops, they go way beyond diagnostic tools. They are your complete shop efficiency partner from diesel technician training to complete repair information, parts lookup tools and robust technical support. They are there to support you every step of the way. Learn more and download your free starter pack today by visiting diesellaptops.com.

That's diesellaptops.com. HDA Truck Pride is the heart of the independent parts and service channel. They have 750 parts stores and 450 service centers conveniently located across the US and Canada. Visit heavydutypartsreport.com/hdatruckpride today to find a location near you. Again that's heavydutypartsreport.com/hdatruckpride and let the heart of the independent service channel take care of your commercial equipment. We're back from our break. Now that we're back from our break, before the break, we were talking about business systems and I shared with you some clips from an interview I did on a previous podcast called Build a Better Business that I hosted many years ago where I interviewed Michael E. Gerber. Now we're going to talk to somebody who has had tremendous business success and we're going to continue the conversation about systems. Listen into that interview. My guest today is Steve Harter, owner at Knomatic. Now Steve is a first dollar investor with experience in starting over 20 companies as a founder of eight of those companies that went public on the New York Stock Exchange. This is an individual with extensive experience in starting, building and scaling and selling businesses. So I'm very excited to have him join us on the heavy duty parts report. Steve, welcome to The Heavy Duty Parts Report. So glad to have you here.

Steve Harter:

Thank you, Jamie. Appreciate you the opportunity.

Jamie Irvine:

So Steve, one of the things that I wanted to talk about is I wanted to try to tap into a little bit of your experience. I know that we could spend days talking about this subject, but when you were looking at your career and all of the businesses that you've been involved in and you think about the experience you have starting scaling and selling businesses, what is just one of the main hurdles that business owners encounter when they try to do that and what do they have to do to overcome that to succeed? What's that one main hurdle that you can think of?

Steve Harter:

I think all businesses come down to one simple thing is customer service. Who's your customer? Knowing your customer and figuring out how you can scale based on what you provided for that customer. A lot of what we're doing in the Knomatic situation, we're trying to find different niches in the marketplace where our software fits and we can do a good job to scaling. And that's kind of where we're at is in the scaling portion right now. Now the selling portion, I'll be honest with you, I never start a business to sell it. I start a business assuming I'm going to be the owner to whatever the end of that business is. But obviously I've bought a lot of businesses, I've been involved in I think probably a thousand acquisitions amongst all my companies, et cetera, et cetera. So as a buyer, I know I want companies that are manageable, that have great systems, good people, and a predictable customer base.

Where I saw the issues and the problems, especially in the consolidation phase of my life, was the systems and one of my unsuccessful companies had systems issues. We tried to convert all the systems immediately it blew the company up, caused a lot of problems in the company, quite honest, never recovered from the issues by doing the systems incorrectly. So when I have been through numerous build systems implementations, and that's basically one of the reasons I started Knomatic, I started as a company for me to build companies off of, and we have built it in such a manner that we can bring it in slowly, make sure nothing blows up when my friend says we do it, like changing an airplane engine in flight. That's something I learned from something that we take very seriously and we've never failed an implementation because of that.

Jamie Irvine:

I guess maybe the only thing worse than a bad systems implementation is having no systems at all. So walk me through what some of the problems that occur for the owner if they fail to systemize their business.

Steve Harter:

I think we're getting the point, Jamie digitalizations the fastest growing part of the IT market. It's going to be just something you have to do, customer transparency. The customer is wanting more information about what's happening, they want it in real time, and digitalization is being able to give that to them. I mean, think about you can track your order on Shopify, right? Well, why would an industrial customers want to use my software to be able to track where their trucks are, track where the inventory parts are, track what's going on. So transparency is being demanded by the customer. That's going to be more and more important for every business to be able to show the customer the value you're adding and your transparency to the customer. And you also see threats in the heavy-duty parts industry with people who have better systems than other people. And if you're not competitive, your customer may be looking for those other opportunities. And we've worked with several of your customers now and clients, so we know the kind of things that we need to be able to do to help the heavy-duty parts industry.

Jamie Irvine:

Now Steve, for someone who doesn't know you, they may think, okay, well this is someone who obviously has a finance background, obviously has a technology background. Just for a moment, talk to us about some of the companies you were a part of that directly connect you to the trucking industry.

Steve Harter:

Yeah, no trucking heavy-duty parts. I started Coach USA, the bus company. We built up that up to about a billion dollars and it was sold to this company called Stagecoach. Then I bought the taxi cab operations back from Stagecoach in the state of Texas. I was the largest taxi cab operator, largest pair of transit operator for 20 years in the us. I also started Metals USA, which became a $2 billion processing logistics company, transportation, obviously metal products, heating and air conditioning service business. That's a comfort systems USA multi-billion dollar company today, one of the best growing companies I think on Wall Street right now. Started it as a service business design build. So that was another situation, Transcom, which is probably my one that I'm not the happiest about. I had some disagreements with the CEO on the prices. We were paying for a couple of the companies and I think we over leveraged ourselves and then the systems issues, trying to change systems and not doing a good job of it.

And basically our operators didn't know what inventory they had to sell, which became a huge problem. So I've been around transportation all my life, 30 plus years of my business career as an entrepreneur. One of my other companies is called Getz. He uses our software. Basically a gentleman came to me with the idea of building a transportation company to track major events. We do FX, we do PGA tournaments, we do rodeos, we do emergency management on the Gulf Coast for the state of Texas, all using our softwares, tracking people, buses, parking spots, all kinds of different things that we were able to do with the software.

Jamie Irvine:

Yeah, the reason I asked that question though, Steve, is just because I wanted people to understand your background and your connection to our industry. You're somebody who's very knowledgeable about the challenges that we face.

Steve Harter:

And we're always looking for ideas to help entrepreneurs. I have Notre Capital Ventures, which is my venture company starting platform, and we still start companies and what we're looking now is to use our software to start companies. And so hopefully people who are listening to this, maybe we have a couple entrepreneurs who say, maybe that guy can help me, but also we can help your established companies that are looking for answers on how to stay competitive.

Jamie Irvine:

So let's talk about systems in a little more detail. First of all, I remember one time, I was talking to a executive and I was talking about systems and he says, look, we already have an IT department. I was like, no, no, no. I'm talking about operational systems. So can you kind of put a bookend around the word systems and define it for us?

Steve Harter:

I think I grew up, I'm actually a CPA of all things. So I grew up with business processes and that's systems. So when I was at Arthur Anderson, I learned a lot about how systems work and we built a lot of the systems that I learned in accounting into the software. So business systems to me is the entire business processes. So what we're able to do is we come in and look at your systems that you're doing right now. We ask you for your forms that how you run your business. And we built Lego building blocks, is the way I like to call 'em in the Lego building blocks. There's 32 of them in our toolkit and we can do just about anything related to building a system using those business processes. Now you're going to have a little bit difference. We're going to have to digitalize your process, your forms.

So you've got a paper PO that you like, or you've got some business process you really, really like that's unique from what other software vendors may be able to offer you. We digitalize that and customize it to your business. And I wish we'd have had this 25, 30 years ago because back then you were just trying to slam everything together. Excel spreadsheets, your databases didn't talk, you had disparate companies, you couldn't get information at the home headquarters. So what I'm able to do with this system now is we're able to take all the databases, get them to talk together with APIs and pull information together and give the management team KPIs, which your best practices, what do you want to see on your digital screen that's going on in your company immediately? And then also that thing called cashflow for some of our friends who need to watch that we're able to set up.

So are you making sure after you started the business process, the work order, did somebody make sure that got billed and put into your accounting system? And we've had some interesting situations talking with clients where clients, the accountant side of me comes out and they start talking about their business processes and I go, well, people can steal from you if you do that. And we even had an online situation in a meeting where one of our clients was saying, well, hey, look, somebody did this. And we said, well, that's kind of what we told you because you don't have the right business processes. We had just shown you how somebody stole from you from, so we'd love to think nobody steals, but it's important to have business processes that make sure you also have internal controls. And so a lot of the software and how our business processes work is my 30 years of, I had two situations where I had major thefts in inventory from the taxi cab companies. So how do you make sure that you get reports that show anomalies and things that look strange? How do you make sure you get a report that says you haven't built your cash flow and your cash flow is going to have a problem? And I've lived through some of that where we didn't have proper processes in place and we found issues where people had either stolen inventory or I wasn't collecting my cash and I'm getting my daily reports and going, where's my cash? Right? You need to pay your bills.

Jamie Irvine:

So when we talk about technology, you mentioned 25 years ago, we wish we had some of these and boy is that ever true? That being said, I know in the heavy-duty parts industry, we, and maybe just the trucking industry as a whole, we kind of lag behind other industries. So when you talk to a lot of business owners in heavy-duty, they're used to things like an accounting software or an inventory management and accounting software known as an ERP. They'll have maybe a CRM in place to help them on the sales side. And these are kind of the systems, the technology that they're leveraging. How does Knomatic go far beyond those kind of fundamental basic bits of technology to operate a business?

Steve Harter:

What we've been able to do, I think very well is because of this Lego and database management and being able to tie into systems, the first question we're going to ask a customer is what is your worst problem? And we got our 25 and five is what we call it. For $25,000 we'll fix your worst problems and it's going to cost you $5,000 a month for us to come in and fix what you need to fix. We probably have 10 different modules that we offer that are customizable to trucking, inventory management, distribution repair and maintenance, roadside rentals. So we've got a lot of different problems we've solved for different people and we've built 'em into modules. So if we go into your company and say, you have these kind of issues, we're able to go in and say, okay, you've got four databases. We had a 30 billion, 20 billion company, sorry, I don't want to, that hired us and we came in and helped them with their roadside repair. They had all kinds of mobile workforce management. The dispatch system was a mess.

The calls weren't being filled, they didn't know where their trucks were. So we went in and were able to fix all of that for them in a series of probably that one probably took us four to six months. Normally we can fix problems in two to three months. And if they would've gone to Indian programming with an Accenture or somebody like that, because this is a big company that tends to use big time consultants, this would've been a multimillion dollar project multiple years. What we were able to do was pull all what they already had and then build our systems around the good systems they already had. So that's what kind of makes us difference. We're probably as much consultants with great IP as we are a software company. I mean kind of like you, Jamie, I mean you can help people the same way we help people with their problems. You're able to identify their problems and you're able to solve their problems. That's what we do. We just use our IP to do so. That's I think what makes us special. One of my partners 30 40 year veteran, I've known him since Arthur Anderson days. He was with me in some of my consolidations. He's written books on integration of businesses. His name's Ed Kle. He's forgotten more about how to integrate a business than most people will ever know in their lifetime. So we've got people who really understand the business integration, the parts trucking, all these different pieces.

Jamie Irvine:

Steve, if there's one thing you just want people to remember from our conversation today, what's that one thing?

Steve Harter:

I think no matter what you want to do with your business, whether you want to maintain it for your family or your positioning to sell it to a consolidator long term, you got to get the system thing right and you've got to go through the integration process. You've got to go through the digitalization process in order to maximize the value of your business, whether it's for your family or whether it's for your potential buyer of the business. It's just going to be such a part of business. That's why it's my focus today, several of my family members who have been on the ground helping build business over the years or the people that you would deal with in Knomatic, I believe it's the next big thing. I mean, we talk about big data. We can talk about AI, we can talk about machine learning, we can talk about predictive maintenance.

We've dealt with all these things. We know all about these things. We can do scrapes on the internet. So a lot of different things that we can help you with. But the biggest takeaway, hopefully somebody gets from this conversation with me is business is moving forward. You got to move forward with it, and the more efficient you are, the more profitable you're going to be and the more attractive you are either for your children to stay and run it and easier for your children to stay and run it or attracting a buyer for the business.

Jamie Irvine:

You've been listening to The Heavy Duty Parts Report. I'm your host, Jamie Irvin, and we've been speaking with Steve Harter, owner at Knomatic. Steve and I have prepared a special offer for you. If you are interested in learning how systems and technology could help your heavy-duty business, we've prepared a quick survey that you can take and we will generate from that survey some recommendations to help you improve your heavy-duty business. To take that survey, go over to heavydutypartsreport.com/systems. That's heavydutypartsreport.com/systems, and that will take you right through to the survey. You take the survey and we're going to generate some recommendations from your responses and show you some ways that Steve and his company will be able to help you improve your heavy duty business, bring systems to your business in a new way, and differentiate your business in a way that your competitors will have a difficult time following. So again, head over to heavydutypartsreport.com/systems. Steve, thank you so much for being on the show.

Steve Harter:

Thank you, Jamie, and the website will be updated here in the next couple of weeks.

Jamie Irvine:

What a great interview with Steve Harter. I hope you took some benefit from listening to his advice and his perspective. This is a real business titan. Again, somebody who has taken eight companies public, has generated billions of dollars in results and has started over 20 companies that are privately held. This is an individual who really knows what he's talking about. It's now time for us to move on to our final segment of this episode called That's Not Heavy Duty. In this episode of That's Not Heavy Duty. I wanted to tell you a story of a time that I was working for a company. This was in between when I had owned my previous company and then I was working back in heavy-duty and it was prior to me starting the podcast and the consulting business that we now currently own and operate. And what I observed was really the lack of systems and the full impact of it.

And that's definitely not heavy-duty. To do something repetitively, to be unhappy with the results and then to complain about those results, but then not do anything proactively to try to fix the problem. That is, what do some people say that the definition of insanity is doing the same thing over and over again and expecting different results? So let me lay out the scenario for you. I had come to an annual meeting and all the different branch managers and salespeople had come and the area manager was there and we were discussing various challenges that each individual location was having. The area manager brought up warranties and there was an issue with processing warranties efficiently. We were losing money, we weren't getting them back to our suppliers fast enough. There was just some challenges and issues around how we as individual branches were handling our warranties.

And so we discussed it and some recommendations were made about how we might improve it. Fast forward another year, we're back at our annual meeting and we're discussing issues and the subject of warranties comes up again. And it was almost like we were having an exact replica of the conversation we'd had the year before. It was like deja vu. It was just a Groundhogs Day, right? It was just the exact same problems, issues. And I raised my hand and I suggested that we develop some systems that would help guide the way that we process warranties at every location to standardize it and to try to make some improvement, at least to establish a baseline where from there we could engage in continuous improvement. Now, remember, I was a student of Michael E. Gerber. I had interviewed him on my previous podcast called Build A Better Business.

I had a lot of experience in my own company that I had built and sold between 2009 and 2016, and I was just trying to bring this experience that I had forward because I knew that this would solve the problem. Now, the response that I got from an individual, and I won't tell you who that individual was or what even their position was because I don't want to give away who it was, but one individual in that room basically made the comment that we were too busy and didn't have time to develop those systems, that we should just fix the problem. And I found that to be the almost like crazy talk because this has been two years now in a row that we've been having this problem and we needed to fix it. And if we were to stop and just take a few minutes to think about how to do it step by step by step, we could generate an SOP, a standard operating procedure.

We could send it out to all the branches and those branches could then all be doing it in the same way. We could analyze the results and then we could make some small improvements as time went on. In my mind, this was just a common sense way to solve the problem. But in this individual's mind, they were so focused on doing their day-to-day job that they chaffed under the idea of stopping and working on the business. In other words, they were so in the business, they couldn't find time or perspective that would allow them to work on the business. Now, as a business owner, if you want your business to succeed, you have to get out of this cycle of always working in the business, always being reactive. That's not heavy-duty. The heavy-duty way is to work on your business. Now, how do you do that?

Well, you can do that with standard operating procedures. You can do that with technology. Like Steve in our interview this week mentioned, there's various ways for you to accomplish that. But the point is, is that it's really important for you to take that step back, to step out of the business and to buy out time to work on the business consistently. That requires a level of discipline because let's face it, the urgent things never stop. But systemization of your business is important and it becomes urgent if you fail to do it because it can actually lead to the demise of your entire business. So in my opinion, this is one of the most important episodes we've ever done because it really gets to the heart of how to successfully build a great business. And as you know, our why at The Heavy Duty Parts Report is to help heavy-duty people thrive.

And we don't just want the people to thrive, we want the businesses they work for to thrive. We want the industry to thrive. Why? Because this industry takes care of society at large. And so really at the end of the day, there's not a lot that's more important than that in our professional lives. So if you are operating a heavy-duty business, whether you own it or you're in the leadership of it, or you're even in middle management, even if you're an employee, you can start developing systems to help you be more efficient, more productive, to create more predictable results, and that is only going to help you to thrive in your career and for you to play your part in contributing to this amazing industry that supports society. Thank you so much for listening to this episode. I genuinely appreciate your ongoing support. If you haven't already, head over to heavydutypartsreport.com.

Hit the follow button and sign up to our weekly email. We send you one email a week to let you about new content. Also, head over to YouTube and if you like the video version of our show, hit that subscribe and follow button. If you listen to it on the podcast player of your choice, hit the follow button for free. And if it gives you the option, give us a five star rating and review. This helps us with reach. Thank you again for your ongoing support, and as always, I want to encourage you to Be Heavy Duty.