The Allied Advisors Podcast

Episode SummaryMost operators run the shop floor as a disciplined, measurable system and treat the sales pipeline as a black box. Bill Bell spent his career proving they are the same thing. A million dollar deal dies at month nine and the only explanation anyone offers is "the customer went a different direction." That answer is not a diagnosis. It is nothing.In this episode, Bill walks through how he took stage-gate thinking off the production line and applied it to complex industrial sales, why a stalled deal is a diagnosis rather than a dead end, and how mid-market manufacturers can stop pouring engineering capacity into custom orders that quietly lose money. If you came up through operations and the commercial side feels like guesswork, this one is for you.About the GuestBill Bell is a partner and fractional Chief Revenue Officer at Chief Outsiders, with more than 20 years of CEO and senior executive experience across the automotive, industrial engineering, and technology sectors. His career includes leadership roles at Durr Group, Leadec Corporation, and Dunes Point Capital, plus executive education at the University of Michigan's Ross School of Business. As president and CEO of Leadec, he grew the top line by more than 80% in 24 months while substantially improving the bottom line. Today he partners with mid-market manufacturers and industrial companies to build the commercial infrastructure they need to drive consistent double-digit growth.What We Cover(02:00) The origin story: how watching a welding station failure on the shop floor reframed a lost million dollar deal(05:00) Why the right question is not "what's wrong with the deal" but "where in our process did the deal get stuck"(07:00) Start on a whiteboard, not in a CRM. Run a 90 day Monday morning review before you automate anything(09:00) Sales as a manufacturing process: you do not get a perfect widget on the first run(10:00) Going to the gemba in sales means windshield time with your reps, not solving it from the conference room(12:30) The qualification problem, and the 80% top-line growth that came mostly from tightening the front end(14:00) The four criteria that separate a real project from sales scrap(19:00) The CEO learning curve: getting your ego out of the room when you are not the smartest person in it(22:00) Why accountability for execution is what separates great CEOs from the rest(23:00) Customization as an absence of commercial discipline, and the three questions that fix itKey TakeawaysA stalled deal is diagnostic. One stuck deal is noise. A hundred deals stuck in the same stage is a pattern. Consistent deaths at the budgetary quote point to an estimating problem. Deaths at technical validation point to a sales enablement gap.Understand the process before you buy software. Build the stage gates by hand, review every deal for 90 days, and find the patterns first. Then buy a CRM to automate a process you actually understand.Sales time is money, and unqualified deals are scrap. Selling without generating volume is the commercial equivalent of producing scrap on the line.Qualify against four criteria. A real project needs all four:A compelling event forcing a decision (capacity constraint, regulatory deadline, platform launch)Access to the economic buyer who owns the problem, not just a technical evaluatorA solution that genuinely solves the problem (if you cannot, say so and refer them, building credibility for next time)A champion with a personal reason to want the winThe CEO's job is to build more leaders. Stop trying to be the smartest person in every room. Ask better questions, demand clarity, let your functional experts own the decisions, then hold them accountable for executing what was agreed.Customization is not a value prop, it is often missing discipline. Push every custom request through a technical qualification gate with three questions:Can this be built from our standard platform, or does it require genuine custom engineering?If custom, what is the realistic hour and lead time impact, and is the customer being told that truthfully upfront?Is the margin acceptable once real engineering hours land, or are we about to take an order that loses money?"Leaving revenue on the table" is a myth when you say no. Every custom order that eats disproportionate engineering capacity is an order you cannot take from a better-fit customer. You are already leaving revenue on the table. You just cannot see it.Quotable Moments"When you think about sales, it's nothing more than a manufacturing process. Instead of manufacturing a widget, you're manufacturing a sale.""The right question is, where in our process did the deal get stuck, and try and figure out what the pattern is.""If you're selling but you're not generating volume, you're creating scrap.""The hardest discipline is really just to take your ego and put it in a drawer.""My job as a leader is to build more leaders. If I get hit by a car, I wanna have seven other people in the room that can take my job.""The discipline isn't about saying no to customization. It's about pricing it honestly and scoping it before you commit."ConnectReach out to Bill Bell at Chief Outsiders to talk through what is stalling growth in your own manufacturing business.LinkedIn: https://www.linkedin.com/in/williambellsr/Subscribe to The Allied Advisors Podcast for more conversations built for mid-market manufacturers looking to scale operations and improve the bottom line.Connect with Justin Goethe and Allied Advisors to learn how the FCIM methodology drives measurable operational results.LinkedIn: https://www.linkedin.com/in/justin-goethe-35b85a16/

What if the single biggest lever for unlocking capacity on your shop floor isn't a new piece of equipment, a new ERP system, or a costly consultant — it's a discipline most mid-market manufacturers have never even considered hiring for?In this episode of the Allied Advisors Podcast, Justin sits down with Dr. Thorsten Wuest, full professor of mechanical engineering and founding program director of the brand-new Industrial Engineering program at the University of South Carolina's Molinaroli College of Engineering and Computing. Dr. Wuest arrived in Columbia in August 2024 with a mandate that would make most academics sweat: build a world-class IE program from scratch in a single semester. In one year, the program grew from 19 students to 66 — with another 30–40% growth projected — because, as it turns out, industrial engineering is the single most requested major from South Carolina employers that USC wasn't offering.Dr. Wuest is also the founding director of USC's new Center for Industry Solutions, designed to close the gap between academic research and real-world manufacturing — with a particular focus on giving mid-market companies access to the kind of engineering talent that only the Fortune 500 could previously afford. His advisory board already includes the CTO of Scout Motors, the head of engineering from Mercedes-Benz, and representation from Siemens. He has been named one of SME's 20 Most Influential Professors in Smart Manufacturing and has authored over 180 peer-reviewed articles.This is a conversation Justin has been wanting to have for a long time, and it delivers.What We Cover in This EpisodeThe IE talent gap hiding in plain sight. Industrial engineering is the most-requested major from South Carolina employers — yet most high school students have never heard of it. Dr. Wuest breaks down why IE remains a "hidden major" and what USC is doing to change that, including a strategic partnership with Glimpse to better educate school advisors across the state.The ROI of a single industrial engineer. Justin shares a story you'll want to write down: one client increased production output by 80% using nothing more than a Process FMEA (PFEP) and some combines — a strictly industrial engineering project that drove millions in additional monthly revenue. Dr. Wuest echoes this with his own firsthand example: just one hour walking a mid-sized manufacturer's shop floor surfaced improvement opportunities that would pay back in weeks, not years. The savings don't stop at throughput — better routing and layout also reduce forklift crossings, lower accident risk, and can even reduce insurance premiums over time.Why your operations team will never solve this problem. You don't ask your shift supervisors how the process standards are coming along — you ask them how many parts came off the line. Justin and Dr. Wuest dig into why improvement work will always fall to the bottom of the pile unless you dedicate a resource to it, and why that resource pays for itself fast when given the right support and direction.Change management is the real barrier. Mid-market hesitancy around hiring industrial engineers often isn't really about the salary — it's about what an IE's recommendations actually require: organizational change. Dr. Wuest and Justin discuss why proactive change (on your timeline, with your resources) is almost always cheaper and less painful than reactive change forced by a crisis.How to start small: co-ops, capstones, and student consulting. Not ready for a full-time IE hire? Dr. Wuest makes the case for starting with a co-op or a structured student consulting project through the Center for Industry Solutions. These aren't ordinary class projects — they're interdisciplinary teams of competitively selected, paid students from IE, supply chain, and finance, supervised by professional staff and faculty, executing semester-long engagements run like real consulting engagements. Manufacturers get consulting-grade deliverables at a fraction of the cost. Students get real shop floor experience — and employers get an extended job interview with their best future candidates. The onboarding cost savings alone may justify the engagement.USC's Center for Industry Solutions: a new front door for manufacturers. Dr. Wuest walks through the three pillars of the Center — workforce readiness, talent retention, and industry-university connectivity — and explains how it functions as a matchmaking service for the whole breadth of what the Molinaroli College has to offer, from student consulting projects to full-scale applied research partnerships. He also details how the Center is working to dramatically reduce the legal friction that typically slows university-industry collaboration to a crawl.AI in engineering education: use it wisely, or pay for it later. Dr. Wuest has spent the last 10–15 years in machine learning research, so this isn't a surface-level conversation. He and Justin explore USC's proactive, transparency-first AI policy, the risk of students outsourcing their critical thinking before they've ever developed it, and why the analogy holds: if you never work as a junior coder, you can never become a senior one. The best use of AI — as Justin puts it — is as an "efficiency multiplier" for professionals who already have the foundational knowledge to evaluate and direct its output. You can't get there without doing the hard work first.Retaining talent in the Palmetto State. South Carolina's $3,000 internship incentive is a start, but the real retention play is giving students meaningful, challenging work with employers who treat them as intellectual contributors — not just cheap labor. Dr. Wuest lays out the chicken-and-egg dynamic driving engineering talent out of the Southeast, why that is beginning to reverse, and what Scout Motors' move toward Charlotte signals about the region's trajectory.Key TakeawaysIndustrial engineering is the most-requested major from South Carolina employers — and one of the highest-ROI hires a mid-market manufacturer can make.A dedicated IE resource is the only way to ensure process improvement actually becomes someone's first priority.One hour of structured shop floor observation can surface savings that pay back in weeks.Co-ops and student consulting through USC's Center for Industry Solutions offer a low-risk, high-value on-ramp for manufacturers who aren't ready for a full-time hire.AI is a powerful efficiency multiplier — but only for professionals who have already done the hard work of developing foundational expertise.The Southeast's talent retention problem is solvable, but it requires proactive investment from both universities and employers.About Our GuestDr. Thorsten Wuest is a full professor of mechanical engineering and the founding program director of the Industrial Engineering program at the University of South Carolina's Molinaroli College of Engineering and Computing. He is also the founding director of USC's Center for Industry Solutions. Dr. Wuest is one of SME's 20 Most Influential Professors in Smart Manufacturing and the author of over 180 peer-reviewed articles. His research sits at the intersection of smart manufacturing, machine learning, and industrial AI.📧 Contact Dr. Wuest: [email protected] 🌐 Center for Industry Solutions: [sc.edu — search "Center for Industry Solutions"]Connect with the Allied Advisors PodcastIf you're a mid-market manufacturer looking to scale operations and improve your bottom line, this show was built for you. Subscribe wherever you listen to podcasts, and if this episode resonated, share it with an operations leader who's been putting off that first industrial engineering hire.

Episode SummaryMost mid-market manufacturers don't have a quality problem — they have an acceptance problem. Justin sits down with George Pesansky, a 30-year continuous improvement veteran who has trained 10,000+ professionals across six continents, to unpack the formula behind sustained performance: Success = Quality × Acceptance. George shares why airline kiosks won and self-checkout lost, how to spot the hidden "leaks" draining your operation, and why your shop floor superhero may be your biggest liability.About the GuestGeorge Pesansky is a Six Sigma Master Black Belt and the author of Super Performance (Fast Company Press, 2025). He's the creator of the Deliberate Improvement Framework, a Forbes Coaches Council member, and founder of MyBlendedLearning.com. Over three decades, he has trained 10,000+ professionals in Lean Six Sigma and World Class Manufacturing across six continents.Key TakeawaysSuccess = Quality × Acceptance Companies drown in quality and crater on acceptance. The Excel spreadsheet that worked yesterday and the veteran who's run things for 20 years are exactly what blocks buy-in for change.Stop Filling the Cup. Fix the Leaks. Every mid-market manufacturer has superheroes who swoop in at 3 a.m. to patch problems. That's filling the cup. Growth comes from following those superheroes, identifying every leak, and asking what system would have prevented it.Speedboats Beat Battleships Big organizations can't admit failure — careers are staked on it. Small and mid-size companies can pivot, learn from mistakes, and run circles around battleships. Failure isn't the enemy. Failing to learn from failure is.Flip Training: Why → What → How Most compliance training is 80% how and almost no why. George's Learning Marketing System inverts it: lead with why it matters, define the benefit, then teach the how.Resources & LinksBook: Super Performance by George Pesansky (Fast Company Press, 2025)https://www.amazon.com/Superperformance-Strategies-Potential-Yourself-Organization/dp/1639081356/ref=sr_1_1?crid=34ROZ53EW043Y&dib=eyJ2IjoiMSJ9.3VrjOBXXPCVi2Ru3ptNufQ.yLC6BIUJrsX4rDIOS0yVuNo2clhBiNZUlnXWcFGfZTo&dib_tag=se&keywords=Super+Performance+George+Pesansky&qid=1777574631&sbo=RZvfv%2F%2FHxDF%2BO5021pAnSA%3D%3D&sprefix=super+performance+george+pesansky%2Caps%2C212&sr=8-1Featured article: https://www.fastcompany.com/91521452/the-ai-success-equation-we-are-getting-wrongTraining: MyBlendedLearning.comLinkedIn: https://www.linkedin.com/in/deliberateimprovement/Mentioned: Light Forge Works (Braydon McCormick episode), prior episode with Winfred RocksteinerConnect With Allied AdvisorsHave a question or want to talk about scaling your operation? Justin would love to hear from you.Email: [email protected]: alliedadvisors.ioSubscribe: Apple Podcasts, Spotify, YouTube

Most manufacturers are great at building things. Far fewer are great at understanding whether those things are actually making them money — and that gap is costing them more than they realize.In this episode, Justin sits down with Allen Engstrom, Managing Director of CFO Network, to break down the financial realities that every mid-market manufacturer needs to understand. With over two decades of experience — including a stint at Intel, where he helped oversee a 60-person team managing a $60 billion data storage market strategy — Allen has seen firsthand what separates manufacturers who thrive from those quietly taking on water.They get into the cash flow mismatch that makes manufacturing uniquely brutal, the single metric Allen looks at first when he walks into a business, and why "we'll make it back next quarter" is a mindset that can sink a company. If you've ever wondered whether your financials are telling you the full story, this one's for you.What you'll learn in this episode:Why manufacturing cash flow is so uniquely challenging — and what Allen saw firsthand at Intel committing a billion dollars to build a factory for products that didn't exist yetThe difference between gross margin and Return on Invested Capital (ROIC) — and why ROIC is the number Allen looks at firstHow to benchmark your business against industry peers to spot whether your margins are competitive or dangerously thinThe "leaky boat" framework: how to identify where money is quietly escaping your operation through poor labor utilization, equipment underperformance, and pricing gapsWhy a 1% improvement in the right place can literally double your cash flowWhat private equity firms are really looking for when they evaluate a manufacturing business — and how to prepare for that culture shiftThe fractional CFO value proposition: why bringing in financial expertise may be the highest-ROI investment you can make in your businessWhy sunk costs are water under the bridge — and how forward-looking financial discipline separates growing companies from struggling onesAbout Allen Engstrom: Allen Engstrom is the Managing Director of CFO Network, where he leverages over two decades of experience to provide world-class outsourced finance and accounting solutions for businesses of all sizes. Holding an MBA from the University of Texas at Austin with a specialization in IT entrepreneurship and finance, Allen blends deep technical knowledge with sharp business acumen. His career includes a significant tenure at Intel Corp, where he served as a program manager overseeing a 60-person team for a $60 billion data storage market strategy and managed M&A transactions totaling over $4 billion. Today, based in North Little Rock, Arkansas, he is known for transforming complex financial data into actionable growth strategies.Connect with Allen: 🔗 https://www.linkedin.com/in/allen-engstrom-4a436/Enjoyed this episode? If this conversation added value, please take a moment to like, subscribe, and share the show. The more mid-market manufacturers we can reach, the more we can help move the needle on the bottom line — which is what The Allied Advisors Podcast is all about.

Episode DescriptionMost manufacturers have experienced the same gut punch: a major improvement project goes beautifully, everyone celebrates, and then six months later you walk back out on the shop floor and it's like it never happened. The problem isn't your people. It isn't your culture. It's the absence of a daily discipline to sustain what you built.In this first-ever solocast, Justin Goethe goes deep on the Daily Leadership Routine (DLR) — the system he has seen transform some of the world's best manufacturing operations and the one he believes is the single biggest difference between companies that sustain gains and those that don't.McKinsey research shows only 30% of organizational transformations fully succeed. VA & Company found that 70–80% of improvement projects fail within 24 months — not because the solutions were wrong, but because there was no system to hold the gains. The Daily Leadership Routine is that system.What You'll LearnWhy lean projects, Six Sigma rollouts, and improvement initiatives fail to stick — and the one thing that changes thatThe 5 pillars of Daily Management and how each one plays a specific role in keeping operations stableHow to structure a 15-minute daily meeting that actually drives decisions (not just status updates)The communication cascade model — from shop floor to executive level — and how to scale it for your organizationWhy process confirmation is a coaching exercise, not an audit (and how to make sure your team feels the difference)The 4 maturity levels of Daily Management and why starting at Level 1 is the right moveThe 6 most common reasons Daily Management fails — and how to avoid every one of themA practical, step-by-step guide to launching DLR at your facility starting this weekKey TakeawaysDaily management is not a meeting — it's a leadership system. It connects leaders to the reality of operations every single day through a structured routine of monitoring, reacting, and improving.Allied's Fractional CI Manager ProgramJustin's Fractional CI Manager (FCIM) program is a 12-month embedded partnership designed to help mid-market manufacturers build the internal capabilities to run continuous improvement on their own. It's not traditional consulting — it's a teach-to-fish model.The program includes:Quarterly on-site value stream mapping workshops (System CIP Cycle)Project A3 development and coachingWeekly roadmap review meetingsDaily management implementation and coachingProblem-solving skill development at all levelsClients have achieved up to 80% increases in output with zero capital expenditure — no new equipment, no major investment. Just better management of existing processes.Resources & LinksWatch the video version (with KPI board visuals) on YouTube: https://youtu.be/4OF-0InH_9oEmail Justin directly with questions: [email protected] more about the Fractional CI Manager Program: https://allied-log.com/fractional-continuous-improvement-manager/Connect with JustinEmail: [email protected]: Allied Group

In this episode of the Allied Advisors Podcast, host Justin Goethe sits down with Christian Smith, a results-driven operations executive, former US Army captain, and Lean Six Sigma black belt. Christian has transformed operations and increased EBITDA for major organizations like Danaher, Target, and Nestlé.Today, we dive deep into the "front door" signals of a struggling manufacturer, the critical difference between person vs. process, and why the "superstar problem solver" might actually be your biggest bottleneck.Key TakeawaysThe First Signal of Trouble: When walking into a new facility, Christian looks for visual waste—people waiting, over-processing to "look busy," or visual management tools (like floor markings) that are completely ignored by the team.Person vs. Process: While leadership often blames "bad people" for poor performance, Christian argues that 99% of the time, the issue is the process. If you give people the right tools, training, and processes, they will succeed.The Danger of Tribal Knowledge: We discuss "Bob"—the superstar machinist who is the only one who knows how to run a critical piece of equipment. Christian explains how this "tribal knowledge" creates massive business risk and why standardizing that knowledge is non-negotiable for scaling.Grace Under Pressure: Christian shares how his military background taught him to maintain calm in high-stress manufacturing environments, reminding us that "nobody is going to die" if a product is 15 minutes late, allowing for more rational, process-driven decisions.The Power of Gemba: Successful leaders don't solve problems in conference rooms. Christian emphasizes the "go-to-gemba" mentality—being on the floor, sitting in the lunchroom, and truly understanding the daily frustrations of the frontline team to drive real change.Featured Guest: Christian SmithChristian is a veteran operations leader specializing in building high-performing teams and driving sustainable growth. Trained through Danaher Business University, he excels at connecting operational discipline with commercial strategy to unlock new growth opportunities.Connect with Christian on LinkedIn: https://www.linkedin.com/in/christianesmith/About Allied AdvisorsWe embed senior operators into mid-market manufacturing and supply chain organizations to unlock throughput, free up cash, and drive EBITDA growth. We focus on Installation over Advice through our Fractional Continuous Improvement Manager (FCIM) program.Are you an "Exhausted COO" tired of firefighting? * Stop the Capital Leakage: Learn about our Proprietary AI Framework for managing procurement exceptions.Synchronize Your Supply Chain: Book a 2-Day Strategic Workshop to optimize your MRP strategy and reduce inventory bloat.Visit us at: www.alliedadvisors.ioEmail us at: [email protected]

Guest: Jay Carney, Co-Founder and President of My Solution Designs Host: The Allied Advisors Podcast Episode SummaryIn this episode, we dive deep into the concept of "Product Wellness" with Jay Carney. While most manufacturers focus on immediate crises, Jay argues that products often suffer from a "slow fade" caused by normalized inefficiencies and hidden operational friction. We explore how traditional "green" metrics—like high aftermarket sales—can actually mask a product that is "getting sick" and how leadership can use AI and direct observation to diagnose these issues before they lead to a "heart attack" for the business.Key Discussion Points1. What is Product Wellness?The Living Organism Analogy: Products should be viewed as living organisms that don't just "die" suddenly but get sick and fade away over time.The Steve Jobs Influence: Most companies fail because they lose focus on the product, treating it as a static entity that will always perform well.The "Blind Spot" Check: Much like a diagnostic blood test for a human, product wellness requires looking at what is missing or misaligned in the "blood work" of the organization.2. The Danger of "Normalized Inefficiency"The Schematic Trap: Jay shares a story from his early career where a technical error in a schematic was "rejected" by engineering, forcing technicians to create permanent, unrecorded workarounds.Institutionalized Tribal Knowledge: When "Joe and Mike" are the only ones who know the workarounds, the product appears healthy until that knowledge walks out the door.The Conformity Study: Over time, teams begin "standing up when the bell rings" (performing workarounds) without knowing why, which adds unseen costs and sucks the life out of the margin.3. How Good Metrics Mask Bad ProductsThe Aftermarket Illusion: High revenue in aftermarket parts can be a red flag. If a specific part is a "repeat offender" for failure, the customer is paying for your design inefficiency.The Warranty Ratio: Public standards (like Caterpillar's 3.5% for heavy equipment) are vital benchmarks. If a company aggressively lowers its warranty ratio to save money, it may actually be destroying customer confidence and future sales.4. Future-Proofing with AICapturing Tribal Knowledge: Organizations can use local AI models to record conversations with senior staff and convert decades of "unwritten" expertise into searchable documentation.RAG (Retrieval-Augmented Generation): Jay explains how AI can "listen" to new knowledge and adapt it into a learning mechanism that is unbiased and lacks ego.Takeaways for LeadershipGo Beyond the Dashboard: Don't just accept a "green" light on a KPI; ask why it's green and what it might be hiding.Watch the "Ballet": Go to the shop floor and observe the flow. Look for hesitations or "stumbles" in the process that indicate a workaround is in place.The Maintenance Connection: If quality slips but materials haven't changed, look at the equipment tolerances. No machine is perfect, and poor maintenance is a leading indicator of product sickness.

Episode SummaryIn this episode, Justin  sits down with Pat Eardley, a seasoned HR expert with over 25 years of experience. They dive into the common "people issues" that prevent mid-market manufacturing firms from scaling, focusing on the gap between creating policy and actually holding teams accountable. Pat shares her perspective on why "being clear is kind," how to handle the transition from the shop floor to management, and why the "family culture" model often backfires.Key TakeawaysAccountability is Key: Many firms have a "library of policy" sitting on a credenza but fail to hold people accountable to those standards.The Kindness of Clarity: Managers often avoid conflict because they want to be "the cool manager," but Pat argues that providing clear expectations is the kindest thing a leader can do.Supporting New Supervisors: Moving from coworker to boss is a difficult transition. Companies must provide specific training on how to have hard conversations and manage former peers.Tools Over Blame: Leadership often blames "bad operators" when the real issue is a lack of clear processes, training, or the physical tools needed to do the job effectively.The "Family" Trap: Pat notes that "family" cultures at work often struggle because they blur the lines between professional and personal boundaries.The Discovery Phase: To become an "employer of choice," firms should start by interviewing their own leadership team to find out what is and isn’t working on the floor.Memorable Quotes"If you can't get the people part right, you can't get any of it [right]." — Justin Goethe"Managers are conflict avoidant... because they haven't been taught how to deal well with conflict." — Pat EardleyFeatured Guest: Pat EardleyPat is the founder of Shift HR (founded in 2009). She specializes in streamlining HR strategies and fostering inclusive workplace cultures for small and mid-sized businesses. She is an alumna of Ashford University and a former Director of HR for Benchmark Hospitality.LinkedIn:https://www.linkedin.com/in/pateardley/

In this episode of the Allied Advisors Podcast, Justin Goethe sits down with Braydon McCormick, C-suite operator, serial entrepreneur, and Co-Founder & Managing Director of Light Forge Works, to cut through the noise surrounding artificial intelligence in manufacturing.Rather than dashboards, chatbots, and “AI for AI’s sake,” Braydon brings an operator-first perspective on how AI should actually be deployed inside mid-market and PE-backed organizations — focusing on real bottlenecks, measurable ROI, and execution on the shop floor.This is a grounded, tactical conversation for leaders who want AI to drive margin, throughput, and enterprise value, not just check a buzzword box.🔑 Key Topics CoveredWhy most AI initiatives fail to deliver ROIThe danger of “AI in search of a problem”How AI can connect siloed systems without massive IT projectsReal examples of communication breakdowns in manufacturing operationsUsing AI to shorten RFP cycles and prevent dropped opportunitiesWhy single-purpose AI applications beat large enterprise rolloutsHow AI augments people instead of replacing themThe economics of modern AI-first software developmentCapEx vs. OpEx thinking for custom AI toolsWhat mid-market manufacturers need to know about AI security and data privacyWhere companies get burned by chatbots and poor AI implementations🚨 Common AI Mistakes Braydon Sees in ManufacturingDeploying chatbots that don’t improve revenue, margin, or serviceTrying to “boil the ocean” instead of solving one clear problemIgnoring broken communication flows between sales, engineering, vendors, and the shop floorTreating AI as a replacement for people instead of an accelerantRolling out tools without validation, guardrails, or human oversight💡 Big TakeawayAI delivers value only when it’s tied to a specific business problem. The real power of AI isn’t flashy interfaces — it’s quietly eliminating friction between systems, people, and processes. When done right, AI dramatically compresses cycle times, reduces errors, and allows teams to operate at a higher level without adding headcount.As Braydon puts it: Don’t ask what AI can do. Ask what problem you’re trying to solve — then apply AI surgically.🧠 AI on the Shop Floor (What Actually Works)The conversation dives deep into how AI can:Read drawings and historical data to support faster engineering decisionsAssist with RFP triage and prioritizationReduce handoffs, rework, and miscommunicationAct as a “gatekeeper” that ensures critical steps aren’t missedEnable faster, cleaner execution without massive ERP replacementsRather than enterprise-wide transformations, Braydon advocates for small, high-impact AI applications that deliver fast wins and compound over time.👤 About Today’s GuestBraydon McCormick is a seasoned C-suite operator and serial entrepreneur with over 20 years of experience helping mid-market and PE-backed companies turn advanced technology into real operating results. As Co-Founder & Managing Director of Light Forge Works, Braydon has led companies from zero to exit-ready, built high-margin services businesses, secured FDA approvals, and developed defensible IP through patented innovation.He specializes in AI-first software development, digital transformation, and operational scaling in complex, regulated environments.📬 Connect with Braydon & Light Forge WorksLight Forge Works: https://www.lightforgeworks.comLinkedIn: https://www.linkedin.com/in/dbmcco/

In this episode of the Allied Advisors Podcast, Justin Goethe is joined by Reid Klosowsky and Bill Moroney, co-founders of Freight Think LLC and former senior leaders at Bed Bath & Beyond. Together, they unpack why freight and transportation spend is one of the most misunderstood — and most powerful — levers for improving profitability in today’s supply chains.With decades of experience spanning transportation, vendor management, and retail supply chain operations, Reid and Bill share practical insights on how companies can move beyond averages, silos, and “default decisions” to truly understand the real cost of moving products.🔑 Key Topics CoveredWhy freight data is notoriously messy — and why most companies stop too earlyThe hidden cost of “average-based” freight assumptionsHow product decisions and transportation decisions quietly work against each otherThe danger of premium freight becoming the default instead of the exceptionWhy e-commerce magnifies freight mistakes (and losses) at scaleThe difference between shipping a truck vs. shipping a SKUHow incentive structures drive freight behavior — for better or worseWhere AI is already helping (and where human judgment still matters)Early thoughts on blockchain, visibility, and what actually creates valueWhy companies with thin margins feel freight pain the fastest🚨 Common Freight Mistakes Reid & Bill See All the TimePaying for faster service levels that provide zero real benefitTreating freight as “someone else’s problem” instead of a total landed cost issueMaking sourcing decisions that lower unit cost but raise total supply chain costLetting fear of stockouts justify permanent premium freight behaviorCelebrating sales spikes without realizing they’re losing money per unit💡 Big TakeawayFreight isn’t just a logistics problem — it’s a profitability problem. When companies connect freight data to products, forecasts, service levels, and incentives, they unlock opportunities that directly improve the bottom line. As Bill puts it: a dollar is a dollar — whether it’s freight, inventory, or markdowns.🤖 Freight, AI, and the Road AheadReid and Bill also share a grounded, experience-based perspective on AI in freight and supply chain analytics. While AI can dramatically speed up analysis and surface insights, they emphasize the importance of clean data, context, and human oversight — especially when decisions impact margins at scale.👥 About Today’s GuestsReid Klosowsky is Co-Founder of Freight Think LLC and former VP of Global Transportation & Supply Chain Flow at Bed Bath & Beyond, where he led a $10B transportation network through massive disruption and transformation.Bill Moroney is Co-Founder of Freight Think LLC and former VP of Vendor Management at Bed Bath & Beyond and buybuy BABY, with deep expertise in supplier performance, cost-to-serve models, and profitability optimization.📬 Connect with Freight ThinkWebsite: https://www.freightthink.comLinkedIn: Bill Maroney - https://www.linkedin.com/in/bill-maroney-07b5a61a1/LinkedIn: Reid Klosowsky - https://www.linkedin.com/in/reid-klosowsky-8909831/

Allied Advisors Podcast – Episode: Building World-Class Manufacturing Companies with Steve Cook of LFM CapitalGuest:Steve Cook, Executive Managing Director, LFM CapitalMIT LGO (MBA/MSEE) | Former Dell Plant Manager | Private Equity Operator & Educator🎙️ Episode OverviewIn this powerhouse conversation, Justin sits down with Steve Cook, Executive Managing Director at LFM Capital, a private equity firm uniquely built and led by operators and engineers. Steve shares rare, behind-the-scenes insights on how LFM identifies, acquires, and transforms mid-market manufacturing companies—not through financial engineering, but through people-centric leadership, hands-on operational excellence, and a relentless commitment to long-term value creation.With decades of experience leading industrial businesses, teaching at Harvard Business School, and mentoring future leaders at MIT, Steve brings a refreshing blend of humility, clarity, and practicality to the world of PE-backed manufacturing.If you're a manufacturing leader, business owner, aspiring CEO, or private equity stakeholder, this is a must-listen.🔥 Key Topics Covered1. Why LFM Capital Breaks the Traditional PE MoldLFM is one of the only U.S. private equity firms where an operating partner also runs the firm.True parity between deal partners and operating partners leads to better diligence, alignment, and execution.How LFM avoids the “painted-on operating partner” problem common in the industry.2. What PE Really Looks for in Mid-Market Manufacturing DealsWhy LFM invests in companies with $3–$15M EBITDA and fewer than ~250 employees.How leadership quality, culture, and values matter more than perfect metrics.Why buyers should not pursue “perfect companies”—real value is created where opportunity exists.3. Leadership: The Make-or-Break Factor in Value CreationArrogance is the enemy of leadership—humility is essential.Why effective CEOs must be able to “play the full keyboard”:Shop floor → Board room → Customer meetings.LFM’s CEO Development Program: a 5–7 year rotational system creating cross-functional, hands-on, next-generation executives.4. The First 100 Days After AcquisitionLFM’s collaborative approach: no “one-size-fits-all” playbook.How they co-create an Operational Agenda before closing a deal.Why focusing on just three priorities at a time is essential for smaller companies.5. Implementing Lean in Resource-Constrained EnvironmentsWhy Lean is easier to implement in small companies than large ones.The cultural importance of leadership buy-in—especially from the CEO.Steve’s take on fractional CI leadership, external facilitation, and when companies should backfill with full-time CI talent.6. How LFM Navigates Tough Deals & Upholds ValuesThe Apollo 13 story: how LFM refused to abandon a distressed deal, preserving jobs, paying back lenders, and honoring the seller’s legacy.Why LFM optimizes for a 50-year time horizon, not a 5-year fund cycle.💡 Notable Quotes from Steve Cook“Arrogance is the enemy of leadership.”“At the end of the day, what you’re investing in is the people.”“A great leader has to be able to play the high keys and the low keys.”“Lean works best when the CEO is the one driving it.”🎯 Who Should ListenMid-market manufacturing owners considering an exitCEOs and plant leaders navigating growth or operational challengesPrivate equity operating partne

In this episode of The Allied Advisors Podcast, Justin sits down with Rob Tykal—former President, COO, and VP of Global Operations at organizations like Danaher, GM, Daimler, and Superior Industries—for a deep, practical conversation on supply chain, materials management, and leadership.While the video recording unfortunately cuts out around the 29-minute mark (lesson learned on DSLR limits), the insights captured are pure gold. Rob breaks down why forecast-driven systems consistently fail manufacturers, how consumption-based replenishment actually works in practice, and why great operational leaders must live at the gemba—not just in spreadsheets.From Kanban design levels and safety stock logic to humility in executive leadership, this episode is a masterclass for mid-market manufacturers looking to improve flow, reduce inventory risk, and build sustainable operational cultures.🎧 Full audio is intact, and Rob will be back for a follow-up episode.⏱️ Episode HighlightsWhy all forecasts are wrong—and why companies still rely on themThe grocery store analogy that perfectly explains pull-based replenishmentHow Kanban design levels eliminate the “cut inventory” debateWhy excess inventory and stockouts usually coexistThe real cost of expiration dates, obsolete material, and long lead timesWhat executives must learn to see on the shop floorWhy humility is the most underrated leadership traitHow smaller manufacturers can outperform large enterprises operationallyThe difference between tools, systems, and culture—and why culture wins🧠 Key TakeawaysForecasts are necessary but unreliable—consumption should drive replenishmentProperly designed pull systems self-regulate inventory levelsLeaders must understand materials deeply; intelligence cannot be delegatedInventory problems are rarely downstream issues—they’re leadership issuesSmaller companies have agility advantages if they execute correctly👤 About the GuestRob Tykal is a seasoned operational executive with decades of experience leading global manufacturing organizations. He has held senior leadership roles across automotive, industrial, and life sciences sectors and is widely respected for his ability to pair rigorous lean systems with people-centered leadership. Rob is known not just for improving processes—but for building cultures that sustain them.📌 About the PodcastThe Allied Advisors Podcast is for mid-market manufacturers focused on scaling operations, improving material flow, and driving measurable bottom-line results. Hosted by Justin Goethe, each episode features operators, executives, and investors who’ve been in the trenches—and know what actually works.🔔 Call to ActionIf this episode resonated with you:Follow The Allied Advisors Podcast on your favorite platformShare this episode with a fellow operator or supply-chain leaderReach out to Allied Advisors if you’re ready to rethink inventory, flow, and execution

Show Notes: The Allied Advisors Podcast — ARDA EpisodeGuests:Kyle Henson, Co-Founder & CEO, ARDAUriel Eisen, President & Co-Founder, ARDA (Forbes 30 Under 30)Hosted by: Justin Goethe, Allied AdvisorsEpisode OverviewIn this episode, Justin sits down with two of manufacturing's fastest-rising innovators, Kyle Henson and Uriel Eisen, the founders of ARDA—the software platform redefining Kanban, replenishment, and material flow for modern factories.ARDA recently won Best New Product of the Year at The Assembly Show, and after this conversation, it’s easy to understand why. Kyle and Uriel break down how broken information flow—not labor, not layout, not even equipment—is the root cause behind most operational issues. Their solution: a remarkably simple but powerful way to automate Kanban, eliminate stockouts, and boost throughput using physical cards, dynamic sizing, and AI-driven replenishment.If you’ve ever battled material shortages, overstuffed supermarkets, lost Kanban cards, or ERP systems that promise clarity but deliver chaos—this is the episode for you.What We Cover1. The “Broken Information Flow” Crisis in ManufacturingKyle explains why traditional ERPs and MRP forecasting models consistently fail on the shop floor—and how ARDA tackles the root problem by marrying physical cards with digital intelligence.2. How ARDA Automates the Entire Kanban LifecycleUriel walks through ARDA’s full stack of capabilities:Automated Kanban sizingAI-driven minimum quantity adjustments as throughput changesDigital ordering and scan-triggered replenishmentLost-card detectionFull historical usage trackingIntegration with ERP systems (SAP, NetSuite… AS/400 if you dare)Justin notes the pain of doing this manually with Excel, BarTender, Label Matrix, and disconnected scan systems—and how ARDA replaces all of it in one platform.3. Making Kanban “So Easy, You Want to Do It”A guiding principle in ARDA’s development:“Record keeping should be the happy accident of an otherwise productive process.”By attaching useful actions to the scan itself (ordering, printing, triggering the next step), ARDA increases scan compliance without administrative policing. Incentives create behavior.4. One-Way Kanbans, RFID, and Real-World ChaosJustin shares war stories implementing RFID replenishment:Route runners scanning eight cards at onceLines waiting for RFID lightsInfinite reprintingInventory corruptionThe conclusion: incentives beat instructions. ARDA’s system is built entirely around this idea.5. AI-Driven Dynamic Resizing & Value-Stream ConnectivityPerhaps the most groundbreaking part of ARDA:The system learns which Kanbans relate to each other by analyzing velocity patternsARDA automatically resizes supermarkets when mix or volumes changeIf upstream suppliers also use ARDA, Kanban signals can flow between companiesThe result: true consumption-based pull across the entire supply chain, not just inside one plant.6. Why Sequencing Fails (and Lean Pull Wins)Justin and the ARDA team break down why sequencing—still widely used in automotive—is a ticking time bomb:Scheduling is inherently unstableUpstream disruptions break downstream kitsChaos forces rework, relabeling, and wasteMature lean organizations attack the root causes (leveling attainment, schedule adherence), not the symptoms.7. The Power of Starting SmallThe team emphasizes that most manufacturers freez

Guest: Drew Lawlor, Managing Partner at Global Chain ConsultingHost: Justin Goethe, Founder & President of Allied AdvisorsAudience: Mid-market manufacturers, supply chain leaders, PE operators, CEOs, COOsEpisode Theme: Practical, strategic ways manufacturers can navigate today’s tariff volatility, supply chain complexity, and global risk.⭐ Episode OverviewIn this episode, Justin sits down with longtime friend and supply chain expert Drew Lawlor — a manufacturing transformation leader with deep experience across Glowforge, BorgWarner, Bosch, and dozens of mid-market manufacturing clients through Global Chain Consulting.With tariff volatility, geopolitical tension, and shifting production landscapes, U.S. manufacturers are facing unprecedented pressure. Drew breaks down what he’s seeing in the market, the common mistakes companies make, and the strategic moves strong operators are making today to stay ahead.From dual sourcing to regional diversification, from poor-performing suppliers to the limits of overreacting to every tariff headline — this conversation brings clarity to one of the most chaotic policy environments manufacturers have seen in years.🧭 What You’ll Learn1. How tariff volatility is reshaping manufacturing strategyDrew explains why reacting emotionally or tactically to every tariff announcement is a costly mistake — and why a blended, de-risked approach is emerging as best practice.2. Why supplier strength often outweighs costNot all “expensive” suppliers are bad. Not all low-cost regions are stable. Expertise and consistency still matter more than ever.3. The three types of companies reacting to tariff changesWait-and-see operatorsAggressive over-reactorsStrategic planners…and which category consistently wins.4. Why diversification and dual sourcing are returningNot as a panic move — but as a structured way to buffer risk and build long-term stability.5. What 50+ conversations with manufacturers revealDrew shares patterns emerging across cost-reduction programs, supply chain transfers, and re-shoring decisions.🔍 Key Quotes“It’s probably not wise to overreact and move production every time a tariff pops into the news cycle.”— Drew Lawlor“Sometimes supplier expertise outweighs cost. You may think you’re paying more, but the capability is saving you in other ways.”— Drew Lawlor🏭 Who This Episode Is ForMid-market manufacturing CEOs & COOsPE operating partnersSupply chain & procurement leadersOperations executives navigating production transfersAnyone evaluating China-plus-one or diversification strategy💡 Justin’s TakeawayTariff environments may be chaotic — but your strategy doesn’t have to be. The companies winning right now are the ones who pause, assess, and build balanced, flexible supply chains rather than chasing headlines.🔗 Call to ActionIf your manufacturing operation is evaluating:supplier diversificationnearshoring or reshoringcost-reduction programsproduction transferssupply chain risk strategy…reach out to Allied Advisors. Our Fractional Continuous Improvement Manager (FCIM) program is built to help mid-market manufacturers scale, stabilize, and execute with confidence.Connect with DrewLInkedIn: https://www.linkedin.com/in/andrew-lawlor-a23bbb159/Email: [email protected]

In this episode of The Allied Advisors Podcast, Justin Goethe sits down with Dan Krouse — founder and principal of a leading supply chain analytics consulting firm — to unpack one of the most complex issues facing manufacturers today: tariffs and trade policy.With over 30 years of global supply chain leadership at Hallmark, including time spent in Asia during the early days of China’s industrial rise, Dan brings a rare, seasoned perspective to the table. Together, he and Justin explore:How shifting tariff policies and geopolitical tensions are reshaping global tradeWhy mid-market manufacturers must treat tariff strategy as an operational issue, not just a financial onePractical ways to build supply chain resilience — from diversification and scenario planning to dual-sourcing and design-for-tariff thinkingThe hidden importance of keeping tariff strategy a C-suite conversationDan also breaks down how leaders can assess their organization’s maturity level when managing tariff risk and what steps they can take in the next 30–90 days to strengthen their competitive position.Whether you’re a CEO, supply chain executive, or manufacturing leader, this episode will help you navigate the uncertainty of global trade — and uncover opportunities hidden within it.Follow DanLinkedIn - https://www.linkedin.com/in/dan-krouse/Website - http://www.supplychainalytics.ai/Book an Appointment - https://api.connectionconverter.com/widget/bookings/dan-krouseEmail - [email protected]

Episode SummaryIn this episode of The Allied Advisors Podcast, I sit down with Chad Bareither, Founder and Principal of Bareither Consulting Group and author of The Improve Less Improvement System. Chad and I dive deep into what it really takes for mid-market manufacturers to transform their operations — not through tools or slogans, but by leading with principles, discipline, and culture.Chad shares how his background in the U.S. Army introduced him to process improvement and how that foundation shaped his approach to helping mid-market manufacturers scale sustainably. We talk about the realities of driving change in 300–500-person organizations, why leadership commitment is the single biggest differentiator in successful transformations, and how principles like standardization, accountability, and Kaizen remain the bedrock of continuous improvement.Memorable Quotes “You can’t transform your organization if you’re not willing to transform your own thinking first.” – Chad Bareither“Standards are how we solve problems. Without repetition, you can’t improve.” – Chad Bareither“If you want to be a great manufacturing leader, you’ve got to be with the people — on the floor, not in the office.” – Justin GoetheAbout Chad BreatherChad Bareither is the Founder and Principal of Bareither Group Consulting, where he helps mid-market manufacturers optimize operations, recover lost margins, and build healthier, more sustainable businesses. A certified Lean Six Sigma Green Belt and U.S. Army veteran, Chad brings decades of hands-on experience in process improvement, leadership development, and operational transformation. He’s also the author of The Improve Less Improvement System, a practical guide to making continuous improvement simple, actionable, and effective.Connect with Chad:Website: https://www.bareithergroup.com/LinkedIn: https://www.linkedin.com/in/chadbareither/

Episode OverviewIn this episode, I sit down with Mr. Winfried Rockensteiner, Global Vice President of Logistics for Bosch Powertrain Solutions, to discuss what it takes to lead large-scale transformations in manufacturing. With more than three decades of experience at Bosch, Mr. Rockensteiner shares valuable lessons from guiding global logistics and supply chain operations through digitalization, electrification, and organizational change.While Bosch operates on a global scale, the principles he outlines are directly relevant to mid-market manufacturersthat are striving to modernize operations, strengthen leadership cultures, and prepare their teams for the realities of an AI-driven future.Key Discussion PointsLeading from the Shop Floor: Why real change begins on the shop floor, not in the conference room, and how leaders can build credibility by staying visible and engaged.Making Change Stick: The importance of defining a clear purpose for transformation, communicating it clearly, and sustaining engagement over time.Culture Over Systems: Why successful transformation is less about IT systems and more about cultural evolution and employee enthusiasm.AI and the Future of Work: Mr. Rockensteiner’s perspective on how AI will reshape supply chain roles, leadership, and organizational competencies in the coming years.Lessons for Mid-Market Manufacturers: How smaller firms can use agility, collaboration, and peer benchmarking to accelerate transformation without large-scale resources.Memorable Quotes“You don’t lead change from an office. Get out on the shop floor, see what’s really happening, and lead from there.”“Transformation isn’t a project; it’s a cultural journey that takes years, not months.”“Sincerity is universal. If your people see you mean it, they’ll follow you.”“AI won’t just change our tools; it will redefine leadership, competence, and how organizations create value.”“The most successful teams have flat hierarchies. The manager becomes a coach who enables others to perform.”Why You Should ListenIf you’re an operations leader, plant manager, or executive in a mid-market manufacturing company, this episode will resonate deeply. Mr. Rockensteiner offers actionable insight into how to sustain momentum, engage teams, and navigate technological transformation without losing sight of what matters most: people and culture.Connect with Mr. RockensteinerYou can connect with Mr. Rockensteiner on LinkedIn to follow his insights on logistics, leadership, and manufacturing transformation.LinkedIn: https://www.linkedin.com/in/winfried-rockensteiner-11329043/ Email: [email protected]

AI isn’t here to replace your team—it’s here to amplify them. In this episode, Justin Goethe sits down with Larry Collett, founder of Larry Collett Consulting Group and Automation Captain, to cut through the hype and show how mid-market manufacturers can get real value from AI right now.Larry shares how to start small by automating repetitive, rules-based workflows—like order admin or reporting—while keeping a human in the loop for oversight. He explains why process clarity is more important than tools (“never skip paper”), how to use prompts effectively, and why AI should augment your expertise rather than replace it.The conversation highlights where AI delivers immediate wins (debugging, data analysis, forecasting) and where it risks slowing you down if used outside your domain knowledge. Most importantly, Larry emphasizes that the goal isn’t headcount reduction—it’s about giving people better tools so they can shift energy to higher-value work.**Connect with Larry:**LinkedIn: https://www.linkedin.com/in/lcollett/Website: http://www.LarryCollett.com**Resource:** Download Larry’s **Automation Impact Matrix** here:https://docs.google.com/spreadsheets/d/1xsTTy-Duqap9Bxj46ttLWVolAlxIhb0ZUlS5mNplN4w/edit?gid=0#gid=0**Memorable Quotes**"Garbage in, garbage out. What you put into a GPT is what you’ll get out of it.""Never skip paper. If you miss a step on paper, you’ll miss it in your automation.""Use AI to remove the 80% repetitive work so your team can focus on the 20% high-impact priorities.""Always keep a human in the loop—AI is powerful, but oversight makes it trustworthy."

In this episode of The Allied Advisors Podcast, Justin Goethe sits down with Meg Lanza, Head of Technology at BSH, to explore what it really takes to lead teams through continuous improvement. Drawing from her 20+ years at Bosch and now in home appliances, Meg shares practical insights on:How leaders can align projects with customer needs and strategyWhy accountability and follow-up are non-negotiable for sustaining progressBalancing day-to-day operations with improvement work without burning teams outThe importance of hiring for mindset and passion over technical expertiseBuilding effective daily leadership routines and using KPI trees to drive claritySwarming problems with urgency and standardizing problem-solving approachesWhether you’re a mid-market manufacturer or a leader looking to strengthen your lean journey, Meg’s perspective offers both hard-earned lessons and actionable advice to help you drive sustainable results.Check out Meg on LInkedIn @https://www.linkedin.com/in/meglanza/

In this episode of The Allied Advisors Podcast, I sit down with Blair Dorneanu to explore the challenges mid-market manufacturers face when trying to build a culture rooted in standards and continuous improvement. Blair shares her approach to lean conversion training, why cultural buy-in is just as important as process tools, and the key actions leaders must take to make their lean initiatives truly stick.LinkedInhttps://www.linkedin.com/in/blair-dorneanu-35b58943/[email protected]

In this episode of The Allied Advisors Podcast, I sit down with Vincent Nelson, Sales Executive at UNEX Manufacturing, to explore how smart storage solutions transform the way manufacturers handle material. Vincent shares how UNEX products not only maximize storage efficiency but also present materials in ways that improve ergonomics, reduce strain, and enhance overall associate productivity. If you’re looking for practical strategies to streamline your warehouse operations while supporting the health and performance of your workforce, this conversation is packed with insights you won’t want to miss.LinkedIn - https://www.linkedin.com/in/vincent-nelson1/Website - www.unex.comEmail - [email protected]

In this episode of The Allied Advisors Podcast, Chris Mennona, Global Supply Chain Manager for AESC, shares how he applies lean principles to optimize supply chain planning on a global scale. Chris also offers his perspective on the current tariff landscape and how manufacturers can adapt to stay competitive. Whether you’re managing a complex supply chain or looking for ways to reduce risk and waste, this conversation is packed with practical insights you can put to work right away.LinkedInhttps://www.linkedin.com/in/christophermennona?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app