Watch this episode to hear a candid, behind-the-scenes look at what it really takes to transition a family business to the next generation, complete with hard-earned lessons on leadership, humility, and navigating change. Paetra Orueta and Kendra Cox share how they successfully stepped into ownership without a roadmap, leading through uncertainty while protecting culture, caring for their people, and evolving the business for the future.
There’s no clear path, and there’s no right personality or skill set to lead a business. You have to be flexible, work hard, and truly love the company and the people you work with.
Suzanne Hanifin: President at Acumen Executive Search. LinkedIn: https://www.linkedin.com/in/suzannehanifin/
Tanis Morris: Director of Business Development at Acumen Executive Search. LinkedIn: https://www.linkedin.com/in/tanis-morris-75a113266/
Paetra Orueta’s LinkedIn: https://www.linkedin.com/in/paetra-orueta-320253249/
Kendra Cox’s Linkedin: https://www.linkedin.com/in/kendra-cox-a72ab2281/
Acumen Executive Search Website: https://www.acumenexecutivesearch.com/
Blazer Industries Inc Website: https://blazerind.com/
Hiring for Good Transcript
well hello I am Suzanne Hanifin Acumen Executive Search and I’m here
0:05 with my lovely co-host Tanis Morris good morning and as you know hiring for
0:10 good is a podcast on leadership and lessons learned and today we are so
0:15 excited to have the leaders of Blazer Industries with us Petra and Kendra and
0:22 just to kind of give you a little background they are second generation and Blazers actually Blazer
0:30 actually started way back in 76 and um fantastic story of finding a
0:38 need filling that need and then really evolving and pivoting and just to let
0:45 everybody know it’s construction but in modular homes um as you drive down the
0:51 freeway and stop at the rest stop it’s the the rest stops you know the the
0:58 potty area and um and and all this evolution and
1:04 growth and moving from Silverton to Aumsville which now in Stayton and so small
1:10 smaller towns and so I’m excited to really hear your journey how the
1:17 transition worked and to share a little bit about each of your backgrounds and I’m not sure Petra do you want to start
1:25 okay well thanks for having us um where should I start
1:30 yeah well let me ask you this there’s actually three siblings yes and you all
1:35 have been involved in the organization for a long time what are your roles today and how has it
1:44 evolved well could start from the beginning we’ve been part of the company since day one just counting nuts and
1:51 bolts um sweeping floors cleaning bathrooms we’ve done a little bit of everything um growing up
1:59 as kids and then uh into adulthood we started just started working so we’ve uh worked
2:06 through a variety of departments throughout the company and learned as we’ve gone if you don’t mind I I would
2:14 love to hear just a little bit more about exactly the the you know type of work that you’re doing now and just
2:20 maybe a little bit more information about the evolution of the company um since you’ve been there from day one do
2:26 you mind just saying a few words about that well our Grandpa owned a portable
2:32 toilet company and our dad started working with him um who was his
2:38 father-in-law and through a series of events started building portable
2:44 commercial restrooms and evolved into building offices and classrooms and here we are
2:51 now building a combination of commercial buildings and residential buildings okay
2:57 thank you and and this is in the prefab construction world and they’ve actually
3:02 and I’ll do a little brag for for you all um for PSU you did the three-story
3:09 Green Building which again has energy certifications and and so it’s oh you so
3:17 you’re doing a lot of different types of work now correct I mean and I love their
3:23 custom prefab homes modular homes I think it’s pretty amazing so yeah we
3:29 build small single-wide office trailers that can be moved from job site to job
3:34 site and about 10 15 years ago we built a full High School two-story High School
3:41 stem School in Redmond yeah we’ve built a multip multip multiple custom homes
3:47 built up to three-story multi fam wow buildings yeah all prefab all prefab
3:55 interesting yeah that’s a really fascinating uh space right now there’s so much movement I I’ve um I I’m very
4:03 interested to hear we can talk off mic it’s a tricky business I’m sure we’ll talk more about
4:10 what we’ve been through as we’ve taken over the company from our parents it’s
4:15 it’s more than just Legos that’s for sure yeah well let’s dive into that give
4:21 us some of those those learnings you know because again
4:26 it’s not just transferring from founder or or parent to children like I said
4:32 there’s three children and there’s ego there’s there’s the complexity of family
4:40 in of itself yeah let’s turn it over to you to
4:45 tell us more about that construction in general is is a challenge uh the Pacific
4:51 Northwest is known for having very stringent building codes and energy
4:56 codes so what may have been a simple building 20 years ago is not so simple
5:03 now every building has to go through energy analysis and um has to be highly
5:10 insulated and that raises cost and complexity so we’ve been dealing with
5:17 that for for a long time um as far as family a family run
5:24 business what do you have to say about that it’s hard it’s very difficult I would say but also fun yeah and there’s
5:31 just a different feeling of um I I mean ownership is one thing but it it’s just
5:37 it’s part of who you are when you’re raised in a family business you actually it’s hard to get away from well I was
5:43 ask you that I mean here are the holidays how do you sit down and have
5:49 dinner when everybody’s involved in the business do you talk about business or is that off the
5:55 table we don’t when we’re together I wouldn’t say we get together a lot outside the business mostly because we
6:01 all have our adult families and and they’re growing and growing so it’s harder to get everybody together um at
6:08 any given time and people live out of state and um just have different things
6:14 that they need to do so it’s never been a problem for us to be together outside of the
6:20 company and we’re all different we have different interests and like Petra said we’ve got our families that are doing
6:27 their things um it it’s hard to work under a microscope
6:34 sometimes everything we do is watched and judged probably um but we have
6:42 finally started pushing back a little bit on that because there’s always going to be drama and disagreement in a
6:49 workplace whether you’re related or not and it’s okay to disagree as long as
6:56 we’re working hard and working through our issues when you say so I have a couple of questions so first um you had
7:03 mentioned you know from the time you were small children you were intimately involved in the business so my first
7:09 question is when you grow up in a family that is running a company do you feel
7:15 like for the majority of your life you always knew this was something you would
7:20 step into to leadership and run and did you both always feel that way or I would
7:27 speaking for myself I did not feel that way I don’t know that I actually thought about it either way though it just it
7:34 was there I never thought oh hey I want to take part of this company you just
7:39 did and you know then as adults it becomes
7:45 more um somewhere you want to be versus planning for it in our case anyway I
7:51 wouldn’t say that we um were groomed to take over the company or there was no plan for next
7:59 generation we just all just worked and including our parents you just didn’t
8:04 really look that far forward um which is a detriment we feel as second generation
8:10 to not have planned right ahead and and then what about you did you have the
8:16 same experience or did you similar I always was interested in working in the
8:21 company and running the company but we really didn’t like Peter said we didn’t have a plan so we have really up until
8:30 the past few years we had no idea if we would have the opportunity to really
8:37 take the reins of the company and and then I’m sorry I will finish the second I’ll do the second part of my question
8:43 which was you had so growing up then with kind of this it sounds like the
8:49 whole family was very intimately involved with the organization um you even kind of alluded to that when you
8:55 said that um you feel sometimes like every decision you make is being really
9:03 carefully overseen that sounds like is that is that your the is that your parents or is
9:10 that kind of everyone in the whole family watching it it more has to do with our employees and people we work
9:17 with are watching oh because you’re the new leaders is that right okay and when
9:23 did the transition occur or is it still kind of in process it really started in 20 well we
9:31 started working on it in 2020 maybe even before then um and officially in 2021 is when we transitioned okay and and let’s
9:39 talk about that transition because we as we were sitting down and talking we’re
9:45 seeing a lot of transitions today and you said something that kind of
9:50 surprised me that there was no plan how how did it occur and what
9:56 happened well we’re all getting older the the three siblings
10:02 and we could see that there needed to be some some pretty major changes within
10:07 the company just culturally part of that had to do with growth um and it’s just a
10:13 different we have a different workforce than we had in the beginning um and the
10:19 markets uh have changed quite a bit and aging as we are aging we need to figure
10:25 out hey we need to either do something more here or we need to move on on uh and again I’m speaking for myself here
10:33 um so you can’t you can you can see that
10:38 there needs to be a lot of change and and working within the company for so long it was just time and kind of
10:44 spinning wheels after you know after some time of not being able to really affect change and so it was a
10:50 conversation that we had as a family a family of five about what we’re all going to do is
10:57 there a place for us in the company and if so what what happens to our parents you
11:03 know where did they go um and so it took us I don’t even know how long we worked
11:08 on this a year we we had a consultant working with us to help us communicate
11:15 as a family and work through the issues and make decisions on what we would do
11:20 moving forward and I lived in Washington at the time so I got a call or an email
11:26 from Petra saying you need to come back so so I came back once a week for a year
11:34 we were having family meetings to discuss what we would do and it was really hard for our parents to step back
11:42 from working full-time from having full control from not
11:47 knowing what we would do um we had to make some promises to them and we’ve
11:54 abided by our promises and also what they would do with their life I mean that’s been their life livelihood for
12:00 nearly 50 years and now what and you can definitely we felt for them on that you
12:06 know on that level and so structurally where are your parents it are they
12:11 they’re still involved on the advisory board are they involved in the day to day no but they’re there they’re so
12:19 that if we have questions uh they both still have an office fact we’ve moved them together into a single office now
12:25 they take a valuable real estate um they they are still around and for that we we
12:33 do appreciate the that we can just turn around and ask a question if we have a question or uh we have to be careful
12:39 about what we ask because then I’ll dive too deep in but um but we respect all
12:45 that they’ve built and all that they’ve gone through and all the experiences that they’ve had that maybe we didn’t
12:51 you know weren’t able to participate in at the time and they have a lot of knowledge and wisdom you can say and
12:59 when you were kind of trying to figure out um the organizational map of New
13:05 leadership between the three siblings how did you how did you make your decisions like who does what how you
13:12 know now that that can get us into what you’re doing now I guess for for the organization and and where your brother
13:18 fits in and all that we drew straws really we we really we’ve we’ve
13:24 got different skill sets and so we talked over how we wanted want to do
13:30 that and just made a a decision between the three of us and also knowing that we
13:35 can change our minds if if you know maybe we hire somebody to a certain
13:41 position or maybe we shift so ultimately we committed to running the company
13:48 together but also separating our responsibilities so that we’re not overlapping and not causing confusion
13:56 within the company which we still do sometimes yeah but our original goal was to to cause as least uh the least amount
14:03 of disruption as possible to our employees to our clients and to ourselves I mean it’s
14:09 it’s a lot to to make that change especially when they were used to one person being in charge of everything for
14:16 so long um but the three of us have been immersed even if I if I’ve been gone
14:22 more than the two of you um we know our clients we know our employees our
14:28 suppliers so it wasn’t as if we were just coming from nowhere we really continued doing what we were already
14:34 doing mhm yeah and you alluded that your
14:39 father and and the the early parts of the organization has has a strong
14:45 culture and I’d like to kind of dive into that because you are in a small town that I believe you’re one of the
14:52 largest employers in that town and and it is tone at the top and
14:59 keeping that culture alive but yet evolving how was that transition and you
15:05 made promises what were some of the promises you made to your parents some of it had to do with staffing keeping
15:12 certain people um not making major changes immediately least uh they wanted
15:19 us to keep the current leadership group in place which we did we were making
15:25 we’re now making changes but I think it was the right it it was a worthy promise
15:32 to make to to keep the continuity in the company and work through how we were going to run the
15:40 company manage it and that goes back to culture to your point we want people to feel safe and uh we want to offer
15:46 stability and so if you come in and just immediately start making changes that’s uh not a good thing to do
15:53 to your your team and we have 150 employees and that’s a lot of families to care about and uh we take that
16:01 seriously yeah and it sounds like uh even if you’re trying to cause as little
16:06 disruption as possible when you came into leadership was a very transitional
16:13 time with kind of very everything else so um you know do you care to discuss
16:20 some of the changes that you or the pivots that you had to make just kind of because of um the way the world had
16:28 changed yeah it’s hard I’ve forgotten a lot of what we’ve gone through you kind of put
16:33 that out of your out of the way I mean HR is a big I that was a big part of it
16:38 just um continuously changing and communicating uh figuring out how to
16:45 navigate that world of um just we’re we’re very much role followers in our
16:50 company too so we followed all the you know requirements very closely um but that affects staffing and we were able
16:57 to keep everybody there was a lot of turnover in new employees but our our
17:03 tenured staff they all stayed they followed the rules nobody died under our watch so
17:09 we were very happy with that um and even outbreaks were minimal and uh just
17:14 keeping people safe was our top priority but to do that we had to make some sacrifices and part of that is the work
17:21 that you take on you can take on less because you have to spread out um then dealing with the supply chain challenges
17:28 which and those were really really hard for us to deal with and the changes in pricing and um so between the supply
17:36 chain and and staffing um it was a lot to navigate and I would say it was very
17:41 very difficult on everybody it’s all hands on deck and and I kind of missed out most of
17:48 that because I wasn’t there at that time but um at after the pandemic our market
17:55 changed and that’s one of the that’s the pivot that we have had to make aside from different um employment issues that
18:03 we were dealing with and so we we were primarily building a lot of classrooms
18:09 and a lot lots of classrooms in the summer very busy summers not so busy winters and that the portable classroom
18:16 business really dried up but we were lucky enough that we had embraced the
18:22 demand for residential and we had started really quoting and slowly
18:29 building residential and that has actually filled the void for the classroom business and um not only are
18:36 we not building smaller classrooms we’re actually building a lot of large classroom complexes which we prefer to
18:43 build anyway so um we were just sort of lucky
18:48 and willing to put the work into pivoting our product line at the same time and we have the team in place to
18:55 handle that type of work because over the years we’ve done such a broad work iety of of work that it was not a
19:02 difficult pivot other than the residential the residential work we’ve done in the past has been very high-end
19:07 and um has taken it hasn’t fit well with commercial uh and the residential work
19:14 we’re doing now is a I wouldn’t say it’s low-end but it’s a lower end than we were doing before so it’s a better mix um it
19:21 fits in better with with our other work and are you and and this is maybe just
19:26 an Oregon um question question but with the governor and the you know infilling
19:33 and housing housing housing are you able to capitalize on that yes we applied for
19:40 and won a large grant from the state of Oregon to develop a house a product line
19:46 for housing that ultimately to build more housing for Oregon that’s fantastic
19:51 congratulations we were just saying that a year ago we were writing the proposal
19:56 we were just underwater trying to get the proposal
20:02 written and then I went and took vacation so she was working on it and I came back and we scrambled to get it
20:09 done and then in January we won mhm wow congratulations again another huge pivot
20:17 and and it sounds like you know again when you look at individuals we all come
20:23 with our ego and our own stuff mmhm
20:29 but it sounds like you two really do work together and make decisions
20:34 together how does then bringing that third sibling in is he part of all this
20:41 decision making also we have a lot of work to do in that regard it’s difficult
20:48 you first of all we have our day-to-day jobs uh we also have ownership issues that we need to work through and deal
20:54 with and to be honest we haven’t taken the time needed uh that can always wait
21:00 you think um but it’s always hanging over our heads that we have more to more to do in that realm it’s hard we’re not
21:08 the best communicators in our family she and I can work very seamlessly U most of the time we talk
21:15 enough about what’s needed for the business that we have a good sense for where
21:23 she’s going where she might have concerns where I might have concerns I tend to push pretty fast she tends to
21:33 not pull back but she’s more I don’t know how do you say it I like to go fast
21:39 she likes to go slower yeah and it’s a good balance so we recognize that and we
21:45 can help pull each other toward the middle and how do you what what
21:50 leadership responsibilities do you each take on do you I mean do have you stratifyed or do you all kind of do the
21:56 same stuff you know what no we’ve really split things up I’m president so I take
22:02 on more of the business side um and I’m Business Development so I’m really
22:07 focusing on bringing in developing the new product lines and further developing
22:13 our old product lines for what we think we’re going to be building in the future well in addition we’ve always been a
22:20 little bit of a secret our company just that’s our business model we’re a wholesale Builder so we haven’t needed
22:27 to Market or uh we’ve been blessed with a small group of clients that do the
22:33 marketing and the selling and they come to us but I would say over the last 10 15 years that’s changed and we need
22:40 we’ve we’ve realized that we need to actually be more forward facing and let
22:46 people know that we exist and it’s not only be because of the work that comes in but but because of employees you know
22:52 if they don’t know we’re there we’re not going to draw them so you part of Kendra’s role big part of
22:59 it is to outreach to be part of the community go to events that we don’t
23:06 always have time for um meet with people uh in the community and broadly go to
23:13 podcasts go to we’re on our dis it’s it’s yeah yeah well I’m I was
23:23 going to start to kind of ask some of our um more traditional questions but if we have more specific related to the
23:29 transition we can I have one last one and that is again kind of looking at
23:34 lessons learned if you are to give advice to uh somebody who’s looking to
23:40 transfer to their children what advice would you give them oh we have a lot you have time um start
23:49 early for one and plan for it whether you’re going to do it or not and that’s really what we want to get to for
23:56 generation three is there’s so much that needs done and it
24:02 doesn’t hurt to start early even if they decide or you m mutually decide to not
24:08 have them be part of the business there’s so much they can learn that can benefit them in whatever route they take
24:15 and so it doesn’t hurt to start teaching them how to read Financial reports how to be in meetings together and
24:22 communicate um just learn about giving and our culture in general our business
24:28 culture culture so start start young start early and
24:33 plan for it one way or another mmhm and so generation three are they being groomed
24:39 currently whether they know it or not we have some plans for them we’re manipulating from behind the scenes I
24:46 think we’re we’re mainly having long conversations our kids are all adults so we can sit and talk about what they want
24:55 for their life and and what we might be able to offer them in the business um we
25:01 don’t want to pressure them into doing something that they don’t want I think
25:07 also what we’ve learned by observing other second-generation owners and what
25:14 we’ve experienced is there’s no clear path and there’s no right personality or
25:20 skill set to manage a business you have to be flexible and willing to work hard
25:27 and have a dose of humility and fear is good and um you have to love the company
25:35 and the people that you work with absolutely that’s very wise yeah yeah
25:42 and so going back what Tanis was talking about kind of our core questions and
25:47 that’s probably a good segue of building teams so when you’re looking
25:52 forward what do you look for when you build teams and again you have a lot of
25:58 legacy employees h..how how do you go about that I would say one thing that we
26:05
had talked about a for years is we want to make sure that we’re hiring people
26:10 that feel fill the gaps we don’t claim to know everything
26:17 um nor do we try and our personalities like we’ve talked a little bit about the
26:23 personality in our family we’re not the best communicators we’ve sort of been we’ve grown up in the company so we
26:29 don’t have as much outside experience as we would like we’re probably not the
26:34 most emotionally intelligent family not that we’re not dramatic but um there are
26:41 just other skill sets that we’re never going to have and that we have to hire for yeah I’d say humility is a big one
26:49 it’s you know somebody that’s you talk about ego I mean having less of an ego is very nice it’s hard to find to be
26:56 honest um you people that are trustworthy and and honest is something
27:02 that we look for yeah and when I talked about ego it’s I think in this country
27:09 it’s what we do is how we see who we are and it’s really hard for like the
27:15 parents to say okay now who am I if I’m giving this up and that’s a interesting
27:23 dynamic coming together as a family and so um
27:29 yes yeah it it’s very very challenging well and our parents sometimes maybe see
27:34 us as kids as their kids and well you were like this when you were a teenager so right we’re not going to let you
27:41 forget that and so sometimes and and we siblings we get hung up on the
27:46 experiences we had growing up and it’s hard to move past that sometimes well you talked about like emotional
27:53 intelligence but I I think in some ways just I’m part of of a family with a
27:59 family business and um I have you know multiple siblings and you know sometimes
28:07 um I will behave in ways to my siblings that I would never behave to or even to
28:13 my parents I’m ashamed to admit this to everyone but you know I would never like yell at someone in the workplace but I
28:21 might yell at my brother or you know um or my you
28:26 know somebody body else in my family and um and so in some ways I
28:33 think it’s really incumbent on you to seek out ways to develop some of those
28:38 skills because you haven’t had to you know if which or at least in my family I
28:44 don’t know that that’s like a big um you know we weren’t actively working
28:51 on our EQ um in internally and oddly enough it’s one of the things that
28:56 people love about our as well that we’re not stiff we we do make
29:03 mistakes I I would say we don’t have big egos partially because that’s not the
29:08 way we were raised um and and so I think people feel
29:14 that we’re authentic even visitors will comment that our entire company feels
29:19 comfortable and authentic they can tell that we like who we work with and that
29:26 they most of the time seem to like us as well well that’s really interesting because I I was my
29:33 next question I was going to ask you is kind of about like your personally held
29:38 values and so I would say probably you know humility authenticity those are things you’ve both referenced now um
29:45 multiple times if you could identify you know maybe each one of you
29:51 probably has your own personally held values and now that you’re you know stepped into see your leadership in your
30:00 organization how do you you know how do you operationalize to the company the
30:07 values that that you closely hold I guess we can start with Petra oh
30:13 that’s the hard that’s the hard question values is such a hard um topic because there are so many values and then you
30:20 try to whittle them down to one or two words um but I would say the same thing
30:25 just people that are honest you you really want that throughout your company
30:32 um you want people that care about each other and I feel like those have really come through especially caring we have
30:38 it’s amazing the people that work with us and how much they care for each other so even though I might not have much of
30:44 a relationship with them personally because I’m not working with them every day the their team amongst their team
30:50 they’re they’re very close and they um it’s fun to watch those relationships
30:55 flourish and and just the different dynamics of people that might not normally be friends so you
31:03 operationalize the the values of the like through building teams like through
31:08 hiring people that kind of embody those values that’s what it sounds like and then what’s your
31:14 approach I I like to have a service mindset we’re all working together for a
31:21 common cause and and we should support one another and be able to pitch in so
31:26 it is important to us that we work really hard along with our colleagues
31:33 and um just support one another we we should
31:41 have I want people to come to Blazer when they visit and when they work to feel good that they’re there we don’t
31:46 all love working every day but you should feel safe when when you’re there
31:52 and welcome and then feel good about going home to your family well I’d say
31:58 you’re a Dream Team you know we have one like you’re you’re building the organization you know values wise and
32:05 you’re embodying it you know it seems like a great fit absolutely so one
32:10 question we love to ask which is the wisdom that you’ve learned and looking
32:16 back what advice would you give your 20-year-old self or what advice would
32:22 you give your children on the Next Generation I think to some extent
32:27 especially for for for girls and women is um keep that fierce attitude and
32:34 don’t let people get you down um don’t get caught up in the drama it’s easy
32:42 that’s easy for me to do or it has been in the past and at some point I just had to say okay no more of this we just need
32:49 to move forward so I think just building confidence moving on well and your two
32:56 women in a very male d dominated industry do you think that’s beneficial
33:01 or something that you’ve had to overcome both we had to overcome it at
33:09 first I mean going to Industry events for example we were two of the only women there uh for many years and now
33:16 it’s it’s fun to watch more and more women enter the field in all different
33:21 um realms and even within our company I would say it’s really grown and become
33:27 more acceptable as sad as that is to say but it’s just more normal now and that
33:33 is nice yeah so I’m not letting you off the hook Petra what what advice would you
33:38 give your 20-year-old um probably to start earlier start learning earlier and
33:44 start really thinking about what I want and you know what I can offer um not just maybe
33:51 to the company that I’m in but in general and I think for me I didn’t
33:57 necessarily have the confidence to just speak up or jump in or participate early
34:02 on uh you just kind of got used or I got used to just going about my my daily job
34:08 and not really thinking not forward thinking I guess you could say and so there’s a lot of lost time so I I I
34:15 would say participate earlier or at least think about what you want
34:20 earlier yeah that’s great advice and then um the last question that we ask
34:26 our guests is what hiring for good means to to you so um you know I don’t want to
34:33 pick on you twice in a row you know whoever wants to start can jump in and just tell us it’s definitely a very
34:40 important part of being in business it it’s amazing the difference it makes to
34:45 hire good people um good people thrive around good people and the toxicity
34:52 toxicity of one bad person and bad’s the wrong term to use but negative person
34:57 can just can cause so much um can wreak so much havoc and so you can’t always
35:04 pick them right every time but you can ship away at it for sure and do your best to to hire good people I think
35:11 ultimately finding a win-win agreement with the person that you’re bringing in and also from the very
35:18 beginning um reiterating our values we’re not opposed to evolving to
35:24 something better but it’s especially when you’re hiring somebody with a really high skill set
35:30 with lots of um in in experience they’re
35:36 going to come in with their own set of values even if they’re closely aligned to us we really have to spend the time
35:43 talking about who are we why do we do this where do you
35:49 fit and sort of work our way through that boy I love that and and I need to
35:57 say congratulations to the two of you because what a success story to work
36:04 through a transition that did not sound very planned out but really thrive in
36:11 that and and go with new market you know the complexity of the changing market
36:16 and pivoting and I just want to say thank you so much for sharing your wisdom with us today yes thanks it’s
36:23 such a pleasure we um will be posting uh some of your information and information
36:30 about your company on our um episode page and um it’s just been truly an
36:35 honor to get to have this conversation with you yeah and check out Blazer Industries it it’s it that you all for
36:44 being here in Oregon for so long have an amazing story and I can’t wait to
36:49 interview you again five 10 years down when we have everything figured
36:55 out all right so thank you so much thanks thanks thanks for joining us
37:01 today at hiring for good if you inspired by our conversation don’t forget to like follow And subscribe wherever you get
37:07 your podcast and if you want to learn more about our Executive Search Services check us out at www hiring forg good.net
37:15 or our company website Acumen executive Search thanks so much and don’t forget
37:21 to join us next time for another in-depth conversation about transformational leadership until then
37:26 have fun