Hiring For Good Website: https://www.hiringforgood.net/
About Blazer Industries Inc: Blazer Industries, Inc. is a privately held, family-owned and operated modular building manufacturing company. Blazer has grown steadily to become a trusted leader and innovator in the modular building industry.
Blazer Industries Inc Website: https://blazerind.com/
Paetra Orueta’s LinkedIn: https://www.linkedin.com/in/paetra-orueta-320253249/
Kendra Cox’s Linkedin: https://www.linkedin.com/in/kendra-cox-a72ab2281/
Podcast on Apple Podcast: https://podcasts.apple.com/us/podcast/hiring-for-good-podcast/id1725208602
Tanis Morris: Director of Business Development at Acumen Executive Search Email: tanis@acumenexecutivesearch.com
Suzanne Hanifin: President at Acumen Executive Search Email: suzanne@acumenexecutivesearch.com
Acumen Executive Search Website: https://www.acumenexecutivesearch.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