The Power of Data in Real World Industries

Rob Collie: Hello again, Justin. How are you today?

Justin Mannhardt: I am well, Rob. How are you?

Rob Collie: I mean, I'm asking you that like I haven't talked to you today.

Justin Mannhardt: We've talked a bunch today about many topics.

Rob Collie: But how are you doing right now versus three minutes ago?

Justin Mannhardt: Well, right now, I'm doing great. You and I had a meeting just before this session and I was able to cram some food in, which you got to witness.

Rob Collie: I saw some quesadilla flying.

Justin Mannhardt: My body was in desperate need of caloric intake, so we're feeling really good actually right now.

Rob Collie: All right, well fantastic. So I was thinking we would talk about kind of a theme that started to emerge during our episode that we did around the manufacturing industry and this idea that there's this pretty sharp divide between companies that work in the digital plane and the communication plane only, versus those that have a core component of their business that intersects with the real physical world. And obviously manufacturing is a very prominent example of this, but agriculture is another, mining, construction. We have a lot of customers in this cluster.

I grew up in a construction family and then took 15 years off from the real world, let's call it 20, between college. I studied philosophy, math and computer science, which is pretty much not the real world, and then went to Microsoft for the better part of 15 years, and so to come back out into the real world, the day that I saw my book being printed, oh, this is so cool. I was actually there as it's coming off the assembly line and being cut and trimmed and glued and everything. I was just amazed at the machinery that assembled that book. I have found with our business, with the analytics and everything, that the real world, those physically involved real world industries are just so fascinating and so gratifying to work with data and we thought maybe we'd do a [inaudible 00:01:57] session episode about the intersection of data analytics in the real world.

Justin Mannhardt: Obviously every company, regardless of what they do to make money or to provide some sort of value to the world, can benefit from better analytics, can benefit from better data, all these things. But there's something, maybe it's just a bit nostalgic just because of our background, most of my career prior to BI Consulting was in manufacturing type organizations where you could walk out onto the floor and you could see it all going on and there's people and there's an energy and there's a lot of problem solving that just happens with a few people standing around some material, a piece of equipment or just trying to figure out how to get something from point A to point B.

It's a lot of fun to work with those types of companies because in my experience, for whatever reason, I'm not trying to say this is not true in other types of companies, but for whatever reason, it just feels like there's a natural energy around solving business problems, first and foremost. We need to figure out how to optimize making the things that we're making, doing it more efficiently, more cost-effectively, whatever, as opposed to we're trying to solve some sort of technically oriented flow of data or something like that. It's like, hey, I have this business problem, I think data could help me with that, right? It's just cool.

Rob Collie: Yeah, it's an unintentional pun, an unintentional metaphor, but they're grounded. When you are grounded in the physical world with the operations of your company, not that you can't wander off course, you absolutely can, right? That's just to your point, but it's just constantly bringing you back to Earth. There is a place that we can even see where the rubber meets the road. Whereas at Microsoft, I used to say on one hand, at Microsoft, our business was more complex than the physical world because there's no end to the number of moving parts that you can put into a software system. The number of moving parts in Microsoft Excel, it's like billions. You can never build a machine with billions of parts. It would never work. But that's like the R&D side of Microsoft. That's not Microsoft's operations. Microsoft's operations are incredibly simple by comparison. There's no physical product to move. Software doesn't even ship in a cardboard box anymore, it used to. And so when you switch to that operational side, it doesn't have anything resembling the complexity of a construction or a mining or a manufacturing company.

Justin Mannhardt: I can't remember where I heard this, I carry it with me all the time is, many data initiatives fail because they focus on the data they have as opposed to the data they need. So if you're a data practitioner and you are in one of these real world companies, if you haven't done so, I implore you, go be in the physical world where the work gets done.

An example from my experience, this was a big learning moment for me, I used to work for a company that leased compressors to people that were pulling natural gas out of the ground, and so the compressor unit is important in that process for a lot of reasons. So I was managing the fleet of assets, and so I'm a data person, so I'm looking at how much these things cost to build, how fast we can build them, where are the old ones, where are the new ones? And so I'm doing all these, optimizing the numbers type thinking. Then you talk to the field supervisor, Justin, you can't position me with all these types of units because here, come out. And so I went out on site with this person one day. It's like, see, the hookups are different and the way where we need to place it is different from where we would place it. And so I have to have the one that's configured like this sometimes.

And so I realized I'm actually missing a category of data that I need to be more effective for them. And so it got us thinking about, well, how do I get more information that's more precise, and you learn those types of things when you go out into the real world, even in manufacturing companies, they're like, oh, we'd like to understand our efficiency of XYZ. We're like, oh, well, we need to put something out in the real world that captures that for us and integrates with what's happening.

Rob Collie: I'm going to ask you a difficult question that might in the end be unfair and torturous, but hey, I'm the host, you're the co-host. You knew the risks.

Justin Mannhardt: Did I sign something?

Rob Collie: I think you did. I think it's implicit. Hey, Luke, did he sign something? Oh, Luke says yes. Look at that. What do you know?

Justin Mannhardt: Other duties as a sign.

Rob Collie: So in some sense, what you're saying is go out and meet your stakeholders. Harkening back to the Scott Sewell episode. Go out and meet your public. Now, that's good advice, regardless of industry. The torturous question I wanted to pose to you is do you think that in these real world, physical world businesses that it's even more crucial to go meet your public, or is it that because there is a real world component, the chances that you'll learn something are higher because you don't have to be told that you could just see it in some cases. Is the value and the information and the inspiration more apparent because it's a physical business, or is it more important in a physical business? Or is this just good advice and forget it, it has nothing to do with the physical world.

Justin Mannhardt: Boy, that is torturous.

Rob Collie: Yeah, I'm going to go get a snack.

Justin Mannhardt: Yeah, yeah. The cop-out is, well, it's just good advice in general, of course. Meeting with your stakeholders, having empathy for them, understanding their situation more clearly, that's obviously important. But I do believe there's sort of an extra importance to understanding what they are doing in the physical world, like what are the constraints and limitations? Because it's too easy to be stuck behind the desk, so to speak, and the data makes sense. When you try and apply what the data says in the real world, there's either factors that aren't represented in the data or there's assumptions that are flawed. And so especially if you're trying to help these companies that make things or pull things out of the ground, or if you're trying to help them be more effective, more efficient, they can't exceed the physical constraints that they're working with. They can't exceed the limitations of the current data collection. Not only might you learn something, but you might identify a way to innovate in the process.

Rob Collie: If you happen to work in a physical real world business, you have the opportunity to go witness in person viscerally what's going on. You know the old saying, a picture's worth a thousand words. If you're walking around a job site or a manufacturing floor, you're not just getting one picture, you're getting a picture per second as you're moving around. You're absorbing all kinds of information that could never be given to you verbally. You have the opportunity to see it, to witness it, maybe even, heck, to hear it. Who knows how much of that is going to be relevant to you in the future in ways that you wouldn't even expect that any description would leave out. If someone had just described to me at the place where the books were being assembled, I would've missed that there was a spiral staircase in the conveyor belt that helped the glue cool. No one would think to describe that. That might be interesting. That made a visceral impression on me.

And when you think about it, human beings, we are biologically wired to make our way around the real world. We were not designed to be cyber creatures stalking the internet. If you have this opportunity, don't waste it.

Justin Mannhardt: Oh my gosh. The company I worked with prior to P3, it was a printing operation, so we manufactured signage and materials you would see primarily in retail locations, gas stations, quick serve restaurants, big box stores, and the like. One of the main things we would do is when big box store is going to put on their holiday season sale, there's all kinds of stuff in the store, signs everywhere, promotions, cutouts of Mark Wahlberg promoting some new thing.

Rob Collie: Who doesn't have a cutout of Mark Wahlberg?

Justin Mannhardt: Exactly. So what needs to happen is we need to make all of that stuff and we need to kit it together in either boxes or pallets for each individual store that's going to get stuff and make sure the right stuff gets to the right place. And so I managed a team that processed all of the data regarding all of that. Basically who needs what, where does it go? But also the engineering of the packout. What box sizes do we need and what order should things go into the box. And this is never the same thing. It's always like a new engineering problem.

And so people that worked on this team, part of their onboarding and continuous learning, they would actually go work on the kitting line for a day. The people who use your work product, you experience that and you realize even though theoretically this station has 80 slots on it, but the materials are too big, they can only stage 60 on them at a time, so we have to do a sub-assembly process.

So because you've experienced it yourself and you see the constraints, now you can see around the corners better when you're working with the information and the data that you're trying to serve the end user with. And so I think it's really important. If you're a leader at one of these organizations, I would say if you don't have some sort of process where the people that work in the office, so to speak, where they're not rotating out onto the floor, that's something you absolutely should be doing. Obviously, safety first, but the more you can expose people to that, the better.

Rob Collie: Absolutely. The opportunity to witness this stuff, just so much information that you will just sponge up without even really knowing it and it will be relevant later, even if it doesn't lead to some brand new inspiration, it'll flavor something, like, oh, I heard you saying we should do XYZ, but based on what I saw, we're going to twist it a little bit because I know what you really mean, but I would've interpreted it differently.

That's probably the bigger category, actually. Although the brand new clean sheet inspiration also is a non-zero thing and the introduction I gave to the manufacturing episode, it's like every single thing that you see around you, wherever you are right now, everything you see is either made or grown or built. So much of our collective attention seems to be focused on these digital brands, companies that get talked about the most in the world, Microsoft, Facebook, Meta, Google, Alphabet, Silicon Valley grabs an outsized chunk of the news and Mindshare, but we all live in this other world, and it's kind of funny that the virtual companies are the ones that are grabbing the headlines when they're all kind of about a whole version of the world that's artificial.

Justin Mannhardt: Yeah, that's true, especially with the AI hype. A lot of the focus is on digitally native companies. You don't think of, if you pick just a random agricultural brand, you would not naturally think like, oh, they're probably doing cool stuff with analytics and AI. You wouldn't naturally associate the two, but that's happening. They are doing cool stuff.

Rob Collie: It's kind of like, if some sort of extraterrestrial anthropologist visited Earth and sampled the news for a little while, or heaven forbid, they tuned into LinkedIn for a little bit, they would come to the conclusion that this was a species, the human race, that was hell-bent on escaping everything to do with its physical world origins. And at the same time those same people that are all talking about the digital and virtual world all the time, okay, you live in the Southern US, why don't you try out having your air conditioner not work today?

Justin Mannhardt: Right.

Rob Collie: Very quickly, right back to Earth. These are the companies that ultimately matter. This is the world that matters, the one that you live in, that keeps you alive, all of these companies that keeps you sheltered. Why have we allowed our attention and sort of the prestige to be so distracted away from the things that matter? It's really kind of backwards.

Justin Mannhardt: It's a, can I say phenomena in a way. Everything is pulling the human being into the digital world, which is VR and being on social media and being on the internet.

Rob Collie: I think it's a distorted sense of celebrity because it turns out that the profit margins on successful digital businesses...

Justin Mannhardt: They're insane.

Rob Collie: You can also start and stop them and they die before anyone even sees them. We're all witnessing the small restaurants that open around us and then close. There's a physical real world presence to them, so you see them come and go. But you don't see the thousand digital startups that fail for every one that makes it. I read a long time ago, and this was really disheartening to read, it's always been more profitable to trade the commodity than to produce it. Okay, first of all, that's probably true, and it's not some ethical thing. It's just the way that the world ends up working. It's beyond our control. We wish it weren't that way though because who kept you alive? The person who grew the food or the person who traded the commodity. They both play a role, but I know which one's more important to me. I can't eat a futures contract. And so it sort of, to me, seems like a corollary to all of that, and I know that, guess what, we, our company, well, we work in the digital plane.

Justin Mannhardt: Absolutely. Remote company. Yeah.

Rob Collie: Remote company, and we're ultimately helping people produce software in the form of power BI and things like that to run their businesses. In some sense we're like, oh, we're guilty of this. We've fallen prey to the digital siren song. But the fact that we're using it directly, one level removed, we're using it directly engaged with the real world, professional services firm with lots of people, that's not the high profit margin like a software company experiences. We need to shift the needle socially back to these are good places to be.

Justin Mannhardt: Great places to be.

Rob Collie: Humanity needs this stuff. We should recalibrate our sense of celebrity. My favorite band, Primus, has a song called Hats Off. Hats off to those that string the beads together and keep the ducks in line, the quote, unquote, unsung heroes. And it also happens to be a place where, perhaps paradoxically, the world of data analytics and the emerging world of AI probably has more value to bring because of the complexities of the real world and the leverage that's inherent in that. If you're dealing with real materials and real fuel and there's just instantaneously more leverage to be had by being more efficient, more targeted.

Justin Mannhardt: Yeah. In our society, it's like a couple problems that are different stages. There's the problem of the next generation not being interested in things like trades or maybe an over indexing of people wanting to go into tech and thinking that means, oh, I got to go work for a tech company.

Rob Collie: Isn't there a song that's out right now that's like, get yourself a finance guy.

Justin Mannhardt: I know that finance bro is a thing. I don't know the reference.

Rob Collie: Oh, Luke, can you help us out here?

Justin Mannhardt: Yeah, Luke, come on, man, be on the show.

Rob Collie: This is the other version of this, right? It's not just the software world, the digital world, right? All that. Then there's the finance world. All the places that are sexiest to work are the ones that produce tremendous personal wealth for a handful of individuals, while the rest of the world goes and makes all of that possible.

Justin Mannhardt: If you're into tech, be very open to the idea that you don't need to go work for a tech company because the companies we're talking about in our little session here, they also need the tech. They need the innovation, just like any other type of company. I enjoy working with these type of companies, especially as they're just so ripe for it and they want to do better. They know they need to do better. They're not maybe always sure how to get it done, but when they realize, oh, this works here, we can do this, this is possible for us. We're not a tech company, we make steel beams. It's just really gratifying.

Rob Collie: It looks like Luke might be rocking out to whatever this song is. I've never heard it, but my daughter described it.

Luke: Six five, blue eyes. I'm looking for a guy in finance. It's so funny. I shared the link in the chat here. Yeah, it's a TikTok viral song of the summer.

Rob Collie: It is so bad. Oh my god, that is awful. And it's also exactly what I'm talking about. You're hearing it, right?

Justin Mannhardt: I've heard it.

Rob Collie: Okay.

Justin Mannhardt: Horrible.

Rob Collie: This is what I'm talking about. Now, I think she might be lampooning this. I don't know. She seems like she might be aware of how ridiculous this is. This fascination with the leveraged virtual world. Even there when she's talking about how she's looking for man in finance, guess what? She has some physical, real world characteristics she's also looking for. He has to be six foot five inches tall with blue eyes. I think those people exist, but she wants the benefits of that profit margin. But again, this is the wrong obsession. We're physical creatures living in a physical world, and I'm no longer going to fall for this.

Justin Mannhardt: Obviously, we're both nerds in our own right. Tech is cool.

Rob Collie: Blue collar-ish as nerds go.

Justin Mannhardt: Yeah. I mean, how did I wind up being interested in data analytics? It's because, I mean, my first jobs were out on the manufacturing floor, running machines, driving forklifts. I came up that type of path and you see the opportunities and the problems. If you have the data gene, you realize like, oh, information can help us be smarter, work faster. You get into it. It's cool.

Rob Collie: I worked large scale construction labor for two summers in college, and then I worked in the construction management office on site on a huge project as well. I mean, here's an example of data. My foreman sent me, 19-year-old me, to go count how many rooms in this hotel we were building at Disney, still needed door frames ordered. Because he felt like, well, he was the college kid, I can send him to do something like this. So I put down my shovel and I went and I counted, and I came back and I gave him a number. He didn't trust the number, so he went back and counted and came back and said, "I don't know how you did it, Rob, but you came back with a number that was 50 higher than reality. And so you realize, Rob, I would've gone and ordered 50 more door frames than we needed." And he said, "You know, that would've been a career-ender."

My friend who was standing next to me, he was also a college student at the time. He says, "Yeah, but for who, Paul? Not for Rob." It wouldn't have been a career-ender for Rob. But yeah, there's an example, right. Off by 60 and that's thousands of dollars of material that can't be recouped. How did I do that? How the hell did I...

Justin Mannhardt: You must have walked to the same hall twice.

Rob Collie: What are the attach points or the factors that make being effective with data so valuable in these physical real world industries? First of all, there's materials, and we just talked about it. My friend, the foreman, I could have ended his career with my numerical mistake before I was even old enough to drink. That's certainly true in manufacturing. We talked about the material ID and tracking it through the entire manufacturing process or the part ID or whatever. There's transport.

Justin Mannhardt: Under the broad category of efficiency, there's being effective with logistics, the movement of things from here to there, especially when you have operation where maybe you have an offsite warehouse facility or different steps of your process happen in different places, or you're positioning assets in different geographic areas like the logistical efficiency of getting things from here to there on time.

Rob Collie: Sort of like any place where leverage is applied because of the weight of something. Again, like materials. Being accurate in your count of how many door frames you need.

Justin Mannhardt: Well, especially if it's a career-ender to get it wrong, right? Yeah.

Rob Collie: Same thing with transport though, right? Transportation's expensive. Transportation takes time, and if things arrive late or at the wrong location, that takes us to another problem, which is downtime. Lost time because of something physical not being present is a very, very, very interesting problem that doesn't plague digital industries. And a close cousin of that is inventory. If you have insufficient inventory, you can have a utilization problem. Too much inventory and you've tied up too much capital.

Justin Mannhardt: That's right. Yeah. You read my mind on the capital efficiency because whether you're making something or mining or pulling things out of the Earth, you have to make some sort of capital investment to do that, and you need to do it in such a way where you can have something that is sellable to convert that activity to cash so you can keep going.

Rob Collie: There's also energy costs, and that's partly captured by transportation. That's one component of transportation and logistics is energy costs. But there's energy costs elsewhere. Consumables like spoilage, that doesn't apply to all industries.

Justin Mannhardt: No, but you need fuel or you need equipment leasing. You also need to provide whatever that machinery needs to be operational.

Rob Collie: Yeah, there's service and maintenance and repair. You've even seen this, believe it or not, with sports teams. Professional sports teams put GPS units and accelerometers on their players during practice because they can start to see, oh, we have this player accelerating violently to his or her left over and over again in practice without any balancing activity, thus increasing the chances of a soft tissue injury. Kind of goes back to that story of the printing press where the bands would go bad. Turns out if you kept the temperature and RPM and the viscosity and all those sort of things within these prescribed ranges, the printing drums wouldn't break. Which, by the way, causes a utilization problem, a downtime problem, a remanufacturing problem and all kinds of things, right? Over and over and over again, businesses whose operations intersect with the real world, the real physical world, over and over provide tremendous leverage on getting things right and also tremendous leverage on getting things wrong.

Justin Mannhardt: The cost of small errors or issues can be extraordinary.

Rob Collie: We should give the digital world it's due for a moment. The cost of the small error made by CrowdStrike.

Justin Mannhardt: Yeah, right? Yeah. Yeah. You're right. It's not exclusive.

Rob Collie: And normal day-to-day operation, in exceptional cases, the digital world can really screw things up, yes. But in day to day, plus or minus 10% thing, in a digital business kind of rounds to nothing, but plus or minus 10% is a huge deal in a physical business.

Justin Mannhardt: A hundred percent. It's hard to not acknowledge there is something special there, both in terms of the opportunity to understand the information around all those activities, the supply chain, the logistics, the transportation, the capital efficiency, all that, and just being smarter with all that. But I think because so much of the activity and operating these businesses happens in the real world, you realize there's all these interesting places for data capture to happen where it's not. Of course we capture the sales quote, of course, we capture the invoice going out, of course we capture being paid. But when you're like, hey, how did they figure out that thing with the printing drum that you bring up that story sometimes, they captured the data around it and they studied it.

Rob Collie: It becomes the reason there's an ROI in capturing data that you might not currently capture, or might not capture at a quality level that you care about. One of our clients, when they started to get serious about their inventory, to get their inventory a little leaner or had a forcing function to pay close attention to how accurate their inventory accounts were, and no one really cared before, just make sure you have enough. And so they had way more than enough because it wasn't anyone's job out on the inventory floor to keep inventory lean. Their job was don't run out.

Justin Mannhardt: Yeah, don't run out. And then inventory management, there was the don't run out era. Then there's the just-in-time era, and then there's the on-demand fulfillment era. And so now how do I support an on-demand, just-in-time fulfillment operation. I need some sort of analytics to help me predict what might I need to be prepared to produce, because companies, they don't necessarily want to deploy all that capital into actually making the things if they don't have the orders for it yet. Maybe they want a little on hand, but if they turn and burn a couple, they can do something like that.

Rob Collie: Imagine if the local bread bakery, the industrial bread bakery that bakes most of the bread that's eaten in your city, if they ran a Kickstarter for every loaf to make sure that the demand was there. No one would ever eat.

Justin Mannhardt: Yeah, especially in a major city or a major metro area. You walk into a grocery store, it's always full. The science around how that retailer is keeping their shelves stocked and communicating back to the people that make these things and the people that make the things that order the things that they need to make and all that sort of stuff, it's sort of amazing that we pull all this off.

Rob Collie: I said that in the CrowdStrike episode as well. You go places and the goods you need are there. You think that was simple, right? Those things which were always just sitting on those shelves. No, the ROI of analytics and data accuracy, leveraging the power of data, we've talked about how much leverage there is in these physical businesses. But because they weren't the digital businesses, they don't view that as their business for good reason, right?

Justin Mannhardt: Right.

Rob Collie: We don't think of ourselves as high-tech, especially if you're in the mid-market space. You've been priced out of a lot of the past couple of decades of tech innovation, specifically in the data space. And so even though the ROI is amazing on these projects, a lot of companies in this space are still kind of on the starting line. 10 years ago, that was bad news to have been priced out, but hey, guess what? We're living in today. Not being saddled with the old world's expensive, clumsy, massive, monolithic type solutions is an advantage. Not being saddled with large political structures that take a long time to move and a long time to change, like you're having the smaller team today is an advantage. Clean slate, no technical debt. Now is the time.

Justin Mannhardt: Right now. You'd be amazed what you can do without a big investment or change in who you are.

Rob Collie: And without a big risk.

Justin Mannhardt: Without a big risk. We find these people at all these types of companies that we work with, where there's people that are already there that are using information more effectively, and once you get them started and going, they realize I can be the engineer that's also really savvy with these tools, the supply chain analysts that's really making a difference. It doesn't have to be should we go hire a data scientist? Probably not.

Rob Collie: Should we go hire someone that really understands our business? Oh wait, we already have that person.

Justin Mannhardt: Yeah. Got it, got it, got it, got it.

Rob Collie: Could we maybe support them with some tech? That's the move.

Justin Mannhardt: Well, let's just make that move and then problem solved.

Rob Collie: There you go. Off the top of your head, what percentage of our customers fall into this gritty category?

Justin Mannhardt: More than half.

Rob Collie: More than half. So if I turned it around and said, what percentage of our customers are in a purely digital or human plane services?

Justin Mannhardt: Purely digital, I would say a small number. We have some. Pure human services, a small number. We do have some hospitality, healthcare. Healthcare is a monster all on its own, right, because it's like, what do you do? Oh, I'm the hospital. Okay, got it. You're the hospital. No, I make the pacemakers and all the devices, or I'm the insurance company or I'm the middleman that provides healthcare with all the materials and masks and gowns and supplies. Healthcare is a beast.

Rob Collie: Yeah. If you started to subdivide it and say, okay, actual healthcare providers, healthcare facilities, and then healthcare manufacturers, those would both fall into this category we're talking about. The health insurance agency wouldn't.

Justin Mannhardt: Very small number of pure digital.

Rob Collie: Right. And so the reason I asked you the reverse version of the question is, your first answer probably was conservative. You said, oh, more than half, right? But then when I ask you, well, what percentage of them don't fit this well? It's kind of a small number, right? It's like 75% plus, right?

Justin Mannhardt: The majority.

Rob Collie: And remember, to date, as a company, we have never defined ourselves with any particular vertical or any particular industry or even set of industries in mind, so this is kind of like an organic test. This would count as research.

Justin Mannhardt: Oh, good. We did some research.

Rob Collie: Yeah, we did some research. We started a whole company and ran it to come to this conclusion that these are the sorts of businesses, and it's probably honestly because these are sorts of businesses that are also the majority of businesses in the world. Again, digital and finance and all that gets a lot of love, a lot of airtime. No one's making songs saying, get yourself a manufacturing guy.

Justin Mannhardt: Right.

Rob Collie: But they should.

Justin Mannhardt: So I think a summary of the thinking in our conversation today is, A, real world companies are just ripe to get ahead with the new tools that are available. B, If you work in one of these companies, the answers and the opportunities are out in the real world, not inside of your computer. So understand it, study it, see it, witness it, feel it, and integrate that understanding with the data and good things will happen.

Rob Collie: And then C, I'd like to add in, the digital world, the software world gets all this hype, but the rest of us, we're the ones that make things go. Don't be bashful about that. And at the same time, when you grab the right slice of that digital world and use it, especially the newer stuff that's available right now is a ripe time to do this. It's within range in terms of capability, price and time expense. A little bit of that digital world hype injected in the right places in your physical business, that's the cyborg you're looking for. And someday they'll make songs about you.

Justin Mannhardt: And someday there'll be a TikTok about you.

Rob Collie: I want one of those hybridized analytics powered business thinkers, business problem solvers. That'll become like a category on the data apps.

Justin Mannhardt: Stretch goal. P3 stretch goal.

Rob Collie: Yeah.