Supply Chain Now
Episode 308

Episode Summary

“We get a lot of requests for training. And what we hear is, ‘I don’t want to send my people to a classroom somewhere in a hotel lobby or hotel conference room to go through the training and then have them come back and not know what to do.’”

– Beau Groover, Founder and President of The Effective Syndicate


Despite the fact that there have never been more options for delivering corporate training, some of the longstanding challenges persist. People struggle to connect what they have learned with their daily responsibilities, and it is hard for companies to gauge the ROI of training investments. Rather than solving problems, such as one participant who dominated in-class discussions, virtual training seems to have introduced its own set of complications and tradeoffs.

According to Beau Groover, the Founder and President of The Effective Syndicate, the answer probably lies somewhere in between. Augmented training, an approach that combines in persona training with online information consumption, may be the best of both worlds.

In this interview, Beau shares his perspective on organizational training best practices with Supply Chain Now Co-hosts Greg White and Scott Luton:

· Regardless of the exact approach to training, the primary objective remains for the instructor to transfer their knowledge to the participants, who can then put it into practice

· Employees do need a certain amount of training, but the timing also has to be right. They have to be ready to absorb and implement the information

· Education needs to be ‘two way’, potentially even involving discussion and debate, so that participants take full ownership of the information

Episode Transcript

[00:00:05] It’s time for Supply Chain Now Radio. Broadcasting live from the Supply chain capital of the country, Atlanta, Georgia. Supply Chain Now Radio spotlights the best in all things supply chain the people, the technology’s the best practices and the critical issues of the day. And now here are your hosts.


[00:00:29] Good afternoon, Scott Luton here with you live on Supply chain. Now welcome back to the show. Today Show, we’re conducting our latest installment of Coach’s Corner, the show that where we taught leadership, continuous improvement, change management and much, much more. Stay tuned as we look to increase your leadership IQ. One quick programing note. You can find supply chain now wherever. Get your podcast from Apple, podcasts, Spotify, YouTube, you name it. We’d love to have you subscribe. You’ll miss the thing. I’m still on your lines. Greg White. Yes. OK. So let’s welcome me with No Further Ado. Let’s welcome in our fearless co-host on today’s show. We got two of them. Greg White serious supply chain tech. entreprenuer supply chain adj. trust advisor. Greg, good morning.


[00:01:14] Good afternoon. You said afternoon. Now you said morning and you were right on the money. It’s in between. Well, yeah, it is.


[00:01:22] We’ve had 27 shows this week. I’m I am so where we are. Yeah. That’s right. But but when we are. And it doesn’t matter because people can listen to this whenever they want. So good point. They always are the pick me up.


[00:01:32] Always excited. To be here with you cats, to talk about leadership.


[00:01:38] So what we’ve got after a long debate has been busy. Why? They’re helping organizations make it happen. He’s been a long time away. So Bo Gruver, the head coach, also founder and president of the Effective syndicate. Bo, how you doing?


[00:01:55] I’m doing fantastic. Glad to be back. And I apologize for the long hiatus.


[00:02:00] It’s OK. Yeah. I’m really glad for the event. So that’s that’s important. Yes.


[00:02:04] Well, you know, before we even dove in to today’s topic and also get to some of the comments we got on social media, just what have you been up to?


[00:02:13] Been super, super busy, obviously, running the effective syndicate and supporting our clients there with the consulting work. But I’ve got a chance that’s a pretty unique opportunity to work for a company as an interim CEO. So I’ve been out of the direct operations leadership for quite a while and I guess it’s been eight years since I had direct reports and running something. So it’s been fantastic to get plugged back in and the daily grind and leading the people in building the team and all of that stuff. So it’s just been great to say. All right. You’ve been studying this stuff and talking about it for a long time. Let’s see if you can do it. And so far, so good. I hope if you talk to the people that I’m working with right now, they would say the same thing. But it’s been a lot of fun, but it’s just very, very time demanding.


[00:03:05] Eating your own dogfood, as we love to say, in technology. All right. I mean, say you’ve you’ve designed how to make a successful organization and now you’re putting it into practice. That’s exactly right. Wow. Right.


[00:03:17] It’s a fun chance. So when are we going to we’ve got to open up an e-commerce store with your head coach hats. Come on. We got to get a tag. We have copyright it. But the head coach, maybe you’ll sign on as people buy them. Right. Absolutely. And we’re going to dove in today. It’s a merger threat today. It’s all about the latest chapter in helping leaders become better, better leaders, better change agents, better coaches, of course. And we’re gonna talk a lot about training today. So with no further ado. Let’s kind of let’s kind of get a sense of the landscape. You’re out there on the frontlines in a number different industries. Of course, you and your team, no different sectors, different facilities. What are some of the current trends in training?


[00:04:02] Well, I don’t I don’t think it’ll be news to anyone. And I imagine your listeners are plugged in to this and they see it as well. But you can go online and learn a whole bunch of stuff, right? You can watch videos. You can register for training. You can get certified. In some cases, you can even get to full blown degrees from different institutions online. So I think the trend is continuing to how do we use technology to enhance the training part? But if I’m if I’m being honest, I think there are some prices that you pay with that transition.


[00:04:37] I think it’s interesting that you chose the word enhance. Right. Not supplant. Right. I mean, it it it enhances training. It enables self-paced training. So one of the companies I’m working with uses what’s called an elementz labor management system in it. And it facilitates training right in the application. So if you’re doing the job right and you can’t figure out this particular task or even if you have in some cases, if you have a practical question my vendor just asked me to do X, what should I do? You you can refer to that while you’re in in the application. And I think that’s really valuable, but it’s no replacement for, you know, interactive training. I think we’re going to talk about that. YouTube, of course, you can’t talk about training without talking about YouTube. Everybody has learned how to do. I feel like everybody has learned how to do something from YouTube.


[00:05:31] It seems like it and I use it. I mean, it’s so handy. I’m I’m working on my car or my dishwasher quit running. There’s somebody who’s made a video for me on my problem with my car, my situation, so that that part is fantastic. But that’s not really training. That’s a suitable shooting. Yeah, it is.


[00:05:48] Because how many times? I mean, you know, how many times have you done a task, used YouTube as your assistant to help guide you through it and retained that. And that’s what training. That’s the difference in what training is. Right. So I think you’re right to draw the line there. LinkedIn has their LinkedIn learning series and UK popular de UPS standards will narrow quite a bit. Yep. And you can learn a lot there. Or at least access. You’d expose a lot.


[00:06:16] Right. It’s an exposure question is usually what what I call the online part. And I’ve done, you know, my own training online. Right. I’ve signed up and taken courses online. Yeah. So, I mean, it’s a great resource and a great tool. It’s just I think companies that are trying to say, how do we get our people training? And it’s exclusively on. Line there. They’re probably not getting the full benefits that they could.


[00:06:39] Yeah. Yeah. You know, it’s it’s a sec. It’s just a segment of of how you conduct training. Right. Right. Augmented.


[00:06:47] So let’s let’s kind of keep talking about this and a little different of a way. You know, we talk. We’re talking preshow bo about connected versus disconnected. What do you mean by that? Explain that to our audience.


[00:06:59] Yeah. So it’s occurring to me that, you know, we’re in such a connected world. Right. So every point of my life, unless I purposefully set down my phone, I’m plugged into something. Right. My TV, my laptop, my phone, my tablet, my car now is is plugged in. And so we’re wildly connected. But if we kind of look at it holistically, we’re more disconnected than ever. You know, you go watch a group of people at a restaurant, even families. The two kids are on their phone. The two parents are on their phones. Nobody’s talking. The only interruption is when the waiter comes over and asks him, you know, can I get you something else to drink or whatever? And so the same thing I think is true in this training. Three Vleet and the Flowers and our soup these days. Yeah. Not even slower now. Just keep going. But you know, the same thing is true if I’m going to a training. There’s a benefit of having somebody sitting beside me or an instructor in front of me talking to me if I’m not getting something right. I can watch the video if I don’t get it the first time just because I watch the video four more times. I’m still not going to get it right.


[00:08:06] And that aspect of the training might be left out of that video. Right. Right.


[00:08:10] Right. Or it’s just not ready, you know? Hello. Trainer is explaining it. My brain is not able to process it. And now I’m kind of stuck. Well, if that’s an important component to whatever it is that I’m being trained on now, I’m kind of set up for failure. And so I go back to my company with this new training and I’m supposed to do something. I may not do it very well or may do it completely wrong. Was the training bad? Is it my fault? Is it? You know, there’s just a whole lot of opportunity. So while we’re wildly connected and there’s YouTube and LinkedIn and 40 million other platforms where I can go get some kind of training, it’s really disconnecting me from what it is that I’m trying to learn. It’s just an exposure, an awareness that most people are getting from it.


[00:08:49] So I think with with groups of people, I think one of the other elements is, is how you can feed off everyone’s energy to there’s energy that I think when we get away from that group training, I think we lose that. And also the diversity of thought helps us look at different, different solute, different problems, different ways, whether as we’re trying to arrive at the root cause, too, as we have identified the root cause and get into solutions. Get 20 different people, have different ways of looking at that, how to fix it. Right.


[00:09:19] Absolutely. And it’s interesting that you say that because I’ve been in classes and maybe you guys have to I’m thinking I’m tracking along and I’m getting it and I feel like I’m good. And somebody ask a question like, holy crap, that is a fantastic.


[00:09:32] Yes. John, how did I not think ever registered on my mind, but I’m glad you asked. Greg, thanks. Yeah.


[00:09:39] Yeah. Well, and you know, I mean, sociology studies have long studied the effect. I mean, since 2006, really, since smartphones came out, has long studied the impact of technologically connected. Right versus interpersonally connected. And they find that we are. So I think it’s starting to swing back, I think everywhere. Yeah. Yeah. But but they’ve found that the more technologically connected you are them, the less per interpersonally connected that you are. And there is so much power and it’s but it’s easy to forget. I mean I really thrive off of of interacting with people and getting ideas from interacting with groups of people. But you get in your little hovel right in your heads down, doing your thing on your computer. You have to consciously remind yourself. Right, to get out there. Mm hmm. Right. And I think it’s easy for people to get isolated that way in a training environment as well.


[00:10:35] So sales apply to this environment. You know, we’re two hundred and eighty six episodes in overwhelmingly law. Those are episodes that were in the same room together. Right.


[00:10:44] You know, which which is really rare in the podcasting. Yeah. If you think about broadcast, it’s really rare for everyone to be in the same room.


[00:10:50] Right. We love our remote guests. Absolutely. But it’s it’s more challenging to develop that rapport, to feed off each other’s energy when it’s it’s two folks on a screen, you know, connected or even not on a screen.


[00:11:04] Yeah. Some of these podcasts do it without. That’s right. Any kind of visual window. That makes it a. Makes it really tough because you don’t know when somebody is opening their mouth to get ready to talk.


[00:11:15] They can’t see you about to take that pause. They can’t talk over you as you’re taking a breath. So now I know to stop. Go, then.


[00:11:24] Well, no, it mean just just play that out, you know. And how much. I spent a lot of time trying to stay plugged in. Right. The Aredifferent Business Journal to listen to your podcast and. Other so I’m trying to stay plugged in, but there’s so many things that you’ve listened to, Greg, or you listen to Scott that I haven’t. Right. And so when we sit here and talk, even for ten minutes beforehand, I learn stuff. I find out about a new thing I need to read or a new quote that I just heard, or those things you just don’t get when you’re looking at your screen and there’s no other human interacting with you because there’s a very physical boundary there.


[00:11:57] Not just not just that, but, you know, I mean, people of even even. I have two millennials and a genze daughter. Right. So I experienced this have experienced this everyday for 28 years. So I have one daughter who will not read on a device because she feels that it it hinders if rates too much boundary for her. And that’s kind of the opposite of, I think, the way people think about technology. But she’s very technologically dialed in Instagram and what who knows whatever else. But but she reads physical books only ever reach physical books. Wow. Isn’t that interesting? It’s awesome. Good for her, though. Yeah, good. Right. But and she. Yeah, that’s right. And she recognizes that. So, you know, it’s those kind of things that give me hope that the pendulum is starting to swing back towards more interpersonal interaction. And that is so critical for ideation changing, you know, change. And and as you said, diversification of thought and embedding or imprinting knowledge is so, so easy to do. Right. Well, you’re in the same physical space.


[00:13:07] All right. So let me kind of broaden be devil’s advocate for just a second about this connected versus disconnected. All of us are singing the praises of in-person group training. I’m a big fan. However, how do you mitigate usually when you get groups together? Let’s say you get 25 people together. A lot of times you’ll have two or three folks that can dominate. And and and that’s that’s those are the folks that that could derail, not necessarily derail, but they can bully the rest of the group to think how they think and view what they are suggesting to do it not. We don’t let this encourage that leadership. And I thought leadership. But how do you how do you manage that when you’re leading group training efforts?


[00:13:50] Well, if it’s training, you know, I would probably call them out in some kind of way. If if it’s facilitating a meeting, then it’s probably more direct. Right. Hey, Greg, I appreciate all the input, but let’s let let’s hear from somebody else for a while. I’m glad you’re here. Yeah. I’ve gone so far as asking people to speak last. I would pose a question. Say, Scott, I want to ask you to go last. When everybody else is done, just because it’s the same thing that we talk about with leaders speak last, right? Once those people who have those loud voices who are very comfortable throwing themselves out in front of every single topic that you put out there, they have a tendency to influence the group, whether they realize it or not. So I don’t think it’s you know, it’s not nefarious. They’re not up to no good. It’s just they don’t recognize what they’re doing. Arrest the group.


[00:14:35] Yeah, a lot of more eager. They want to help their they get energized with problem solving and contagious improvement in group discussions. So good stuff. All right. So let’s keep driving under. One of the other things we will talk about is some of the challenges related. And we’re going to get to some great input from Sarah and Rod new here momentarily. But some of the challenges related to putting training to work successfully speak to that.


[00:15:00] Well, so what we hear a lot from our clients. Right. So we do the lean Six Sigma work. We get a lot of requests for training. And what we hear is, hey, I don’t want to send my people to a classroom somewhere in a hotel lobby or hotel conference room to go through the training and then they come back and not know what to do. And so the challenge that we’re breaking through is you have to give people a platform, you have to give them a playground to work on the craft. So if you’re going to teach somebody how to make a cake, doing it in the kitchen with cake ingredients, you know, eggs and flour and sugar and milk is much better than saying, hey, watch this YouTube video on how to make a cake. So what we’ve done is we’re combining that training with putting the the actual work with it. So we’ll train for a topic and then we’ll go to the shop floor and we’ll do the topic. So if we train a team on FYE, this as an example will then go to their building, right, their workspace and implement five workplace organization. So what we’re doing is.


[00:16:04] All right, I’m going to show you I’m going to talk to you about how to do it. And then I’m gonna go do it with you. I like it. So it’s the the the Navy model, right? See one do one, teach one kind of thing. And so that’s the challenge of if I can watch 48 videos of Tiger Woods swinging a golf club is not gonna make me a better golfer if I have 15 minutes with him showing me how to hold the club and build my stance and all of that stuff. I’ll be better in 15 minutes. And that’s kind of the difference. Again, back to the inline online vs. real life. Thing, but that’s the that’s the biggest challenge is, hey, I sent my people to training, they came back. It was it was three weeks later before they got to do anything with it. And they didn’t really have the right kind of project to work on hand. And and and now the leader that that sponsor the training feels like they spent a lot of money and time and effort getting their people trained, but they’ve got no return on that effort.


[00:16:57] Yeah, that that interaction is critical.


[00:17:01] So a long time ago, more than a day, more than that amount of time, more than a decade ago.


[00:17:11] You know, I I worked for a technology company and my job was to go out and train people on how to utilize the technology. And what we had discovered was that exactly that model was we show you how to do it. We call one of you up to do it. And then we and and because that also forces the trainer to not presume certain certain steps, because one of the aspects that impacts training is the trainer knows the process so well. They might forget tiny little steps that are really important to the person learning. And if you put an inexperienced person in the seat or in in the process environment, you have to remember those things because you’ll skip over a step and they’ll skip over the step. Right. And that upends the whole thing. So it really forces the trainer to learn how to train as well as teach people how to do it. In fact, one of the things we did and I know you do this as well. One of the things we did was try to work ourselves out of a job. So I’d love to hear you talk about that a little bit and how you guys employ that process. Sure. That is so incredibly valuable.


[00:18:22] Good. Good. Yeah. So one one quick thing. When you mentioned little, little important detail. I take karate with my 10-Year-Old and our belt. Are you? I’m still a white belt. What? Bilbassy piece to the white belt. OK. It. First we’re doing same time. I’m actually making more classes, but I’m older and slower, so it’s taken me longer. But the our instructor, which I just learned is called a shehad. So sensei his teacher shi his master. Okay. And he calls them little big details. So if you’re doing a stance or kick or a punch, he says bow, little big detail. Little big detail. And the point is, just that little Ryder is really it means everything really important. Yeah. So working ourselves out of a job. So another thing that we hear from our clients is, you know, hey, I’ve had this consultant in here for seemed like forever and we’re better.


[00:19:16] But I don’t know that organizationally we know how to do what he or she is teaching us to do. So our model sounds like what you used to do. Greg, as well as I want to have a sustainable improvement plan. Right. There’s always gonna be work for folks like me who have done Lean Six Sigma for 20 years and study this as a livelihood.


[00:19:36] But the idea is, should be when we engage with a client, we need to transfer our knowledge. And look, here’s how you look at the problem. Here’s the tools that you use to solve the problem. I don’t need to be here to solve these little ones. Right. You guys can keep going and keep going when you run into that big, ugly thing that’s like arm wrestling, an octopus. Then you call somebody like me back in. But the idea is that I’m just going to come in and do the work and not transfer my knowledge to you. I think it’s a it’s a dead model and I think it’s hurt a lot of people in my industry in particular, I think.


[00:20:10] I think that’s a key for, you know, our listeners and our audience to understand is lots of people have the knowledge. Lots of people can state the knowledge. Not a lot of people can transfer the knowledge and an embedded and ingrain it in your organization. And that is a critical question. There’s companies who are seeking training to ask when they’re seeking out a trainer. Is how do you assure that we retain. Right and employ that knowledge?


[00:20:40] That’s a perfect segue way. Perfect segue way into the fourth item we’re gonna talk about. Which is it? Most folks, most of the market think training is good, whether they allocate budget for it’s a whole different story. But why is to Greg’s point, why is good training so hard to find? Yeah.


[00:20:58] So I think it’s just that I think that there’s typically there’s the missing implementation piece, which is I’m going to go to a training class somewhere and I don’t really have an opportunity to practice. So the executives who are required to sign off on, hey, I’m going to spend, you know, ten thousand fifty thousand hundred thousand dollars on this training program. I don’t know what I gonna get out of it. And so what we’re doing with this model of training and implementing as we go is like, look, we’re implementing it in your building on your problems with your people. So I don’t know how much more direct. So the way we think about it, either you’re. Buying, consulting and getting free training or you’re buying training and getting free consulting, but at the end of the day, we’re solving problems in your business with your people. Using our methodology. And so far that has got great resonance with people. And in the second part is a measurable return on investment. So, you know, particularly with Lean Six Sigma, we’re kind of geeky about tracking savings and improvements and those sorts of things. The return on investment is right. You’re training. Your people were implementing for you. Here’s what we’ve saved. So you’re training cost X dollars. It has produced Y and saving. So Mystery Executive, your money was well spent. Thank you very much. Your people are now more capable than they were. Call us when you run into that next big thing. Y’all can’t figure out accountability.


[00:22:21] That’s a that’s I think that’s a critical element I think of. I think if so, one of the things that we I’ve also done in companies previously is we cease to call it training. I started to call it education because education does stay with you. And I think just that subtle break of of dialog in the mind. I think it’s helpful. It’s been helpful for me. I’m not saying it’s universal, sir, but I think of training kind of like this. There are there are preachers and there are teachers, preachers or orators. They stand at the altar and they tell you what to do. Orators are. I mean, teachers are shepherds. They walk you through how to do it. They lead you through how to get to the performance, the training, the you know, the the process that you want to get to a man. Can I get an amen?


[00:23:14] Sorry, I forgot to ask for the A’s. All right.


[00:23:16] All right. So let’s switch gears here, because we want to dove more into some of the feedback we got from mainly the Linked-In universe here and to industry influencers that do a lot of podcasts and lead some great discussions out there, responded to something we put out unlinked, sent us on the questions that that that really speak to this subject matter. So first off, our friend Sarah Barnes Humphrey up in the beautiful city of Toronto, Sarah of let’s talk Supply chain fame. She spoke about how important the need for change management training is. So before talking to what Rod do is shared with us, speak to change management training, especially with the backdrop of the Amazon here.


[00:23:58] Well, yeah. So I think it’s hugely important and I think it’s one of those things that just doesn’t get enough attention. We call it sponsor or champion training and lean Six Sigma. But but any time I think an organization is either intentionally or unintentionally going in to change. Right. We’re gonna change our product. We’re gonna change our geography. We’re gonna go into a new market. We’re going to go into a new industry, we’re going to new technology, whatever those things are. I think it’s an almost an afterthought that we need to tell everybody who’s involved what’s going on. And so the change management training should start the minute that we decide, hey, we’re gonna do something, whether that’s again, driven by the market, driven by Amazon or something that we intentionally decide to do, hey, we’re gonna go penetrate that new geography or we’re gonna go, you know, explore this new industry. The problem is, at least on the communications side to start with, is if you don’t tell people what’s going on, they’re gonna make up their own story. And I don’t know what it is about our human nature. And I hope we’re going to grow out of it or evolve out of it at some point.


[00:25:03] But if given the opportunity, we will assume the worst possible thing. I’ve got a headache. Therefore, it must be a brain tumor. Therefore, I’m probably gonna die. Right. And it is that that fantasy of terror that we kind of go through, no matter what it is, we’re going to assume the worst. And if leadership recognizes that change is hard. Ryder think I think the statistic, don’t quote me is around 70 percent of the entire global population assumes that change is loss. Even if I’m gonna go buy a new car and I’m excited about my new car, there’s a part of me maybe a little apart that says, Man, I love this old car. I’ve had it. It’s been dependable, it’s been reliable. So even though I’m really excited about this new thing that’s coming, there’s a part of me somewhere that says I’m losing and that change management is a responsibility of leadership to say, alright, guys, we’re going to steward through this together. We’re gonna guide the organization on what’s coming, what to expect, how you fit in, what’s in it for you. All of those really important questions. All right.


[00:26:01] That are all too often just forgotten or last minute when somebody comes up and they’re already freaked out. And what’s going on? Oh, yeah, I forgot to tell you. By the way, here’s what’s happening.


[00:26:10] Management has to prepare the organization. They have to show on failing support for the change management and then they have to facilitate that. That change management, look, there is a very typical reaction, typical progression through any change management. And that’s something that the big consulting firms have talked about forever. Right. There’s the. I can’t remember exactly all the words, but the, you know, the unrealistic expectations, the unrealistic expectations, the trough of disillusionment and then the stabilization. There are many more steps. Cleaner Kubler Ross Change. There you go. Thank you. You’re welcome. That’s good. I’m going to write that down so I don’t forget it because you learned that got of this a training.


[00:26:53] No, that’s a psychology thing. But you know that.


[00:26:55] But that is. I mean, that is something that that management has to recognize. And they need to you know, they need to facilitate people through that process and not recognize and give up, as many companies do when they hit that trough of Dickerson disillusionment. Right. They tend to give up their and, you know, having been in retail operations. I was the training that I got. Having been in as a retail store manager again, way back when was I could tell when we would put a new process or policy in the stores. I could tell whether it was gonna stick. And I wouldn’t even start because I didn’t see management on certain ones. I didn’t see management behind it. I didn’t see their commitment to it. And therefore, why would I commit to it? Because we always know anyone who has weighted or warehouse or or. Yeah. Or manufacturing operations. They’ve seen a thousand initiatives and you get trained to learn which ones are gonna stick. And those are the ones you put your time into. So training is both intentional, right? Right. And inadvertent. So you have to be very, very intentional. I told you I was gonna say that. Yes, you have to be very, very intentional about how you construct a successful training, education, environment. Mm hmm. That’s right.


[00:28:10] Peter. So, Sarah, appreciate that feedback and the input. As always, we could talk a lot. So lots more about change management so critical. Let’s switch over to Rod Lu Paula. Ma, you got that right.


[00:28:23] Radu Palomar, you you’ll find out shortly if you didn’t.


[00:28:25] Well, regardless, you know, Baraboo is a good friend. Yeah. And the show, he has also a great podcast, Leaders and Supply chain. His firm also places a lot of leaders globally in the Supply chain manufacturing arena. So Rod Lu talks about so he used to be a trainer and he states amongst some of the feedback that most trailing trainings fail. Exactly. For the reason you’re talking about work, the trainer leaves and now knowledged leaves right out behind him right now. So the million dollar question, as he says for Bo, is how to make that knowledge stick. Now, does this mean if I get it right, it’s gonna give me a million? Thanks.


[00:29:02] So Rod Rod. Okay. No, I got it. Deep breath.


[00:29:11] So it’s a common thing. Right. So I hire someone to come in and it could be consulting. It could be training and development. It could be a lot of things. And it’s what we were talking about earlier is, is that implementation is the variable that makes it stick or not stick. And I think the only safeguard is for the leaders who are looking for that training or looking for that consulting to have a long, hard conversation before they agree with anyone on. All right. How are you going to make sure that my organization retains whatever you’re bringing? And it’s a hard thing because, you know, some of the folks are better at selling than they are at implementing and teaching. Right. So I got a good sales guy. You know, I’ve bought stuff that I didn’t need because there’s a really great salesperson in front of me. And I think we all have. But specifically, explain to me how it is that you’re going to transfer your knowledge into my organization. So when you leave, I keep it. And there’s a conversation there. And it should include, hey, you’re buying the materials, you’re buying the training, you’re buying the tools and techniques and processes, and we’re implementing it alongside with your people. So if you can check off those boxes, that makes sense to say, right? If I if I get all the materials, if I get all of the training, if I get all of the tools and I’ve implemented it, if it doesn’t stick. It may be an internal leadership problem. It may not be that the trainer didn’t do what I asked him to do. But, you know, the other thing that I think ties into that is the accountability.


[00:30:41] So a lot of our clients, you know, will bring us in for a week, a month or even a few days a month. And when we come in the step number one, here’s what we said we were going to do last time. Did you get it done? How’s it go on? What’s the update? Is it working? Then we go through the improvement for that, that engagement, and then we assign, hey, here’s what we want you to do while we’re going next time. So we bring in that external accountability. And very, very few people want to be the guy or gal that says, no, I didn’t get my part done. Mm hmm. Right. So most organizations and we could do a whole another show on recount responsibility versus accountability. But most organizations fail on that accountability stuff. Scott, you said you were gonna have it done by the business Tuesday. If I don’t have it by end of business Tuesday, what happens to Scott? Wednesday morning, it should be a conversation. Right. And Scott’s responsibility if he can’t, this is okay, right? We’re not a a dictatorship. But, Scott. Hey, I’m going to have trouble meeting that deadline. I’m running into these roadblocks. So that conversation, that agreement that needs to happen doesn’t happen too often when we’re engaged with an internal organization and when we leave, we take that accountability with us that they didn’t have to begin with. We’ve brought it when we leave, it goes with us. If they don’t adopt it like it did, was that a million dollars? I don’t know.


[00:32:01] I was about a hundred and twenty seventh. So.


[00:32:04] So I’m going to help you go for the other one hundred seventy three thousand eyes, please. I think that’s a really good and practical example. I wonder, it made me wonder immediately if sometimes we don’t bite off more than we can chew from a training standpoint. So, for instance, do we try to train people on things they aren’t ready to absorb too early? Yes. So how do you how do you reconcile that?


[00:32:32] Great question. And it’s one of those appetite questions, right? So the folks who are writing the checks and approving the checks have big appetites and they want it done yesterday. Step one is we do what we call a strategic planning session or a target planning session. So we go through and we clearly define what it is that they’re asking us to do, along with what timeframe do we have to do it in. And if they’re saying, hey, we want you to boil the ocean by next Tuesday, we have a chance then to say that’s not going to happen. It’s not going to stay. We can make oil a few gallons for you. And if you like that, we can boil more gallons and we could teach you guys how to boil the gallons. But that that scoping question and again, it’s it’s hard, right, from both parties perspective, because the person who’s selling the training is really interested in selling the training. All right. The customers are really interested in getting those problem solved. So we’re going into it. I need to sell my training. I need this problem solved right now. And sometimes that scope question gets lost in that conversation to say, all right. This dude is really asking me to boil the ocean in a week. It’s not going to happen. So I’ve got to be the one. This is all right. Hold on. I’m versed in change management. I am versed in making things stick. So let’s talk about this pace of change that you’re really asking. If you go too fast, you lose the organization in that trough of disillusion. But if you go too slow, you might miss the opportunity. Very true. Very true.


[00:33:56] Almost never. I mean, you know, I mean, I know that you you have a very principled process for how you do this. Again, another experience, you know, in previous experience. We had to be. Diligent. Demanding almost of our clients because we were implementing a technology. And and getting people educated on how to use that technology effectively. Was was more about whether they continue to use the technology than whether they really like the training. And we had to be. We had to be pretty forthright and stand our ground to say, if you don’t do it this way, which in our case was about three training sessions and some some at the time, phone and and and Internet interaction over a 16 week period. You won’t be the most effective on the on this product, right. You won’t learn because people can’t observe, absorb more than this. In in the first week of training, etc.. Right. So you have to expose that to people. And it’s only fair to do that to the decision makers to allow the decision makers to make that. If they make the call, then. You still don’t get to say I told you so. I can guarantee you that. But if they make the call, then, well, I don’t care. We’re not going to wait the three weeks between this training and that training. I want you to do this. Then I want you to do that. And then maybe three weeks later do the third training or however they respond to that. Or you can at least feel like you’ve done your part. And it gives you some place to go with management. You have to be very diplomatic again. No, I told you, SOS. But I think if we were to reach targeted this way, then we could be more effective. How often do you face that situation where you really have to reset expectations after you’ve done that?


[00:35:47] I wouldn’t say real often, but. But, you know, it’s probably three out of 10. Do you have to have a conversation like that? And it’s interesting, because if you can truly get people to get in that debate and discussion with you, their ownership level increases exponentially. So if they’re arguing with me about why it needs to go faster or slower. Right. We have both. Then there ownership and making their plan work goes up exponentially. So it’s a tough situation is a tough conversation. But I know at the end of the conversation we’re in a better spot because right now I’ve argued with you. I’m by God going to make this thing work.


[00:36:22] Yeah. You know, you have had the dialog that enables greater potential success. That’s right. Yeah.


[00:36:28] And then if if we miss. Right. And it was because, you know, they wanted three and we needed two or whatever it is, we can go back and say, look, guys, let’s reset to our original plan. So it doesn’t say told you so. Right. But it’s like, hey, we you know, we tried that. Right. We thought about that. It was a good effort. We got close. Here’s where we missed. I think if we would reset to one of the original discussion points so I can make it. I want to say non-offensive but less offensive. Told you so.


[00:36:56] Well. And I think that goes to Scott’s point earlier. That is that that is another example of diversity of thought. Right. Different points of view coming together and then possibly revisiting. So you have to you have to be transparent, encourage that diversity of thought, maybe compromise and then potentially revisit. Sure. Right.


[00:37:15] Absolutely. All right. So before we talk about and make sure our audience knows where they can learn more information about the effective syndicate, let’s do this. If you said let’s say you’re speaking to our audience that in 2020 they’re looking for a training solution. And let’s leave it. Maybe it’s not about continuous improvement. Maybe it’s not even technology related. Just if you had a generic three things that you would advise them on, either things to look for or things not too good to go running. When you hear running away like like the famous 1980s group. I ran the Siegels Flakus. There you go. Like a seagull. Sorry. Thanks for rescue me there. Greene so far away.


[00:37:59] Yeah. Yeah. Very good. So what were the pictures of the hairdo? Now that I will never get out of my head. Three.


[00:38:05] So if you had three things succinctly put and to offer and advise folks in that training market, what would that be?


[00:38:15] Good question. And I don’t know how siccing this will be because I didn’t know this question was teed up. I love when you do this. You’re welcome. Yeah. Thank you. Thank you. Drink some water? No. I think the first one is is straightforward, regardless of anything. Number one, get blindingly clear on what it is that you’re trying to do. So if if you can articulate in a sentence, I want training to do blank for our organization. And until you can get it to that one sentence, if it’s four sentences and lots of ands and commas in there, you don’t have it yet. That’s a great point. So that would be my number one. Yep. My number two would be I would talk to always at least three suppliers. Right. To find out, you know, there’s a lot of people who know whatever it is that you’re asking them to do. I mean, unless you’re doing something really, really specialized, there’s a lot of people. And while it’s. Gordon, that you find somebody that is competent and they know what they’re doing, it’s also important to find somebody that resonates with you. If you’re the person that is looking to bring in that outside influence in your organization, if you butt heads with them immediately or you’re just having trouble following them, are they having trouble following you? That’s probably not gonna be the person that you want to bring in. And then number three, the part that we’ve harped on, I think most the most today is how does this day when you leave? How do I retain what it is that you’re bringing me? Because training is expensive. Even if you took out the expense of hiring the trainer, the time that your people put in there, that they’re away from their job, the extra hours that may be required. The work that somebody else is going to have to do. So, I mean, the cost to the organization is not just the number on the page. That is a that’s a part of it. Sure.


[00:40:06] Burnout. You know, you lead the organization down a path. If that path is not a successful one, gosh, what’s the cost to the organization? Because you’re losing an engagement, right?


[00:40:17] Right. And I’m now I’m tired and I’m frustrated. And I don’t know. Next time you tell me I want to do something, I’m not so sure how committed I am because I gave that last whenever I had the last flavor.


[00:40:26] Yes, but I’m tired. Those are those are three good things, I think in many ways universal truths, too. So two things look for in successful capable training resources. OK. So unless, Greg. Any any follow commentary on those three things. I don’t feel compelled to add anything to man that we need to record that because we don’t hear that very often on this show.


[00:40:50] I mean, I think, look, this guy does it every day. That’s right.


[00:40:54] I mean, I think that that’s tremendously valuable. And those three points are so concise and they are a great formula for success.


[00:41:01] All right. So good stuff today. We should say big thanks to Sarah and Roddy for their contributions. Appreciate that feedback. Yeah, OK. So how can folks learn more about the Effective syndicate? Know we’ve got a survey. Talk about the first list given the.


[00:41:16] Yeah. So obviously the effective syndicate dot com, we’re all over LinkedIn as well. And a lot of what we’ve been talking about is a new product offering that we’re launching now called traction, which is literally training plus action. So how do you tie in the implementation with the with the education smart?


[00:41:35] And so, again, either you’re you’re paying for training and getting free implementation or you’re paying for the implementation, getting free training. So we’re just unveiling that. We’re really excited about it. If anybody want to learn more, certainly we’re excited to talk about it.


[00:41:49] So you’ve systematised this that you describe. We have. Yeah. Wow.


[00:41:53] Now, let’s put I hadn’t thought of it in that framing up of a question, though. So again, as we’re collaborating. Right. Yeah. I am smarter and more equipped to go talk to as we all are.


[00:42:04] Thanks to Scott Luton.


[00:42:05] Right. Right. I mean, seriously, it is. It’s true. Yeah.


[00:42:10] All right. So all over social media, the effective syndicate dot com. And now let’s talk about the survey word where you were gathering data on the world of continuous improvement and more. Right. Tell us more.


[00:42:23] Yes. So anybody that listens, please look it up on on LinkedIn. If we’re not already connected and you didn’t see it, we’re releasing a survey the week of February the 24th. And it is really around culture. So our our question that we started wondering about is, you know, the the economy is red hot. Unemployment is basically non-existent. So what is that doing relative to the space that we primarily work in, which is manufacturing and warehousing. So operations, Logistics, warehousing, manufacturing, that group of people. Right now, if you want to have a job in that space, you’ve got a job. And so we’re not. What are they pay? It depends. Yeah. The survey will take about 10 minutes. I think it is twenty four questions. And it’s like all of the surveys, you know, on a scale of of. I’d like it, too. I hate it. How are you feeling about things? And we’re trying to get a minimum of a thousand survey responses. So, again, it’s going to hit LinkedIn. We’ll also put it on our Web site. It doesn’t matter where you are, what industry. And we’re trying to get a current pulse of how people are feeling right now and the American workforce.


[00:43:37] Ok. And is that going to run for a couple of months until we. Because a thousand is a is as far as surveys go, that is. That’s right. Now there’ll be a nice pool of data.


[00:43:47] Well, what’s nice is we’ve reached out to our independent mailing list and we’ve got over 250 now. OK. So we’re a quarter of the way there. And we’re thinking once we push it out and make it public and just say, hey, look, give us ten minutes, we’re. And once we get it, you know, then there’s a lot of things for us to talk about here and online via LinkedIn and other mediums to say, here’s what we learned from the survey. Here’s what people are feeling. And here’s some ways that you. Can work on it. So the idea is always to help organizations be more effective.


[00:44:17] Is there a particular thing you’re trying to learn from the survey? I mean, you you kind of talked about the macro things you’re trying to learn, but is there something in particular you’d like to add, even if it’s just you personally that you’d love to find out about?


[00:44:31] Well, so, you know, I’m pretty fascinated by culture. And the the components that we’re looking at are really around clarity, energy, collaboration and execution. And so what we’re trying to find is as a general feel. Right. So people that rated I like working here pretty high also scored high in these two categories or scored low in this game. Whatever those those things are, we can bring that back to leaders who are going, man, my morale seems to be suffering, people working hard. They’ve got a lot of hats that they’re wearing, technologies bombarding them. They’re working long hours. How do we help people be more engaged and bought in so they’re more effective and productive at work, which translates to them being more productive and effective at home as parents and husbands and wives and daughters and all that other stuff.


[00:45:19] All right. Got it. The good stuff. Yeah.


[00:45:22] Excellent. OK. All right. So we’ll include a link to that survey and the shouldn’t it? We can make sure we use our network to gather as much data and insights as possible.


[00:45:34] I won’t be mad if you get more than a thousand now.


[00:45:36] I’ll be in three hours. All that. Yeah. All right. Good stuff. All right. So the effective syndicate dot com, really, it’s been too long. Glatt, great to have you back in studio. You know, we get a lot of feedback on this series in particular. It tends to be one of our more spontaneous series. And then, of course, just like we went through today, we tried to gather, figure out what people are talking about. Right. Right. What the challenges are, what their best practices are, what their what their questions are. So stay tuned for more episodes of Coach’s Corner with the head coach. Are you offensively or defensively geared, you know? Oh, geared, yeah. Offensive coordinator offense. Yeah. Am I’m going to score. All right. Yeah, OK. Well, another great this caps this week’s programing. And this is I could imagine this is a great dessert course. Thank you. So really, this is good stuff.


[00:46:30] Yeah, it’s good stuff. It makes it you know, we don’t usually produce on this day. Right. And it makes it really something to look forward to.


[00:46:37] I’d be glad y’all at Yale were able to accommodate. And let me get back in and we’ll play in the next one when we finish this episode, right?


[00:46:45] Absolutely. All right. So to our audience, we’ve been talking about Gruver, a.k.a. the head coach, also founder and president of the Effective syndicate. You can learn more. Be our show notes or at the Effective syndicate dot com. Thanks so much. Spoke to our audience. Be sure to check out upcoming events and webinars at those tabs at Supply Chain Now Radio dot com wide variety of in-person and virtual events coming up with partners around the world, including hefty reuters’ events. Automotive Industry Action Group. The George Logistics Summit, the Effective syndicate Resilience 360. Moto X, you name it. No shortage, no shortage of vehicles. And yo, but bow, one thing we have maybe brought you in on yet, okay, is the stand up. Gosh, yes. What lab? Interactive Global Forum. Where instead of listening to us, our audience will be the star of the show. They’re going to be the ones that their opinion and insights and perspective will be leading the conversation. Yeah, we’re flipping the script.


[00:47:43] Ask the question. Make this, you know, make the assertion. Yeah. Now the question of another participant. I mean, we’re gonna have people like Rod, you and Sarah and and I think probably Danine and Daniel, maybe Sherri.


[00:47:59] You name it. Folks around the world. Yeah. That’s awesome. I know you remember well from all the webinars you’ve done, that Q&A session at the end is usually what some of the most valuable and an educational.


[00:48:11] It’s that question interact. It’s they it’s it’s that question.


[00:48:15] That person asking that question where you go, oh, my gosh, I’m glad they asked.


[00:48:18] Yeah, absolutely. So we’ve got to nail down the topics and roll that out to the folks who are registered and of course, to the rest of the market. If regardless if you can’t find something you looking for on our site or in our podcast and an elaborate podcast, send a note to our chief marketing officer, Amanda at Supply Chain Now Radio dot com or hate us on Twitter, where Greg is highly active, some active at Greg Lamar s website or at Scott W Luton.


[00:48:46] And we’ll make sure we try to serve as a resource for you if you include a chiefs reference in your in your tweet. I am much more likely to respond.


[00:48:55] That’s true. Bowl. Super Bowl champs. OK. Big thanks to our guests here today. Beyond Greg White, we have Bo Gruver with the Sep Effective syndicate to our audience. Be sure to check out all the other resources, including upcoming upcoming events, replays of our interviews, you name it, at supply chain. Now, radiocarbon fondness and subscribe wherever you get your podcasts from on behalf the entire team, including Greg White, this is Scott Luton. Wish you a wonderful week ahead and we will see you next time. Owen Supply Chain Now Radio Things are about.

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Watch Scott and Greg as they welcome Beau Groover with The Effective Syndicate to the Supply Chain Now studio in Atlanta, GA.

Featured Guests

Beau Groover is Founder and President of The Effective Syndicate. He has been working with manufacturing and operations-focused organizations for over 20 years, primarily focused on developing bullet-proof processes and teams that are built to win.  Beau has helped organizations save millions of dollars while also improving those companies’ customer experiences and building high-performing teams that continue to drive the business forward.  He has developed his approach and strategy over years of working with some of the biggest companies in multiple levels within the organizations, including The Coca-Cola Company, Nordson Corporation, and Westrock (formerly RockTenn). Just prior to launching The Effective Syndicate in 2015, Beau served as the Director of Lean Supply Chain at Serta Simmons Bedding, LLC. Connect with Beau Groover on LinkedIn and learn more about The Effective Syndicate here:


Greg White

Principal & Host

Scott W. Luton

Founder, CEO, & Host

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Allison Giddens


Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.

She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.

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Billy Taylor


Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.

An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.

A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.

A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning.  He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.

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Tandreia Bellamy


Tandreia Bellamy retired as the Vice President of Industrial Engineering for UPS Supply Chain Solutions which included the Global Logistics, Global Freight Forwarding and UPS Freight business units. She was responsible for operations strategy and planning, asset management, forecasting, and technology tool development to optimize sustainable efficiency while driving world class service.

Tandreia held similar positions at the business unit level for Global Logistics and Global Freight forwarding. As the leader of the Global Logistics engineering function, she directed all industrial engineering activies related to distribution, service parts logistics (post-sales support), and mail innovations (low cost, light weight shipping partnership with the USPS). Between these roles Tandreia helped to establish the Advanced Technology Group which was formed to research and develop cutting edge solutions focused on reducing reliance on manual labor.

Tandreia began her career in 1986 as a part-time hourly manual package handling employee. She spent the great majority of her career in the small package business unit which is responsible for the pick-up, sort, transport and delivery of packages domestically. She held various positions in Industrial Engineering, Marketing, Inside and On-road operations in Central Florida before transferring to Atlanta for a position in Corporate Product Development and Corporate Industrial Engineering. Tandreia later held IE leadership roles in Nebraska, Minnesota and Chicago. In her final role in small package she was an IE VP responsible for all aspects of IE, technology support and quality for the 25 states on the western half of the country.
Tandreia is currently a Director for the University of Central Florida (UCF) Foundation Board and also serves on their Dean’s Advisory Board for the College of Engineering and Computer Science. Previously Tandreia served on the Executive Advisory Board for Virginia Tech’s IE Department and the Association for Supply Chain Management. She served on the Board of Trustees for ChildServ (a Chicago child and family services non-profit) and also served on the Texas A&M and Tuskegee Engineering Advisory Boards. In 2006 she was named Business Advisor of the Year by INROADS, in 2009 she was recognized as a Technology All-Star at the Women of Color in STEM conference and in 2019 she honored as a UCF Distinguished Aluma by the Department of Industrial Engineering and Management Systems.

Tandreia holds a bachelor’s degree in Industrial Engineering from Stanford University and a master’s degree in Industrial Engineering and Management Systems from UCF. Her greatest accomplishment, however, is being the proud mother of two college students, Ruby (24) and Anthony (22).

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Marty Parker


Marty Parker serves as both the CEO & Founder of Adæpt Advising and an award-winning Senior Lecturer (Teaching Professor) in Supply Chain and Operations Management at the University of Georgia. He has 30 years of experience as a COO, CMO, CSO (Chief Strategy Officer), VP of Operations, VP of Marketing and Process Engineer. He founded and leads UGA’s Supply Chain Advisory Board, serves as the Academic Director of UGA’s Leaders Academy, and serves on multiple company advisory boards including the Trucking Profitability Strategies Conference, Zion Solutions Group and Carlton Creative Company.

Marty enjoys helping people and companies be successful. Through UGA, Marty is passionate about his students, helping them network and find internships and jobs. He does this through several hundred one-on-one zoom meetings each year with his students and former students. Through Adæpt Advising, Marty has organized an excellent team of affiliates that he works with to help companies grow and succeed. He does this by helping c-suite executives improve their skills, develop better leaders, engage their workforce, improve processes, and develop strategic plans with detailed action steps and financial targets. Marty believes that excellence in supply chain management comes from the understanding the intersection of leadership, culture, and technology, working across all parts of the organization to meet customer needs, maximize profit and minimize costs.

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Laura Lopez

Marketing Coordinator

Laura Lopez serves as our Supply Chain Now Marketing Coordinator. She graduated from Instituto Tecnológico y de Estudios Superiores de Occidente in Mexico with a degree in marketing. Laura loves everything digital because she sees the potential it holds for companies in the marketing industry. Her passion for creativity and thinking outside the box led her to pursue a career in marketing. With experience in fields like accounting, digital marketing, and restaurants, she clearly enjoys taking on challenges. Laura lives the best of both worlds - you'll either catch her hanging out with her friends soaking up the sun in Mexico or flying out to visit her family in California!

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Jake Barr


An acknowledged industry leader, Jake Barr now serves as CEO for BlueWorld Supply Chain Consulting, providing support to a cross section of Fortune 500 companies such as Cargill, Caterpillar, Colgate, Dow/Dupont, Firmenich, 3M, Merck, Bayer/Monsanto, Newell Brands, Kimberly Clark, Nestle, PepsiCo, Pfizer, Sanofi, Estee Lauder and Coty among others. He's also devoted time to engagements in public health sector work with the Bill & Melinda Gates Foundation. At P&G, he managed the breakthrough delivery of an E2E (End to End) Planning Transformation effort, creating control towers which now manage the daily business globally. He is recognized as the architect for P&G’s demand driven supply chain strategy – referenced as a “Consumer Driven Supply Chain” transformation. Jake began his career with P&G in Finance in Risk Analysis and then moved into Operations. He has experience in building supply network capability globally through leadership assignments in Asia, Latin America, North America and the Middle East. He currently serves as a Research Associate for MIT; a member of Supply Chain Industry Advisory Council; Member of Gartner’s Supply Chain Think Tank; Consumer Goods “League of Leaders“; and a recipient of the 2015 - 2021 Supply Chain “Pro’s to Know” Award. He has been recognized as a University of Kentucky Fellow.

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Marcia Williams


Marcia Williams, Managing Partner of USM Supply Chain, has 18 years of experience in Supply Chain, with expertise in optimizing Supply Chain-Finance Planning (S&OP/ IBP) at Large Fast-Growing CPGs for greater profitability and improved cash flows. Marcia has helped mid-sized and large companies including Lindt Chocolates, Hershey, and Coty. She holds an MBA from Michigan State University and a degree in Accounting from Universidad de la Republica, Uruguay (South America). Marcia is also a Forbes Council Contributor based out of New York, and author of the book series Supply Chains with Maria in storytelling style. A recent speaker’s engagement is Marcia TEDx Talk: TEDxMSU - How Supply Chain Impacts You: A Transformational Journey.

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Luisa Garcia

Host, Logistics with Purpose

Luisa Garcia is a passionate Marketer from Lagos de Moreno based in Aguascalientes. She holds a Bachelor’s Degree in Marketing from Universidad Autonoma de Aguascalientes, Mexico. She specializes in brand development at any stage, believing that a brand is more than just a name or image—it’s an unforgettable experience. Her expertise helps brands achieve their dreams and aspirations, making a lasting impact. Currently working at Vector Global Logistics in the Marketing team and as podcast coordinator of Logistics With Purpose®. Luisa believes that purpose-driven decisions will impact results that make a difference in the world.

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Astrid Aubert

Host, Logistics with Purpose

Astrid Aubert was born in Guadalajara, she is 39 years old and has had the opportunity to live in many places. She studied communication and her professional career has been in Trade Marketing for global companies such as Pepsico and Mars. She currently works as Marketing Director Mexico for Vector Global Logistics. She is responsible for internal communications and marketing strategy development for the logistics industry. She is a mother of two girls, married and lives in Monterrey. She defines herself as a creative and innovative person, and enjoys traveling and cooking a lot.

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Constantine Limberakis


Constantine Limberakis is a thought leader in the area of procurement and supply management. He has over 20 years of international experience, playing strategic roles in a wide spectrum of organizations related to analyst advisory, consulting, product marketing, product development, and market research.Throughout his career, he's been passionate about engaging global business leaders and the broader analyst and technology community with strategic content, speaking engagements, podcasts, research, webinars, and industry articles.Constantine holds a BA in History from the University of Illinois at Urbana-Champaign, and an MBA in Finance & Marketing / Masters in Public & International Affairs from the University of Pittsburgh.

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Scott W. Luton

Founder, CEO, & Host

As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.

From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.

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Greg White

Principal & Host

When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.

Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.

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Chris Barnes

Principal, Supply Chain Now
Host of Supply Chain is Boring

Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.

Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.

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Tyler Ward

Director of Sales

Tyler Ward serves as Supply Chain Now's Director of Sales. Born and raised in Mid-Atlantic, Tyler is a proud graduate of Shippensburg University where he earned his degree in Communications. After college, he made his way to the beautiful state of Oregon, where he now lives with his wife and daughter.

With over a decade of experience in sales, Tyler has a proven track record of exceeding targets and leading high-performing teams. He credits his success to his ability to communicate effectively with customers and team members alike, as well as his strategic thinking and problem-solving skills.

When he's not closing deals, you can find Tyler on the links or cheering on his favorite football and basketball teams. He also enjoys spending time with his family, playing pick-up basketball, and traveling back to Ocean City, Maryland, his favorite place!

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Kevin L. Jackson

Host of Digital Transformers

Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog.  He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community.  Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include CiscoMicrosoft, Citrix and IBM.  Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane UniversityO’Reilly MediaLinkedIn Learning, and Pluralsight.  Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems EngineeringCarrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.

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Enrique Alvarez

Host of Logistics with Purpose and Supply Chain Now en Español

Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.

He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.

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Kelly Barner

Host of Dial P for Procurement

Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.

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Mary Kate Soliva

Host, Veteran Voices

Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.

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Amanda Luton

Vice President, Production

Amanda is a production and marketing veteran and entrepreneur with over 20 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. Amanda currently manages, produces, and develops modern digital content for Supply Chain Now and their clients. Amanda has previously served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah, and founded and managed her own successful digital marketing firm, Magnolia Marketing Group. When she’s not leading the Supply Chain Now production team, you can find Amanda in the kitchen, reading, listening to podcasts, or enjoying time with family.

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Clay Phillips

Business Development Manager

Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.

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Trisha Cordes

Administrative Assistant

Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.

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Chantel King

Social Media Manager

My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.

Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.

Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.

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Lori Sofian

Marketing Coordinator

Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.

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Katherine Hintz

Director, Customer Experience

Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.

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Mary Kate Love

Chief of Staff & Host

Mary Kate Love is currently the VP of marketing at Supply Chain Now focused on brand strategy and audience + revenue growth. Mary Kate’s career is a testament to her versatility and innovative spirit: she has experience in start-ups, venture capital, and building innovation initiatives from the ground up: she previously helped lead the build-out of the Supply Chain Innovation Center at Georgia-Pacific and before that, MxD (Manufacturing times Digital): the Department of Defense’s digital manufacturing innovation center. Mary Kate has a passion for taking complicated ideas and turning them into reality: she was one of the first team members at MxD and the first team member at the Supply Chain Innovation Center at Georgia-Pacific.

Mary Kate dedicates her extra time to education and mentorship: she was one of the founding Board Members for Women Influence Chicago and led an initiative for a city-wide job shadow day for young women across Chicago tech companies and was previously on the Board of Directors at St. Laurence High School in Chicago, Young Irish Fellowship Board and the UN Committee for Women. Mary Kate is the founder of National Supply Chain Day and enjoys co-hosting podcasts at Supply Chain Now. Mary Kate is from the south side of Chicago, a mom of two baby boys, and an avid 16-inch softball player. She holds a BS in Political Science from the University of Illinois at Urbana-Champaign.

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Joshua Miranda

Marketing Specialist

Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more.  In his free time he likes to read and write short stories as well as watch movies and television series.

Donna Krache

Director of Communications and Executive Producer

Donna Krache is a former CNN executive producer who has won several awards in journalism and communication, including three Peabodys.  She has 30 years’ experience in broadcast and digital journalism. She led the first production team at CNN to convert its show to a digital platform. She has authored many articles for CNN and other media outlets. She taught digital journalism at Georgia State University and Arizona State University. Krache holds a bachelor’s degree in government from the College of William and Mary and a master’s degree in curriculum and instruction from the University of New Orleans. She is a serious sports fan who loves the Braves. She is president of the Dave Krache Foundation. Named in honor of her late husband, this non-profit pays fees for kids who want to play sports but whose parents are facing economic challenges.

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