Forged For Growth

Episode Summary

Sean Patrick Fleming shares how Aztra builds AI-first tools for manufacturing and retail. Sean talks about his path from mechanical engineering and renewable energy into tech sales, cybersecurity, NVIDIA, Databricks, and now Aztra. He explains how Aztra is moving from custom services to product-led platforms that help teams make better decisions using existing data and systems. The conversation covers predictive maintenance, demand forecasting, API hardening, human-in-the-loop AI, and why focused products matter.

Key Takeaways

Sean’s move from renewable energy into technology started when he became more interested in systems and databases than solar modeling.

Aztra is shifting from custom AI services to product-led services built around recurring problems in manufacturing and retail.

AI works best in structured, repeatable workflows with clear boundaries, strong context, and human feedback.

Manufacturers can use decision intelligence to improve maintenance, reduce downtime, and understand machine failures.

Retail and manufacturing challenges connect through demand planning, inventory, suppliers, and production capacity.

Human expertise still matters because AI needs context, correction, and organizational knowledge.

Focused products help Aztra and its clients because each deployment can improve future versions for similar users.

Timeline

Opening and Background

00:00 Brian introduces Sean Fleming.

00:31 Sean shares how mechanical engineering led him toward renewable energy.

01:00 Sean explains his pivot from solar development into tech sales, cybersecurity, NVIDIA, Databricks, and Aztra.

Aztra’s Focus/Products

02:37 Brian asks Sean to explain Aztra’s focus.

03:00 Sean describes Aztra’s shift from services-led to product-led services.

03:33 Sean explains Dubia, Aztra’s manufacturing platform for maintenance and root cause analysis.

04:08 Sean introduces Aurora for retail planning, demand forecasting, and inventory supply.

05:00 Sean describes Aries for API hardening and Luma for IT service operations.

AI, Data Maturity, and Manufacturing

06:00 Sean explains how Aztra’s platforms sit on top of existing systems.

08:00 Sean explains how data maturity affects adoption when companies are not yet collecting machine or IoT data.

09:00 Sean talks about meeting companies where they are and using supply chain issues as opportunities to improve.

Selling AI Value

10:40 Brian and Sean discuss end users who want the tool and decision-makers who approve the investment.

11:00 Sean explains how to connect team efficiency with margin, cost, and retention.

11:29 Brian asks what “AI enabled” means inside Aztra’s software.

13:00 Sean explains AI as a force multiplier for repeatable tasks when governed correctly.

14:00 Sean emphasizes context, boundaries, and clear inputs and outputs.

15:00 Sean describes how AI can shift time from execution to planning, revising, and testing.

Human-in-the-Loop AI

15:45 Brian shares how his marketing team uses AI to refine prospect lists.

17:00 Sean explains how Aztra builds subject matter expertise into its platforms.

17:30 Sean describes human-in-the-loop feedback and why users need to understand AI decisions.

Focus, Growth, and 2026

19:00 Brian highlights the value of Aztra’s industry focus.

20:00 Sean explains how focus helps Aztra build more specific platforms.

21:00 Sean shares his work on standardization, templates, and configuration-based deployment.

23:00 Sean shares what excites him for 2026, including product maturity and stronger platform connections.

24:00 Sean explains how Aztra is using Aries internally to improve its own products.

Closing

25:00 Brian asks how listeners can learn more.

25:16 Sean points listeners to LinkedIn, Aztra’s website, social platforms, and Aztra’s podcast.

26:00 Sean closes with his goal of helping organizations confidently move AI into production.

Links and Resources

LinkedIn: https://www.linkedin.com/in/fleming-data-group/

Company: https://linktr.ee/Aztra_ai

Episode Summary
How a veteran turned an everyday field problem into a mobile hygiene product line. Aaron Barnes shares how eight years in the Army and years as a federal contractor, often in austere environments, pushed him to build Compact Care. He and Brian talk through the core products, including steam-compressed towels that expand with water and sheet-based mobile soap designed to clean without harsh alcohol. Aaron explains how he markets by leading with the problems people already have, why nonprofits and mission work are central to his growth strategy, and how partnerships like Glass Soldier and My Warrior’s Place fit into the bigger vision.

Key Takeaways
Real product ideas often start with lived frustration, and Aaron’s came from years of deployment conditions where staying clean was harder than it should be.

Breaking into an established category starts by advertising the problem, because most people do not recognize a new solution until they experience it.

Individually wrapped, water-activated towels solve practical issues that common wipes create, including drying out, residue, and inconsistent performance.

Sterilizing is not the same as cleaning, and Aaron’s soap approach focuses on washability and skin impact rather than alcohol-based shortcuts.

Mission-driven distribution through nonprofits can expand reach while aligning the business with dignity, health, and support for vulnerable groups.

Product development is only part of the battle, because packaging, manufacturing, and retail placement require long-term grit.

Grassroots retail and event demos can beat broad ads when a product needs hands-on understanding to click for the customer.

Timeline
Early
00:00:00 Aaron’s background in the Army from 2009 to 2017 and the origin of the hygiene problem
00:01:00 Engineering mindset, spotting everyday friction, and deciding to bring a product to market
00:02:00 Compact Care overview and the core goal, staying clean anywhere

Middle
00:03:00 Steam-compressed disposable towels, how they expand, and why strength and sterility matter
00:05:00 Why many wipes use chemicals and what motivated a simpler material approach
00:06:00 Marketing through pain points, changing assumptions, and positioning beyond “another wipe”
00:08:00 Mobile soap sheets, avoiding cross-contamination, moisturizing behavior, and why alcohol stings
00:11:00 Glass Soldier partnership and Operation Courage kits for homeless veterans

Late
00:13:00 Growth channels, marketplaces, creators, overland and RV shows, and nonprofit-driven scaling
00:15:00 Building a mission-first brand and designing products with real people in mind
00:16:00 Noodle Scrubs and the “shower in a bag” concept for limited-water hygiene
00:19:00 Grassroots retail placement, local shops, and the realities of product launch and shelf space
00:20:00 2026 focus, conferences, events, and charity shoot ambitions tied to veteran support
00:21:00 Where to find Compact Care and how to contact Aaron

Links and Resources

LinkedIn: https://www.linkedin.com/in/aaron-barnes-67a8b47a/Company: https://www.compactcareline.com/

Episode Summary
How an IT consulting firm helps biopharma companies build the tech backbone for drug launches. Abigail Grable shares her path from Big Four consulting to Project Outlier, including her return to an operations role after delivering client work. She and Brian talk about the realities of consulting, the tradeoffs of fully remote operations, and why focusing exclusively on biotech and pharma sharpens both messaging and delivery. Abigail breaks down Project Outlier’s core services, how they think about AI for clients and internal efficiency, and the mission story that ties the firm to rare disease impact, plus what the team is aiming for in 2026.

Key Takeaways
Early-career consulting can feel disconnected from outcomes, which is why smaller firms often create clearer ownership and visibility.

Operations leaders benefit from first-hand delivery experience, because it improves how processes, staffing, and service quality are designed.

Niche focus simplifies marketing and fulfillment, especially when the same major platforms and stakeholders repeat across an industry.

In biopharma, technology and data infrastructure sit behind every workflow that enables a therapy to reach patients.

AI can create faster value when it is governed well and paired with human expertise, rather than treated as a replacement for judgment.

Practical AI tools that deliver immediate output can cut through noise and start conversations by giving prospects useful insights up front.

Growth goals only matter if service quality and client relationships are protected, especially in high-stakes, complex environments.

Timeline
Early
00:00:00 Abby’s start in consulting and the reality behind the Hollywood version of the job
00:01:00 Big Four staffing, being dropped into large transformations, and feeling disconnected from impact
00:02:00 Finding Project Outlier, delivering client work, and enjoying a small firm environment
00:03:00 Boomeranging back and moving into operations, plus relocating from San Diego to Ohio

Middle
00:04:00 Remote work tradeoffs in an operations role and when in-person collaboration still matters
00:06:00 What Project Outlier does, IT strategy, PMO, implementation planning, and program management
00:07:00 Supporting biopharma lifecycle moments like first commercial launches, optimization, and going global
00:08:00 Why industry specificity matters, and how language and positioning beat generalist messaging
00:10:00 Repeatable delivery benefits when clients use common platforms across the industry

Late
00:12:00 The founder story and why rare disease work is tied to the company’s mission
00:15:00 Differentiation in a crowded market, AI assessments, implementation support, and internal efficiency
00:17:00 AI-driven questionnaires and tools that provide immediate value and open sales conversations
00:21:00 How fast the AI landscape changes and what that means for adoption and pricing
00:22:00 2026 goals, new client logos, workforce upskilling, quality safeguards, and mission-building
00:26:00 How to connect with Abby and Project Outlier, plus upcoming conference presence

Links and Resources

LinkedIn: https://www.linkedin.com/in/abbygrable/Company: http://www.projectoutlier.com

Episode Summary
How a process-driven advisor helps modernize a legacy wealth management firm. Jack Dobies shares his path from Ohio State and Deloitte as a software cloud engineer into financial planning at Merkel Wealth Management. He and Brian talk about why money is emotional, where AI can help and where it still falls short, and what clients really need beyond generic advice once their assets and complexity grow. Jack also explains how referral-driven firms think about growth, why some clients want control while others want full delegation, and how Merkel is approaching EOS, rebranding, and expansion in 2026.

Key Takeaways
A career shift from software to wealth management can be driven by the desire to see direct impact on people, not just systems.

Financial advice becomes part strategist and part therapist, because goals, values, and emotions shape decisions as much as math.

AI can assist with analysis, but oversight matters because confident errors can create real risk when money and timelines are involved.

Generic saving and investing guidance is easy to find, while planning for protection, taxes, and legacy is where complexity rises fast.

Client relationships vary by control preferences, so structuring a mix of advisor-managed assets and self-directed “fun money” can build trust.

Referral-driven growth works when trust is strong, and business and employer-sponsored planning can open a new lane for reaching people earlier.

EOS can help a legacy firm scale by making processes repeatable, even when change management requires patience and steady buy-in.

Timeline
Early
00:00:00 Jack’s background and the move from software and cloud engineering into wealth management
00:01:00 Joining a founder-led firm and bringing process and innovation into an established practice
00:03:00 Why financial planning feels more fulfilling, with multigenerational client relationships
00:05:00 Why firms feel pressure to modernize, and where AI creates fear and opportunity

Middle
00:06:00 What AI cannot replace yet, including emotional guidance and advanced planning needs
00:08:00 When generic advice is enough, and when planning becomes more valuable as assets grow
00:10:00 Using AI tools for portfolio analysis, plus the need to verify results with due diligence
00:11:00 Why confident mistakes in tools matter more when stakes are high

Late
00:15:00 Two client types, those who want to delegate and those who want to stay hands-on
00:17:00 How Merkel balances client control with advisory structure, including boundaries on trading requests
00:20:00 Referral-driven growth, business planning as an expansion path, and what CPAs do and do not cover
00:22:00 2026 priorities, CFP exam, clarifying the firm’s niche, and a full brand refresh
00:24:00 Building structure with EOS and managing internal change over time
00:26:00 How to reach Jack and Merkel Wealth Management

Links and Resources

LinkedIn: https://www.linkedin.com/in/jack-dobies/Company: http://merkelwm.com/

Episode Summary
How AI becomes a real operating system for small and mid-sized businesses. Wil Lavender shares his path from post-2008 finance roles and nearly 15 years in bank back-office technology to becoming employee number one at Agent700. He and Brian talk about why most SaaS tools force companies into a one-size-fits-all mold, and how AI can help businesses build custom solutions at lower cost. They also dig into tool lock-in, cost arbitrage, and why “digital employees” need feedback loops to improve. Wil closes with a practical example of turning policy binders into usable company-wide knowledge that actually influences decisions.

Key Takeaways
A shift from front office finance to back office technology can unlock a career focused on enabling outcomes through problem-solving.

AI-driven custom software can reduce dependence on expensive SaaS tools that were built for mass appeal, not one business.

Sovereignty matters because the “best” model changes fast, and staying flexible protects both performance and cost.

Costs are part of the AI equation, and being able to switch tools can become a real cost optimization lever over time.

Treating AI like digital employees reframes failures as inputs, because feedback and iteration are what make systems reliable.

Architecture and outcome clarity still matter, because AI can generate code while humans define what good looks like and why.

Global knowledge unlocks more than chatbots, because shared policies and context can shape decisions across teams instead of sitting in silos.

Timeline
Early
00:00:00 Wil’s path from finance interests into investment banking and prop trading after 2008
00:01:00 Discovering the appeal of back office problem-solving and technology enablement
00:02:00 Nearly 15 years building teams and solutions across banking support functions
00:03:00 Taking time off, consulting, then joining a startup as employee number one

Middle
00:03:00 What Agent700 is building, an AI-driven operating system with agentic capabilities
00:05:00 Why SaaS tools like CRMs can feel overbuilt and still miss what a business truly needs
00:06:00 Sovereignty and autonomy across AI providers, plus the rapid shifts in model leadership
00:07:00 Cost considerations, experimentation versus repeatable “brick laying,” and optimization

Late
00:09:00 Why AI-built software still benefits from expertise in debugging and architecture
00:10:00 Managing AI like digital employees, feedback loops, and working backward from outcomes
00:16:00 A practical use case, turning policy binders into global knowledge that guides decisions
00:20:00 Hiring cycles, the storming-to-performing curve, and why AI is driving hiring demand
00:22:00 What Wil is excited about in 2026 and how to reach him

Links and Resources

LinkedIn: https://www.linkedin.com/in/wil-lavender-36a636259/Company: https://www.agent700.ai/

Episode Summary
How to systematize marketing so teams stop reacting and start driving results. Taylor Edginton shares how he went from marketing technologist roles and startup experiences to becoming Digital Director at Reynolds+Myers. He and Brian dig into what a “marketing machine” really means, why iterative progress beats waiting for perfect launches, and how to choose channels based on where customers actually pay attention. They also talk about why email and content marketing feel harder than they used to, how bad advice spreads fast, and what makes 2026 feel like a year of disruption and opportunity.

Key Takeaways
A marketing machine is a system that replaces reactive, disconnected tasks with a clear direction tied to the market, customer, and business goals.

Progress compounds when teams ship improvements in stages, because real-world feedback arrives only after something is live.

Channel strategy gets simpler when it starts with the customer’s behavior, because “everywhere at once” usually creates shallow execution everywhere.

Email can still work, but blasting because sales needs a push trains audiences to ignore messages and weakens the relationship over time.

Content marketing has a higher bar today, and relying on “just write blogs for SEO” can become a long, slow grind without returns.

Big brands can break “best practices” and still win, so copying their tactics without their brand equity and scale often backfires.

Disruption forces change, and that pressure can open the door to faster modernization inside large, complex organizations.

Timeline
Early
00:00:00 Taylor’s background, Idaho roots, and early fascination with the internet
00:01:00 Marketing degree, fundamentals that still hold, and what college got right and wrong
00:02:00 First job in higher ed as the CRM guy, and becoming a marketing technologist
00:03:00 Moving to Boise, early internet work, and connecting with a software entrepreneur

Middle
00:04:00 Ping Plotter, the “No Pileups” car wash pivot, and a fast startup scaling experience
00:05:00 Joining Reynolds+Myers as Digital Director and the focus on legacy, complex businesses
00:08:00 Defining “marketing machine” versus reactive marketing, and why fundamentals come first
00:10:00 Triage and sequencing work so teams do one thing at a time and keep momentum
00:11:00 Launching imperfectly, learning faster, and why inaction creates permanently lost opportunity

Late
00:15:00 Timeless marketing principles, how people buy, and why the fundamentals keep repeating
00:18:00 Avoiding “everything everywhere,” focusing on where the audience is, and sustained execution
00:20:00 Email dilution, content marketing getting harder, and why some advice is outdated
00:23:00 Marketing guru dynamics, why context matters, and the danger of copying the wrong playbook
00:26:00 What feels different about 2026, quiet change, and finding opportunity in disruption
00:28:00 Where to find Taylor and closing thoughts

Links and Resources

LinkedIn: https://www.linkedin.com/company/reynolds-myers/Company: https://reynoldsandmyers.com/

Episode Summary
Caroline Colavita, VP of Marketing at Robard, shares how her career path shifted from retail buying into digital marketing and user experience, and why that background shaped how she thinks about conversion and growth. She explains what Robard does in weight management, how the rise of GLP-1 medications (like Ozempic) reshaped the industry, and why Robard chose to pivot into direct-to-consumer with a GLP-1-focused protein shake. Caroline also walks through the internal shift from B2B marketing for doctors and hospital systems to speaking directly to patients, including the testing mindset required to move faster, adapt messaging, and navigate ad platform compliance. The conversation closes with what she’s most excited about next: new product launches, major events, and expanding brand visibility nationwide.

Key Takeaways
Caroline’s entry into marketing came through e-commerce operations and user experience, giving her a conversion-first mindset.

Robard has historically served doctors, weight loss clinics, and hospital systems with on-site manufactured meal replacements and structured plans.

GLP-1 medications disrupted weight management, but also created a major opportunity for nutrition support, especially around protein and side-effect management.

Robard’s DTC pivot centered on collecting real consumer feedback first, then using that data to support adoption in the clinical channel.

Transitioning from B2B to B2C requires a different tone, faster iteration, and comfort with testing, failure, and constant revision.

Platform compliance matters: marketing in health/medication-adjacent categories changes what can be said and how targeting works.

AI is reshaping SEO and marketing workflows quickly, often requiring continuous adaptation across tools and platforms.

Timeline
Early
00:00 Introductions and Caroline’s role at Robard
00:30 From “assistant buyer” to e-commerce and UX
02:20 What Robard does and their 50th year milestone

Middle03:30 GLP-1 medications and how they changed the category
05:30 Why “just eating less” isn’t the same as changing behaviors
07:00 Caroline joins as the company accelerates toward DTC
08:00 Launching the Biocare website fast and learning compliance realities
09:40 Resetting a marketing plan, building a testing culture, and iterating quickly
12:00 Shifting tone from clinical B2B to consumer-first B2C

Late
16:40 DTC-first strategy: consumer feedback → proof points for doctors
18:00 “GLP-1 Blueprint” weekly guidance concept
19:10 Expanding beyond traditional channels into independent pharmacies
19:50 What’s next: events, travel, and new product launches
21:10 Where to find Caroline and Robard online

Links and Resources

LinkedIn: https://www.linkedin.com/in/caroline-colavita-a8450116/

Company: http://www.robard.com

Episode Summary
What it really takes to sell a privately held business, from readiness to closing. Peter Wright of Anderson LENEAVE and Company shares how lower middle market sell-side processes work, why many owners are not actually “sale-ready,” and what buyers look for when evaluating stability, leadership depth, and risk. He also breaks down where deals tend to come from, why timing the market is rarely the point, and what makes the process emotionally harder than most first-time sellers expect. Toward the end, Peter touches on how AI may change the mechanics of deal work while the human side stays essential.

Key Takeaways
Most owners will exit their business at some point, so responsible leadership includes planning for an unexpected transition.

A company where most customer relationships run through the owner looks more like a high-paying job than a transferable business.

In sell-side work, buyers are paying for durability, which means a credible team and continuity that outlasts the founder’s day-to-day presence.

Many sell decisions start with a trusted advisor conversation, often through a CPA, attorney, wealth manager, or other long-term relationship.

Trying to perfectly time the market matters less than being operationally ready and personally ready for what comes next.

The hardest part of selling is often emotional and experiential, even when the owner has been warned that the process will be demanding.

AI may streamline parts of diligence and research, but major transactions still hinge on trust, interpretation, and human decision-making.

Timeline
Early
00:00 Introductions and Peter’s background
01:00 Early career and Lionbridge growth through acquisitions
03:00 Building worldwide sales processes across cultures

Middle
05:00 What Anderson LENEAVE and Company does and who they serve
06:20 Why sell-side exits dominate and how succession gaps drive sales
09:00 How owners typically start the selling conversation and referrals happen
12:00 Why early exit planning is hard for smaller companies to fund
14:10 When a business is not ready to sell and the owner-dependence problem
17:00 Timing the market vs selling when the owner is ready

Late
19:00 How buyer perceptions shift by industry and the role of private equity
22:00 Why older-owner dynamics can slow investment and growth
22:40 AI and what it changes, and what it does not, in deal work
23:40 What Peter is focused on next and how to reach him

Links and Resources

LinkedIn: https://www.linkedin.com/in/peterwright1/

Company: https://www.andersonleneave.com/

Episode Summary
How Inflect markets a marketplace for digital infrastructure, with Chan Yu Kuo. Chan Yu Kuo, Director of Marketing at Inflect, walks through his path from medical equipment to tech and explains Inflect’s marketplace and advisory model for helping buyers compare options like colocation, bare metal, GPU cloud, and connectivity. He and Brian dig into why many buyers know the outcome they want but struggle to define the right infrastructure, then shift to what is working in a noisy market, including SEO as “search everywhere,” partner-driven insight, and tightly targeted paid search. They also discuss how AI overviews are changing top-of-funnel content and why middle- and bottom-funnel specificity is gaining importance.

Key Takeaways
Broad experience across roles and industries can sharpen marketing judgment because it builds a fuller view of how the business works end to end.

A marketplace model can reduce friction in technical buying by enabling self-research, side-by-side comparison, and expert validation when requirements are unclear.

In infrastructure purchasing, the real job is often translating a desired outcome into a workable setup, then using examples and prior use cases to close the gap.

In 2026, “SEO” increasingly means building discoverability across channels and communities, since attention and AI-driven discovery pull from many sources.

Paid ads tend to perform better when they focus on buyers showing clear intent, such as transactional keywords and mid-funnel readiness, rather than broad awareness targeting.

AI is compressing “what is” content into the search results themselves, which raises the value of deeper, experience-based content that explains how decisions get made and how results were achieved.

Timeline
Opening and background
00:00:00 Brian welcomes Chan Yu Kuo and sets the stage
00:01:00 Chan shares his cross-industry path and how it shaped his marketing approach
00:02:00 Chan describes his earlier work in medical equipment marketing

Inflect and the marketplace model
00:03:00 Chan explains what Inflect does and the “Expedia” analogy for digital infrastructure
00:04:00 Why buyers often do not know what they need, and how self-research fits the journey
00:05:00 How Inflect uses an AI agent and advisory support to help buyers move forward
00:07:00 A walkthrough of the typical colocation buying process and how Inflect changes it

Marketing, AI, and what is working now
00:11:00 Chan frames 2026 marketing around creativity, tool architecture, and clear communication
00:12:00 “Search everywhere” optimization and why presence across platforms matters
00:14:00 What is driving growth now, including paid search and testing Reddit ads
00:19:00 How AI overviews reduce top-of-funnel clicks, and why mid-funnel depth matters
00:21:00 Chan’s outlook for 2026 and the rising infrastructure demand behind AI adoption

Wrap-up
00:23:00 How to find Inflect and what listeners can do next

Links and Resources

LinkedIn: https://www.linkedin.com/in/chanyukuo/

Company: https://www.linkedin.com/company/inflect-inc/

Episode Summary
Inside cannabis manufacturing and terpene extraction with Jarod Noble Harvey. Jarod shares how he went from early cultivation in California to building labs, optimizing operations across state markets, and focusing on cannabis-derived terpene extraction. He and Brian dig into the realities of a patchwork regulatory system, how testing and compliance differ by state, and why standardization matters for safety and industry leadership. Jarod also explains how companies look for short-term competitive footholds in crowded markets and what he is watching globally in the EU, Latin America, and beyond.

Key Takeaways
Cannabis operations reward modularity and agility because products, rules, and competition change quickly across states.

State-by-state regulations tend to share a baseline, but oversight, audits, and third-party testing requirements create meaningful differences.

In a young industry, product direction and innovation often came from operations leaders before formal marketing teams became common.

Closing testing loopholes can improve safety and trust, while process controls and compliant category shifts can extend product viability.

Terpene extraction, especially cannabis-derived terpenes, is positioned as a major driver for modulating flavor and consumer experience.

Federal inaction leaves the US with fragmented rules, which shapes where companies invest and how they plan for uncertainty.

Global markets with clearer structures, including parts of the EU and emerging exporters, may move faster by building on earlier industry lessons.

Timeline
Early
00:00:00 Brian welcomes Jarod and asks how he got started
00:01:00 Moving from cultivation into extraction and manufacturing
00:02:00 Building labs and shifting to more tightly regulated markets

Middle
00:03:00 Navigating the patchwork of state regulations and oversight
00:04:30 How product innovation and marketing evolved in cannabis
00:05:30 Operational efficiency, modular systems, and terpene extraction focus
00:07:00 Testing loopholes, advocacy, and compliant ways to extend product life
00:09:00 The role of science in competitive advantage and consumer outcomes

Late
00:12:00 Looking outside the US, EU activity, and global trade opportunities
00:13:30 Jarod’s view on the public debate, safety, and potential for abuse
00:15:00 Why broader legality and standardization matter for safety and leadership
00:17:00 Who Jarod helps and what it takes to survive in the industry
00:20:00 What he is excited about in 2026 and how to contact him

Links and Resources

LinkedIn: https://www.linkedin.com/in/jarodnobleharvey/

Company: https://www.pivot-manufacturing.com/