The Industrial Talk Podcast Network

• Jasondescribed redesigning the mobile app around technicians’ daily tasks, work environments, and access to relevant information at the equipment.
• Limble is exploring AI-supported freeform-text entry and voice notes to reduce data-entry friction.
• Garyemphasized usability and accurate, current data as prerequisites for software adoption and value.

• Limble is choosing specific manufacturing and distribution subverticals rather than trying to serve every industry; it aims to guide customers toward a better fit when needed.
• The team is exploring AI-assisted data rationalization to help migrate legacy records and reconcile differing terminology.
• Garydescribed a customer-driven strategy and an ambition for Limble to become central to customers’ operating systems.Jasonhighlighted the opportunity to improve software adoption and help customers progress from reactive maintenance toward predictive and prescriptive practices.

• Jasonsaid the focused event enabled more customer conversations than a larger trade show.
• Garyvalued the community of asset-management vendors, technology providers, and industry partners.

• Jasondescribed a mobile-app redesign based on technician workflows, timely information, and conditions such as gloves, noise, lighting, and heat.
• The team discussed voice notes and AI-assisted conversion of freeform text into structured fields as ways to reduce data-entry burden.

• Garysaid Limble is concentrating on selected manufacturing and distribution sub-verticals and recognizes it may not fit every organization.
• GaryandJasondiscussed cleaning and rationalizing legacy data, including aligning terminology across systems; AI may help automate categorization and expose useful historical information.

• Garydescribed a customer-driven culture, ecosystem development, and a goal of making Limble central to customers’ operations.
• Jasonhighlighted improving adoption and helping customers advance from reactive maintenance toward more proactive approaches.

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• OT security prioritizes availability and safety; outages can disrupt essential services or cause physical harm.
• Security must fit each organization’s assets, structure, and risk tolerance. Prioritize critical scenarios, contain incidents, and scale controls to asset criticality.
• Treat cybersecurity as an ongoing business process, with asset inventories, consistent practices, and rapid detection and response.

• Introduce changes incrementally with operators, integrating security into existing workflows rather than imposing disruptive processes.
• OT security ownership depends on the organization; IT and OT responsibilities should align with its operating model.
• Regulations can overlap and differ in terminology. AI may strengthen attacks but also help analysts review alerts and respond faster.
• How should each organization assign OT security responsibilities? The transcript identifies no universal model.

• Connected devices and remote operations create significant business benefits, but expand cyber exposure.
• OT security differs from IT: availability and safety are central concerns, alongside confidentiality.

• Assess assets, organizational structure, operational constraints, threats, and potential impacts before choosing controls.
• Prioritize critical facilities and prevent incidents from spreading across sites.
• Maintain asset and software information, responsibilities, backups, and restoration processes; use standards such as NIST and IEC 62443 as applicable.

• Assign security responsibilities according to the organization’s structure; there is no one-size-fits-all IT/OT ownership model.
• Involve operators and add security requirements to existing workflows to reduce resistance and preserve operations.

• EU regulation promotes protection but may create complexity through overlapping requirements and inconsistent terminology.
• Coordinate across vendors, peers, sectors, and governments to address supply-chain and shared infrastructure risks.

• AI can make attacks and social engineering more convincing and scalable.
• Defensive uses include helping analysts process alerts and freeing time for incident response.

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• The report uses Censys’ internet-wide data to describe exposed services, vulnerabilities, threats, and infrastructure; it provides evidence rather than prescriptive guidance.
• Many vulnerabilities are patched by vendors, but organizations often delay applying updates. HTTP services are frequently found on nonstandard ports.

• About 80% of internet-visible hosts running industrial control system services also run a non-ICS service, such as HTTP, SSH, or FTP, expanding potential attack surfaces.
• Public-facing AI infrastructure grew 63% during the nine-month period covered. Among observed n8n hosts, 76% had at least one vulnerability with a severity score above 9; patches existed, but updates were not applied promptly.
• Threat actors select hosting providers based partly on permissiveness and resistance to takedowns. Shadow IT and shadow AI can arise when employees use unofficial tools to get work done.

• Censys shares data from its internet-wide observations to inform cybersecurity professionals and organizations.
• The report describes exposure and trends rather than providing detailed remediation instructions.

• Vulnerabilities are routinely discovered and patched, but organizations may be slow to install updates.
• Services such as HTTP can run on nonstandard ports, so monitoring only default ports may miss exposed services.

• About 80% of observed hosts running an industrial control system service also ran a non-ICS service, including HTTP, SSH, or FTP.
• These additional services can broaden the attack surface of industrial environments.

• Threat actors choose hosting providers based on cost, functionality, and permissiveness, rather than choosing infrastructure by country alone.
• The report observes phishing pages and command-and-control servers, not malware activity on individual computers.

• Public internet-facing AI infrastructure grew 63% during the report’s covered period.
• Many observed n8n hosts had severe known vulnerabilities; the interview emphasized delayed patching.
• Unofficial tools and AI use can create security risks when organizational systems do not meet employees’ work needs.

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Industrial Talk is talking to Dominic Mercurio, VP - Insights at the Sales Factory about "State of the Pro 2026 Research Survey".

Sales Factory presented findings from its first annual State of the Pro survey on contractors’ work, challenges, and outlook.

• The survey covered 1,168 professionals across eight trades. Respondents generally felt positive about job stability and took pride in their work, but cited difficulty finding reliable skilled labor.
• How can the industry address the skilled-labor shortage?

• Contractors use AI mainly to save time on administrative work and research; they still need subject-matter experts to verify its outputs, especially for safety-critical decisions.
• Forty percent preferred AI-assisted search, and 94% regularly learn about new tools. Contractors also emphasized showing up humble and willing to learn, and investing in quality tools when affordable.

• Dominicdescribed the first annual survey of more than 1,000 professionals across eight construction and industrial trades.
• The research examines contractors’ economic outlook, labor conditions, tools, and expectations for the future.

• Contractors reported confidence in employment stability and pride in their work.
• Finding reliable skilled workers remains a significant challenge; participants emphasized the importance of investment in the trades.
• Advice for new workers included being punctual, humble, and open to learning from experienced crews.

• AI can reduce administrative burdens and speed up information searches, but human expertise remains essential for validating accuracy and safety.
• Contractors continue learning about new tools, often relying on peers as a trusted source of information.
• Professionals advised investing in quality tools when possible, while noting that overspending can be a source of regret.

• The survey report is available through Sales Factory;Dominicalso described the company’s quarterly State of the DIYer research.

If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation.

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

Personal LinkedIn: https://www.linkedin.com/in/dominic-mercurio-iv/

Company LinkedIn: https://www.linkedin.com/company/the-sales-factory/

Company Website: https://salesfactory.com/

https://youtu.be/Icr0YxXpWvQ

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

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• Legacy operational technology, IT/OT alignment, and supplier vulnerabilities make it difficult to keep manufacturing and other critical operations secure.
• The European NIS2 regulation requires covered organizations to demonstrate cybersecurity measures and address supply-chain risk. Scarce cybersecurity talent and expensive, complex tools add to the burden.
• Ulrichdescribed difficulty securing management support and resources when executives do not prioritize cybersecurity.

• AI can help analyze security data and review product documentation, but its output needs guardrails and human review.
• The Cyber Resilience Act will require products with digital elements sold in Europe to meet cybersecurity and documentation requirements; noncompliant products may be removed from the market. New products must comply from January 2028.
• How can organizations secure extensive supplier networks and legacy systems while maintaining business continuity and pace of innovation?

• Legacy operational technology and IT/OT alignment create ongoing security challenges.
• Supplier cybersecurity is a business-continuity risk, reinforced by NIS2 requirements.
• Cybersecurity staffing gaps and poorly fitted or underused tools constrain organizations.

• AI supports analysis of large volumes of security data and review of compliance documentation; guardrails and human review remain important.
• The Cyber Resilience Act applies to products with digital elements entering the European market, with requirements for new products from January 2028.

• Executives must understand cybersecurity risks and provide appropriate resources.
• Ulrich described practical engagement with hospital teams and boards to build awareness and improve cybersecurity maturity.

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• Clintdescribed the firm as an advisor representing business owners, not a private-equity investor or equity holder in transactions.
• Its main sectors are business and industrial services, energy and infrastructure, technology-enabled services, and healthcare.
• The firm helps owners maximize value, prepare management and financials, and identify strategic or financial partners.

• AI-driven data-center demand has significantly increased activity and investment in energy services.
• Owners may seek liquidity, a growth partner, or capital for expansion; available options are broader than in prior decades.
• Clintemphasized stability, profitability, growth, and scale as foundations for transaction readiness.
• How long will current AI and data-center-driven energy demand continue to support elevated growth and investment?

• The Bundy Group advises privately held businesses on sales and capital raises.
• It works on behalf of owners to maximize value and find suitable partners.
• The firm does not take equity positions or operate as a private-equity buyer.

• Business and industrial services
• Energy and infrastructure
• Technology-enabled services, including automation and control-system integration
• Healthcare

• The firm evaluates management strength and financial readiness before launching a process.
• It may recommend strengthening leadership or addressing financial issues before going to market.
• Potential buyers include strategic acquirers, private-equity sponsors, or both.

• AI data centers are driving increased demand for power and energy services.
• Automation and AI are creating opportunities for privately held companies to grow more quickly.
• The mergers-and-acquisitions market is expected to continue experiencing periods of both expansion and contraction.

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• Product data is often fragmented across ERP, PLM, spreadsheets, suppliers, and other systems, creating a need for a single source of truth.
• Manufacturers must support more channels and increasingly detailed product information, including regulatory and digital product passport requirements.
• Inaccurate or incomplete data can affect search, AI-generated answers, product discovery, replacements, and aftermarket sales.

• Inrivercan onboard data from upstream systems and suppliers, use AI-assisted cleanup and enrichment, manage workflows, and syndicate channel-specific information.
• Reported customer outcomes include 30–40% faster time to market and 20–25% less work maintaining product data.
• Deployments may take 30–60 days for focused use cases or about 90 days for a quick start; enterprise integrations require more time. Open questions include which use case offers the fastest return and how the platform should fit the organization’s existing technology stack.

• Jayexplained thatInriverprovides product information management and product experience management.
• The platform creates a centralized source of product truth and distributes channel-specific information.

• Data can come from ERP, PLM, supplier files, spreadsheets, and other upstream systems.
• Inriversupports AI-assisted cleanup, enrichment, categorization, translation, workflow, and syndication.
• The discussion highlighted the risks of inaccurate product descriptions, images, measurements, and replacement-part information.

• Manufacturers now manage more sales channels and more detailed product requirements.
• Customers increasingly use LLMs such asChatGPT,Claude, andGeminito find products, increasing the importance of accurate, structured data.
• Human review remains important for trustworthy, compliant, and on-brand content.

• Reported benefits include faster time to market, reduced product-data maintenance, and fewer costly product-information errors.
• Adoption may be limited by competing priorities and the need to demonstrate a clear return on investment.
• Implementation timing depends on the use case and integration scope, including existing ERP systems.

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• Robdescribed 30 years in industrial software supporting power, utilities, manufacturing, pharmaceuticals, refining, and other critical infrastructure.
• AVEVAspans design and engineering through production operations, includingOSIsoft PI System,Wonderware,E3D, and simulation tools.

• AVEVA Connectconsolidates data from PLCs, DCS, RTUs, and other industrial sources so AI can analyze information in context.
• Data quality remains essential because inaccurate recommendations could affect plant safety, product quality, or operations.
• AI is being used to support pipe and cable layout design, provide operators and maintenance staff with guidance, and enable digital-twin analysis.

• How quickly will industrial AI move from human-supervised recommendations to direct control within safe operating limits?
• How will organizations manage evolving AI models, protocols, legacy systems, and workforce adaptation while preserving human judgment?

• Robdiscussed his career in industrial manufacturing software and critical infrastructure.
• His experience includes power plants, utilities, food and pharmaceutical facilities, refining, and energy operations.

• Avivaprovides software across the design-build and production-operations lifecycle.
• Its portfolio includes engineering design, simulation, supervisory control, data acquisition, process historians, planning, scheduling, and execution systems.

• Industrial environments combine data from PLCs, DCS, RTUs, sensors, and varied protocols.
• Data cleansing and validation establish trusted information for analytics and AI applications.

• AI can generate and compare design options while leaving final decisions with human experts.
• Digital twins support maintenance, sustainability, production, optimization, and safer operational analysis.
• Robexpects AI to remain human-supervised in the near term, with narrower autonomous control applications developing over time.

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• StevensaidMETALbegan about two and a half years ago and combines casting, metallurgy, materials science, and forging curriculum.
• Joshdescribed how the program expanded to offer five-day boot camps for course credit, including hands-on machining, robotics, forging, casting, and materials testing.

• Joshmoved through mechanical engineering, supply chain, machining, automation, and controls before joining the program.
• Steventransitioned from architectural ironwork and industrial maintenance into plumbing, industrial robot programming, and engineering technology.

• Both emphasized that employers should consider motivated candidates who may not meet every requirement initially.
• JoshandStevenargued that internships, rotational opportunities, hands-on learning, and willingness to train can help develop capable industrial professionals.
• Open question: How can employers communicate manufacturing opportunities in ways that resonate with younger workers?

• History and development of the program at Penn State Behrend.
• Collaboration among Penn State faculty and instructors.
• Expansion of curriculum into forging, casting, metallurgy, materials science, machining, and robotics.
• Five-day boot camps can provide one course credit and emphasize hands-on learning.

• Studied mechanical engineering, supply chain management, and mechanical engineering technology.
• Gained experience as a student machinist and automation and controls intern.
• Contributed to robotics programming and curriculum development.

• Trained in forged architectural ironwork and worked as a professional blacksmith.
• Studied industrial maintenance and later programmed industrial robots.
• Joined Penn State Behrend to continue developing technical and engineering skills.

• Employers often overlook candidates who do not match every listed qualification.
• Participants stressed the importance of evaluating character, initiative, integrity, and learning ability.
• JoshdescribedAIand search tools as useful starting points for technical research, with source verification still required.

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• Christianexplained that cyberattacks often exploit emotions rather than intelligence, using urgency, fear, or reward triggers.
• AI-generated phishing messages are increasingly difficult for filters to detect; human judgment remains necessary.

• Pause when an email feels uncertain, verify it through an established channel, and use a second person for review when appropriate.
• Organizations should combine technical controls with engaging, incremental awareness training that demonstrates progress and recognizes employees who report threats.

• How can organizations scale continuous cybersecurity education without overwhelming employees?
• How can companies maintain trust and productivity while improving security awareness?

• Promotion of theBarcelona Cybersecurity Congress, scheduled for November 3–5 in Barcelona.
• Discussion focused on the human side of cybersecurity and the role ofSoSafe.

• Christiandescribed attackers as sophisticated users of psychological manipulation.
• Emotional triggers can cause capable and intelligent people to make unsafe decisions.
• AI has made phishing attacks more scalable and convincing, while filters remain limited by what they have previously seen.

• Avoid reacting immediately to suspicious messages.
• Pause, verify through a trusted channel, and ask another person to review uncertain communications.
• Apply the same awareness to personal devices, smart-home systems, and family members.

• Technical defenses remain necessary, but employees must share responsibility for security.
• Training should be practical, engaging, incremental, and connected to employees’ personal lives.
• Progress should be made visible through positive feedback and recognition of effective reporting.

• Cybersecurity awareness requires consistent practice rather than one-time training.
• Simple habits, such as locking a screen when stepping away, can become automatic over time.

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