Buckaroo Podcast Episode 3: One Thing Every Manufacturer MUST Consider Before Hiring a Legal Partner
August 17, 2020 • 18 mins
Find out steps to take if an employee tests positive for CCOVID-19. Discover the most important thing to think about before hiring legal counsel. Learn the greatest challenges manufacturers face today and possible solutions.
Guest: Stephen Ferrucci, Attorney at Law, with the law firm, Clapp Ferrucci.
If you liked this video, please subscribe to our channel. To discover how we can help your
company, please visit www.gobuckaroo.com.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Welcome to the buck room marketing, new media
podcast, your resource for B2Bmarketing for manufacturing in
related industries, you createunrivaled products and services.
We tell your story now onto theshow.
Speaker 2 (00:18):
I'm your host, Deborah Dailey.
And I'm the co-founder ofBuckaroo marketing new media.
Today.
I have the pleasure ofinterviewing Mr.
Steven Ferrucci, who is apartner at the law firm of clap
for Ruchi welcome, Steve.
Speaker 3 (00:37):
Thanks.
How are you?
Speaker 2 (00:38):
Good.
I'm glad to have you on today'sshow.
Why don't we start off and youtell us a little bit about your
background.
Speaker 3 (00:49):
Sure.
Um, I I've been a lawyer for thepast 30 years for about the last
15 years.
I've worked primarily withmanufacturing companies.
Um, and in fact, I was in-housegeneral counsel for a
manufacturing company on theeast side of Indianapolis that
made plumbing control productsfor a number of years since
(01:09):
then, about 2 8, 9 years ago, Ileft in-house and, uh, became a
partner with Sean Clapp.
And now I still have my formerclient, uh, my former employer
as a client.
And then I picked up othermanufacturing clients along the
way.
Speaker 2 (01:28):
What drew you to manufacturing?
Speaker 3 (01:31):
Well, uh, a couple of things, you know, when I was
growing up, my dad worked in amanufacturer as an enemy
manufacturing company.
He, he made micrometers, so thatwas his career for 45 years.
The company was in Rhode Islandwhere I grew up and, you know, I
learned a lot from him aboutsome of the challenges of
manufacturing at that time.
(01:52):
And then, uh, when I became alawyer, eventually I worked my
way from being a prosecutorwhere I started to work with
business clients and theneventually manufacturing
clients, just because withmanufacturing, you have a lot of
different, uh, subject matterswithin the law.
So we have HR issues.
We have contract issues,supplier issues, intellectual
(02:13):
property issues, and then yourgeneral everyday issues of
buying and selling real estateand the likes.
So to me, it was a good way tohave a broad subject matter area
that I could help clients with
Speaker 2 (02:28):
That way you don't get bored either.
Speaker 3 (02:31):
Yeah, that's true
Speaker 2 (02:32):
For, uh, newbies.
What's a micrometer,
Speaker 3 (02:38):
Uh, it's a device that measures something like the
thickness of a piece of paper.
So it's very, uh, it's a devicethat you can use to measure very
small things.
Speaker 2 (02:50):
I know engineers usually use them don't they?
They do.
Okay.
Now, um, how long have you beena partner in, uh, clap Frucci
again,
Speaker 3 (03:01):
It's 2009.
So I left my former employer in2007, started off on my own as
an independent contractor or ofcouncil with Sean clap.
And then he and I becamepartners in all nine renamed the
firm in 2010.
So about, uh, 11 years as apartner in private practice on
(03:21):
my own for the last 13.
Speaker 2 (03:23):
Okay.
Does Sean specialize in the samearea?
Speaker 3 (03:29):
No.
Shawn, uh, handles primarilybusiness real estate matters.
So he's got a strong emphasis in, in real estate and we have an
in-house title company that, uh,that I also am involved with.
Speaker 2 (03:42):
Okay.
Now, with COVID-19 where a lotof your clients affected, uh, as
considered being non-essential
Speaker 3 (03:54):
Actually the clients that I had in manufacturing
sector were, were considered tobe critical infrastructure
workers.
So, um, almost all of my clientscontinue to operate during that
timeframe, um, as criticalworkers under the size of
guidelines.
Speaker 2 (04:13):
Um, now are your clients, is there any, um,
boundary restriction as far asare they nationwide or
Speaker 3 (04:24):
I've got some clients and in fact, my former employer,
uh, they distribute productsnationwide.
Um, uh, some of my clients are,uh, local and regional
suppliers.
Um, I've got another client, forexample, one of my clients is a
manufacturer of chemicals andthey distribute to water
(04:44):
treatment facilities largely inthe Midwest, but not outside the
Midwest.
So some are regional and someare national.
Speaker 2 (04:52):
Okay.
Uh, do you do anything outsideof the United States?
Speaker 3 (04:59):
Um, I did a little work with companies in Canada
for some time, uh, that is sincestopped largely because the
client I was working withdecided not to distribute in
Canada any further.
Speaker 2 (05:11):
Okay.
Okay.
Sounds good.
Um, why don't you tell me whatare some of the shared
challenges that your clientshave?
Speaker 3 (05:26):
Oh, sure.
Um, I would say that the primaryissue that my clients all face
is keeping, uh, attractingkeeping and incentivizing key
key folks.
You know, they're, some of myclients have very high turnover
and by the time they get peopletrained, those clients are
moving elsewhere for a dollar or$2 or$3 more per hour at other
(05:52):
manufacturing facilities.
So it's a, the turnover is toughand once they get somebody
trained, we want to keep themand incentivize them.
And most of my clients are smallmanufacturers who can't really
afford to, um, you know, it'sdifficult to pay somebody two,
three,$4 more an hour.
(06:12):
So that's, that's a sharedissue.
Um, another issue that, thatpeople, uh, sometimes run into
is finding people in the frontoffice, right.
To, to assist them with a CFO,like activities controller, like
activities, just because they'renot large enough to, to really
have a full blown staff with aCOO CEO, CFO, et cetera.
(06:37):
So, um, I assist them with, youknow, outsourcing some of that,
uh, you know, with, for example,marketing, you know, finding a
right outsource marketing teamand those types of things.
Speaker 2 (06:48):
Sure, sure.
Um, when you said you deal withcompanies that are small,
primarily small, uh, privatelyheld
Speaker 3 (06:57):
Yeah.
In fact, all privately held.
Yeah.
And,
Speaker 2 (07:04):
Um, what size define small,
Speaker 3 (07:07):
Uh, T to me, uh, anything under 500 would be
small.
You know, most of my clients arein the range of a hundred or
less, you know, even fewer.
I mean, I've got a lot ofclients that are 25 30 people in
total, you know, that haveannual sales in the revenue
range of say 3 million up to 40or$50 million a year.
(07:30):
But, but most of them are 25 anda fewer, and they have less than
$20 million in sales a year.
Speaker 2 (07:36):
Sure.
And have most of these companiesbeen in existence for quite a
while?
Speaker 3 (07:44):
Yeah.
So some have some haven't.
Um, most of them, I say I'vebeen around for 10 or 15 or 20
years, you know, we still havethe manufacturing base in
central Indiana.
So, you know, you have a companythat may make a product and
you've got all of the suppliersthat supply the component pieces
and parts to the company thatmakes the product.
And I represent both the kind ofthe company that makes the
(08:05):
product and the company thatsupplies the product to the, to
the other company.
So, um, most of them, you know,our local regional, uh, based
around Indianapolis.
Speaker 2 (08:17):
Okay.
Okay.
Um, you know, manufacturing issuch a big word, you know, a lot
can go into it betweenautomation and pharmaceutical
and whatnot.
Uh, give us an idea of the typesof products your manufacturers
currently create.
Speaker 3 (08:39):
Sure.
Uh, so one of them createsplumbing control products.
So it's a valve that mixes hotand cold water.
And so that people aren'tscalded, right?
So a hotel or a hospital or anursing home you'll want to
distribute water that doesn'tskull people.
So that's one type of product,another company, uh,
(09:01):
manufacturers, uh, componentpieces for the automobile
industry.
So they're making, they'redoing, you know, plastic
injection molding.
So there's a lot of parts andpieces that go along with that.
A third company, as I mentionedbefore, is involved in water
treatment.
So they manufacture chemicalsthat they supply to water
treatment facilities andhospitals to treat water, uh,
(09:24):
and you know, to assist them inassessing risks, like Legionella
in their facilities.
Speaker 2 (09:30):
Okay.
Okay.
Um, besides, you know, we'vetalked about some of the unique
challenges and obviously we'reall getting back to what I call
a new normal, um, with thepandemic and everything.
(09:51):
Um, what should a manufacturerdo if someone tests positive or,
um, if you suspect that they'vetested positive.
Speaker 3 (10:02):
Okay.
So if they test positive, thequestion is, are they
asymptomatic or are theysymptomatic?
So if they test positive, um,you know, you want to send them
home.
And then what the CDC recommendsis that they stay home for 10
days, if they remainasymptomatic and then they
(10:25):
return to work.
Okay.
If they're symptomatic, they'renot going to be allowed to come
back for 10 days since theirsymptoms, uh, have first
appeared and then stopped.
So it's 10 days from when theyhave stopped before they're able
to come back to work now withregard to what about everybody
(10:45):
else?
Right?
So you, you have somebody who'san employee, they test positive.
What about the people around?
Right?
So just because there's apotential exposure or an
exposure to someone who is atested positive doesn't mean
that those folks have toquarantine for two weeks.
What you want to do is, uh, anemployer should probably should,
(11:08):
according to the CDC guidelines,take employees, temperatures, or
prescreen them.
When they come to work, to theextent they are able to, we want
to have regular Mon monitoringof the employee, right?
So if they show symptoms, sendthem home, immediately want to
wear a mask.
In some cases in manufacturingfacilities, you can't wear a
(11:28):
mask because it's unsafe to doso, but where it's safe to do
so, you want to wear a mask youwant to clean frequently touched
surfaces, bury, uh, regularly.
Uh, and then finally, uh, uh,make sure that you create
conditions for socialdistancing.
So employees should maintaintheir six feet of distance.
And to the extent you can in themanufacturing facility create a
(11:52):
process where people sociallydistant while they're working.
Sure.
Speaker 2 (11:57):
And I'm sure while they're eating.
Speaker 3 (11:59):
Yeah.
In fact, that's one thing thatthe CDC recommends is that you,
yeah.
You have different break timesso that no one is all
congregating in the break room,around the microwave at the same
time or around the fridge at thesame time.
So you want to try break thatup.
Hmm.
Speaker 2 (12:15):
Um, I know that, uh, the other day I was shopping at
Kroger and there was a gal andan employee came in and the
first thing she did was take histemperature and log it.
And I thought it was interestingbecause that's pre COVID, that's
not anything we would have seen.
(12:36):
And when I've actually traveledto see my clients, they've done
the same thing with me as far astaking my temperature and making
sure I haven't had any exposure.
Speaker 3 (12:49):
Yeah.
I, I think it's really importantthat employers prescreen people.
So when they show up to work,they that you do take their
temperature.
And if they're exhibiting signsof fever to send them home.
Speaker 2 (12:59):
So I have a client where, um, a lot of their team
members go on site to othercompanies, commercially based to
do preventative maintenance.
What happens if, you know, oneof their customers says, Hey,
we've had a positive test.
(13:21):
What are they, what should theydo?
Speaker 3 (13:24):
Well, I think the employers is going to do a
couple of things.
First, the employer needs todetermine who that employee had
been in contact with and the twodays prior, and then, and the
day that the test is positive.
Right?
So you have some idea of who theexposed folks are.
You can tell exposed,potentially exposed people that
(13:46):
there's been a positive test forCOVID, but you have to be
mindful of HIPAA, HIPAAregulations.
So you can't see the name of theperson, but you can see that
this, this has occurred.
Right.
Okay.
Um, and then, you know,encourage the employee or the
independent contractor whoprovides preventative
maintenance, that if they'reconcerned about it, they should
be tested, um, uh, beyond that,uh, you know, again, cleaning
(14:12):
surfaces and, and having set upconditions for social distancing
is real important.
Speaker 2 (14:18):
Sure, sure.
Well, that's certainly a newarea that, you know, everybody
is trying to navigate for sure.
Um, what else would you like toadd to our conversation today?
Speaker 3 (14:34):
Well, I, I guess, you know, um, when a little advice
for manufacturing clients inparticular, when you, when
you're going to hire counsel,um, you might want to make sure
that the council has beenexposed to a lot of different
areas that the council can helpyou with.
Because if you hire anintellectual property attorney
(14:55):
that in turn is not going toknow anything about HR or
anything about real estate.
So, you know, uh, most of yourlegal needs can be met by one
client, or excuse me, one lawyerwho's been exposed to a number
of different things.
And if it's something that'smore complex, that attorneys
should be in a position to beable to advise you as to seeking
(15:15):
further expertise in an area.
Right?
So, um, one of the things I wasexcited about when I left my
former employer is to becomekind of the in-house counsel or
defacto general counsel formanufacturing companies, because
I'd been exposed to manydifferent plans.
Speaker 2 (15:33):
Tell me what's the greatest lesson you've learned
in working with manufacturers?
Speaker 3 (15:42):
Oh, um, planning.
Uh, I think that would be, um,very important because, you
know, being able to keeplongevity in the business and
planning ahead having asuccession plan in place,
because I've seen a lot of folkswho kind of have not groomed
people to take over, and thenthey get to a retirement and now
(16:04):
they're facing, what do I do?
You know, I want to retire, butI don't have enough people that,
you know, that I trust within myorganization.
And then they try to sell theirbusiness and maybe they don't
get as much for their businessbecause they're in a position
where they have to sell itversus, you know, being, having
a succession plan in place.
So I think that's reallyimportant, uh, especially in a
(16:25):
small company, you know,identifying people, grooming
those people, having a plan inplace so that you can eventually
pass that business on andeverything you created stays
intact.
Speaker 2 (16:36):
Right.
We have that same issue withmarketing.
So many times, um, clients arerunning from fire to fire,
taking care of their owncustomers.
They're not able to stop andtake a breath and think about
their own plans as far as howthey want to grow the company
and their company goals.
Speaker 3 (16:58):
Right.
Right.
Speaker 2 (17:01):
Um, if our listeners want to reach you, um, what's
the best way to do that?
Speaker 3 (17:07):
Well, a couple of different ways they can call me.
And my number is 3 1 7 5 7 8 9 96 6 or more quickly email me and
my email is S for Ruchi F E R RU C C I at Sean, M Mac-Lab S E a
(17:28):
N M C L a P p.com.
And our website is Seanclapp.com.
Speaker 2 (17:35):
Um, I assume you're on LinkedIn.
I am on LinkedIn.
Yes.
Okay.
So they could reach you thatway.
Speaker 3 (17:41):
They can't do that.
That's true.
Well,
Speaker 2 (17:43):
Thank you so much for joining me on buck root TV
today.
Um, it really great to have youand, you know, share some of
your knowledge, uh, in relationto what's going on in the
manufacturing industry.
Speaker 3 (17:59):
Thanks for the opportunity today, Deb.
I appreciate it very much.
Speaker 1 (18:01):
Thank you.
Thank you for listening to theBuckaroo marketing new media
podcast.
If you'd like to learn moreabout B2B marketing for
manufacturing and relatedindustries, please visit us like
go book a route.com[inaudible].
Welcome to the buck room marketing, new media
podcast, your resource for B2Bmarketing for manufacturing in
related industries, you createunrivaled products and services.
We tell your story now onto theshow.
Speaker 2 (00:18):
I'm your host, Deborah Dailey.
And I'm the co-founder ofBuckaroo marketing new media.
Today.
I have the pleasure ofinterviewing Mr.
Steven Ferrucci, who is apartner at the law firm of clap
for Ruchi welcome, Steve.
Speaker 3 (00:37):
Thanks.
How are you?
Speaker 2 (00:38):
Good.
I'm glad to have you on today'sshow.
Why don't we start off and youtell us a little bit about your
background.
Speaker 3 (00:49):
Sure.
Um, I I've been a lawyer for thepast 30 years for about the last
15 years.
I've worked primarily withmanufacturing companies.
Um, and in fact, I was in-housegeneral counsel for a
manufacturing company on theeast side of Indianapolis that
made plumbing control productsfor a number of years since
(01:09):
then, about 2 8, 9 years ago, Ileft in-house and, uh, became a
partner with Sean Clapp.
And now I still have my formerclient, uh, my former employer
as a client.
And then I picked up othermanufacturing clients along the
way.
Speaker 2 (01:28):
What drew you to manufacturing?
Speaker 3 (01:31):
Well, uh, a couple of things, you know, when I was
growing up, my dad worked in amanufacturer as an enemy
manufacturing company.
He, he made micrometers, so thatwas his career for 45 years.
The company was in Rhode Islandwhere I grew up and, you know, I
learned a lot from him aboutsome of the challenges of
manufacturing at that time.
(01:52):
And then, uh, when I became alawyer, eventually I worked my
way from being a prosecutorwhere I started to work with
business clients and theneventually manufacturing
clients, just because withmanufacturing, you have a lot of
different, uh, subject matterswithin the law.
So we have HR issues.
We have contract issues,supplier issues, intellectual
(02:13):
property issues, and then yourgeneral everyday issues of
buying and selling real estateand the likes.
So to me, it was a good way tohave a broad subject matter area
that I could help clients with
Speaker 2 (02:28):
That way you don't get bored either.
Speaker 3 (02:31):
Yeah, that's true
Speaker 2 (02:32):
For, uh, newbies.
What's a micrometer,
Speaker 3 (02:38):
Uh, it's a device that measures something like the
thickness of a piece of paper.
So it's very, uh, it's a devicethat you can use to measure very
small things.
Speaker 2 (02:50):
I know engineers usually use them don't they?
They do.
Okay.
Now, um, how long have you beena partner in, uh, clap Frucci
again,
Speaker 3 (03:01):
It's 2009.
So I left my former employer in2007, started off on my own as
an independent contractor or ofcouncil with Sean clap.
And then he and I becamepartners in all nine renamed the
firm in 2010.
So about, uh, 11 years as apartner in private practice on
(03:21):
my own for the last 13.
Speaker 2 (03:23):
Okay.
Does Sean specialize in the samearea?
Speaker 3 (03:29):
No.
Shawn, uh, handles primarilybusiness real estate matters.
So he's got a strong emphasis in, in real estate and we have an
in-house title company that, uh,that I also am involved with.
Speaker 2 (03:42):
Okay.
Now, with COVID-19 where a lotof your clients affected, uh, as
considered being non-essential
Speaker 3 (03:54):
Actually the clients that I had in manufacturing
sector were, were considered tobe critical infrastructure
workers.
So, um, almost all of my clientscontinue to operate during that
timeframe, um, as criticalworkers under the size of
guidelines.
Speaker 2 (04:13):
Um, now are your clients, is there any, um,
boundary restriction as far asare they nationwide or
Speaker 3 (04:24):
I've got some clients and in fact, my former employer,
uh, they distribute productsnationwide.
Um, uh, some of my clients are,uh, local and regional
suppliers.
Um, I've got another client, forexample, one of my clients is a
manufacturer of chemicals andthey distribute to water
(04:44):
treatment facilities largely inthe Midwest, but not outside the
Midwest.
So some are regional and someare national.
Speaker 2 (04:52):
Okay.
Uh, do you do anything outsideof the United States?
Speaker 3 (04:59):
Um, I did a little work with companies in Canada
for some time, uh, that is sincestopped largely because the
client I was working withdecided not to distribute in
Canada any further.
Speaker 2 (05:11):
Okay.
Okay.
Sounds good.
Um, why don't you tell me whatare some of the shared
challenges that your clientshave?
Speaker 3 (05:26):
Oh, sure.
Um, I would say that the primaryissue that my clients all face
is keeping, uh, attractingkeeping and incentivizing key
key folks.
You know, they're, some of myclients have very high turnover
and by the time they get peopletrained, those clients are
moving elsewhere for a dollar or$2 or$3 more per hour at other
(05:52):
manufacturing facilities.
So it's a, the turnover is toughand once they get somebody
trained, we want to keep themand incentivize them.
And most of my clients are smallmanufacturers who can't really
afford to, um, you know, it'sdifficult to pay somebody two,
three,$4 more an hour.
(06:12):
So that's, that's a sharedissue.
Um, another issue that, thatpeople, uh, sometimes run into
is finding people in the frontoffice, right.
To, to assist them with a CFO,like activities controller, like
activities, just because they'renot large enough to, to really
have a full blown staff with aCOO CEO, CFO, et cetera.
(06:37):
So, um, I assist them with, youknow, outsourcing some of that,
uh, you know, with, for example,marketing, you know, finding a
right outsource marketing teamand those types of things.
Speaker 2 (06:48):
Sure, sure.
Um, when you said you deal withcompanies that are small,
primarily small, uh, privatelyheld
Speaker 3 (06:57):
Yeah.
In fact, all privately held.
Yeah.
And,
Speaker 2 (07:04):
Um, what size define small,
Speaker 3 (07:07):
Uh, T to me, uh, anything under 500 would be
small.
You know, most of my clients arein the range of a hundred or
less, you know, even fewer.
I mean, I've got a lot ofclients that are 25 30 people in
total, you know, that haveannual sales in the revenue
range of say 3 million up to 40or$50 million a year.
(07:30):
But, but most of them are 25 anda fewer, and they have less than
$20 million in sales a year.
Speaker 2 (07:36):
Sure.
And have most of these companiesbeen in existence for quite a
while?
Speaker 3 (07:44):
Yeah.
So some have some haven't.
Um, most of them, I say I'vebeen around for 10 or 15 or 20
years, you know, we still havethe manufacturing base in
central Indiana.
So, you know, you have a companythat may make a product and
you've got all of the suppliersthat supply the component pieces
and parts to the company thatmakes the product.
And I represent both the kind ofthe company that makes the
(08:05):
product and the company thatsupplies the product to the, to
the other company.
So, um, most of them, you know,our local regional, uh, based
around Indianapolis.
Speaker 2 (08:17):
Okay.
Okay.
Um, you know, manufacturing issuch a big word, you know, a lot
can go into it betweenautomation and pharmaceutical
and whatnot.
Uh, give us an idea of the typesof products your manufacturers
currently create.
Speaker 3 (08:39):
Sure.
Uh, so one of them createsplumbing control products.
So it's a valve that mixes hotand cold water.
And so that people aren'tscalded, right?
So a hotel or a hospital or anursing home you'll want to
distribute water that doesn'tskull people.
So that's one type of product,another company, uh,
(09:01):
manufacturers, uh, componentpieces for the automobile
industry.
So they're making, they'redoing, you know, plastic
injection molding.
So there's a lot of parts andpieces that go along with that.
A third company, as I mentionedbefore, is involved in water
treatment.
So they manufacture chemicalsthat they supply to water
treatment facilities andhospitals to treat water, uh,
(09:24):
and you know, to assist them inassessing risks, like Legionella
in their facilities.
Speaker 2 (09:30):
Okay.
Okay.
Um, besides, you know, we'vetalked about some of the unique
challenges and obviously we'reall getting back to what I call
a new normal, um, with thepandemic and everything.
(09:51):
Um, what should a manufacturerdo if someone tests positive or,
um, if you suspect that they'vetested positive.
Speaker 3 (10:02):
Okay.
So if they test positive, thequestion is, are they
asymptomatic or are theysymptomatic?
So if they test positive, um,you know, you want to send them
home.
And then what the CDC recommendsis that they stay home for 10
days, if they remainasymptomatic and then they
(10:25):
return to work.
Okay.
If they're symptomatic, they'renot going to be allowed to come
back for 10 days since theirsymptoms, uh, have first
appeared and then stopped.
So it's 10 days from when theyhave stopped before they're able
to come back to work now withregard to what about everybody
(10:45):
else?
Right?
So you, you have somebody who'san employee, they test positive.
What about the people around?
Right?
So just because there's apotential exposure or an
exposure to someone who is atested positive doesn't mean
that those folks have toquarantine for two weeks.
What you want to do is, uh, anemployer should probably should,
(11:08):
according to the CDC guidelines,take employees, temperatures, or
prescreen them.
When they come to work, to theextent they are able to, we want
to have regular Mon monitoringof the employee, right?
So if they show symptoms, sendthem home, immediately want to
wear a mask.
In some cases in manufacturingfacilities, you can't wear a
(11:28):
mask because it's unsafe to doso, but where it's safe to do
so, you want to wear a mask youwant to clean frequently touched
surfaces, bury, uh, regularly.
Uh, and then finally, uh, uh,make sure that you create
conditions for socialdistancing.
So employees should maintaintheir six feet of distance.
And to the extent you can in themanufacturing facility create a
(11:52):
process where people sociallydistant while they're working.
Sure.
Speaker 2 (11:57):
And I'm sure while they're eating.
Speaker 3 (11:59):
Yeah.
In fact, that's one thing thatthe CDC recommends is that you,
yeah.
You have different break timesso that no one is all
congregating in the break room,around the microwave at the same
time or around the fridge at thesame time.
So you want to try break thatup.
Hmm.
Speaker 2 (12:15):
Um, I know that, uh, the other day I was shopping at
Kroger and there was a gal andan employee came in and the
first thing she did was take histemperature and log it.
And I thought it was interestingbecause that's pre COVID, that's
not anything we would have seen.
(12:36):
And when I've actually traveledto see my clients, they've done
the same thing with me as far astaking my temperature and making
sure I haven't had any exposure.
Speaker 3 (12:49):
Yeah.
I, I think it's really importantthat employers prescreen people.
So when they show up to work,they that you do take their
temperature.
And if they're exhibiting signsof fever to send them home.
Speaker 2 (12:59):
So I have a client where, um, a lot of their team
members go on site to othercompanies, commercially based to
do preventative maintenance.
What happens if, you know, oneof their customers says, Hey,
we've had a positive test.
(13:21):
What are they, what should theydo?
Speaker 3 (13:24):
Well, I think the employers is going to do a
couple of things.
First, the employer needs todetermine who that employee had
been in contact with and the twodays prior, and then, and the
day that the test is positive.
Right?
So you have some idea of who theexposed folks are.
You can tell exposed,potentially exposed people that
(13:46):
there's been a positive test forCOVID, but you have to be
mindful of HIPAA, HIPAAregulations.
So you can't see the name of theperson, but you can see that
this, this has occurred.
Right.
Okay.
Um, and then, you know,encourage the employee or the
independent contractor whoprovides preventative
maintenance, that if they'reconcerned about it, they should
be tested, um, uh, beyond that,uh, you know, again, cleaning
(14:12):
surfaces and, and having set upconditions for social distancing
is real important.
Speaker 2 (14:18):
Sure, sure.
Well, that's certainly a newarea that, you know, everybody
is trying to navigate for sure.
Um, what else would you like toadd to our conversation today?
Speaker 3 (14:34):
Well, I, I guess, you know, um, when a little advice
for manufacturing clients inparticular, when you, when
you're going to hire counsel,um, you might want to make sure
that the council has beenexposed to a lot of different
areas that the council can helpyou with.
Because if you hire anintellectual property attorney
(14:55):
that in turn is not going toknow anything about HR or
anything about real estate.
So, you know, uh, most of yourlegal needs can be met by one
client, or excuse me, one lawyerwho's been exposed to a number
of different things.
And if it's something that'smore complex, that attorneys
should be in a position to beable to advise you as to seeking
(15:15):
further expertise in an area.
Right?
So, um, one of the things I wasexcited about when I left my
former employer is to becomekind of the in-house counsel or
defacto general counsel formanufacturing companies, because
I'd been exposed to manydifferent plans.
Speaker 2 (15:33):
Tell me what's the greatest lesson you've learned
in working with manufacturers?
Speaker 3 (15:42):
Oh, um, planning.
Uh, I think that would be, um,very important because, you
know, being able to keeplongevity in the business and
planning ahead having asuccession plan in place,
because I've seen a lot of folkswho kind of have not groomed
people to take over, and thenthey get to a retirement and now
(16:04):
they're facing, what do I do?
You know, I want to retire, butI don't have enough people that,
you know, that I trust within myorganization.
And then they try to sell theirbusiness and maybe they don't
get as much for their businessbecause they're in a position
where they have to sell itversus, you know, being, having
a succession plan in place.
So I think that's reallyimportant, uh, especially in a
(16:25):
small company, you know,identifying people, grooming
those people, having a plan inplace so that you can eventually
pass that business on andeverything you created stays
intact.
Speaker 2 (16:36):
Right.
We have that same issue withmarketing.
So many times, um, clients arerunning from fire to fire,
taking care of their owncustomers.
They're not able to stop andtake a breath and think about
their own plans as far as howthey want to grow the company
and their company goals.
Speaker 3 (16:58):
Right.
Right.
Speaker 2 (17:01):
Um, if our listeners want to reach you, um, what's
the best way to do that?
Speaker 3 (17:07):
Well, a couple of different ways they can call me.
And my number is 3 1 7 5 7 8 9 96 6 or more quickly email me and
my email is S for Ruchi F E R RU C C I at Sean, M Mac-Lab S E a
(17:28):
N M C L a P p.com.
And our website is Seanclapp.com.
Speaker 2 (17:35):
Um, I assume you're on LinkedIn.
I am on LinkedIn.
Yes.
Okay.
So they could reach you thatway.
Speaker 3 (17:41):
They can't do that.
That's true.
Well,
Speaker 2 (17:43):
Thank you so much for joining me on buck root TV
today.
Um, it really great to have youand, you know, share some of
your knowledge, uh, in relationto what's going on in the
manufacturing industry.
Speaker 3 (17:59):
Thanks for the opportunity today, Deb.
I appreciate it very much.
Speaker 1 (18:01):
Thank you.
Thank you for listening to theBuckaroo marketing new media
podcast.
If you'd like to learn moreabout B2B marketing for
manufacturing and relatedindustries, please visit us like
go book a route.com[inaudible].
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