October 8, 2025 • 28 mins
Jim Logue didn’t start ThermOmegaTech, he reinvented it. When he stepped in, the company was overly reliant on one industry and struggling with culture. Today, it’s a $35M business with nearly 150 employees, serving sectors from aerospace to railroads—and even space.
In this conversation, host Marc Bernstein and returning guest Branden Moyer, founder of Buzz Brands, talk with Jim about the “four pillars” that guided the turnaround: staying relevant, putting customers first, engaging employees, and committing to continuous improvement. Jim opens up about the challenges of scaling, why small wins build trust, and how delegation and culture matter as much as strategy. He also shares how AI and automation are solving labor shortages and reshaping the future of manufacturing.
What you’ll learn in this episode:
- How to diversify and stay relevant in changing markets
- Why employee buy-in is the foundation of growth
- Lessons on scaling from $9M to $35M in revenue
- The role of AI and automation in modern manufacturing
Beyond the CEO role, Jim’s love of history shines through his work as a Philadelphia tour guide and Union League docent—proof that great leaders never stop learning.
About James F. Logue, Jr.:
Jim is the President & CEO of ThermOmegaTech, Inc. (“TOT”). TOT provides engineering design, machining, assembly, and testing of specialty temperature control valves and related products. The company also has a division that populates and tests printed circuit boards, primarily for the aerospace and military industries. TOT operates out of a 60,000 sq. ft. facility located in Warminster, Pennsylvania.
Connect:
Website thermomegatech.com
LinkedIn linkedin.com/company/thermomegatech
This episode is brought to you by ThermOmegaTech; a leader in innovative temperature control solutions for industrial, plumbing, aerospace, and defense markets. Visit thermomegatech.com to learn more.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Announcer (00:00):
The following programming is sponsored by Marc
J.
Bernstein.
The views expressed do notnecessarily reflect the views of
this station, its management,or Beasly Media Group.
Entrepreneur, founder, author,and financial advisor Marc
Bernstein helps high-performingbusiness owners turn their
visions into reality through itsinnovative work and the
forward-focused form.
(00:20):
Marc connects entrepreneurs toresources that fuel their
success.
Founders Forum is a radio showand podcast where entrepreneurs
share their journeys, revealingthe lessons they've learned and
the stories behind theirsuccess.
Join Marc and his guests for amix of inspiration, valuable
insights, and a little fun.
Now, let's dive in.
Marc Bernstein (00:40):
Good morning, America.
How are you?
And when I say I say this everytime I open a show and there's
I've told the story about it,it's partly because of, not
because of Good Morning Vietnam,which was a movie, or not
because of some other thingsyou've heard, but uh it's
because of Good Morning America,how are you?
(01:01):
The city of New Orleans, a songby Arlo Guthrie.
My dog's name happens to beArlo after Arlo Guthrie.
And so I say, Good morning,America, good morning, Arlo.
It's just a thing I do.
But when I say good morning,America, I really mean it
because not everyone in Americais having a good day.
And that's not meant to be apolitical statement, but that's
(01:21):
just the way it is.
And it had me thinking becauseI was reading this morning about
the upcoming, and we're in thecity of Philadelphia, the
birthplace of the nation, whichI think is going to be more or
less the center of the bigcelebration next year, which is
a semi-quin centennial.
Thank you, Jim.
Um, and uh we got to get usedto that word, and uh it's gonna
(01:45):
be a big celebration, yetthere's a lot of things going on
at the same time I was readingabout that.
I was reading about a just acouple other things that caught
me in the news.
You know, they're big subjectsright now, and I was thinking
about the founding of ournation.
So, Jim, who's I'm gonnaintroduce you to in a minute,
and I know each other a longtime, but we are also both
(02:07):
members of the Union League ofPhiladelphia.
And so I'm happy to give theUnion League a little plug.
I was, and I think I've toldyou this, Jim, you know, uh 40
years ago I went in the UnionLeague, and I'm never joining
this place because it hadbecause I had this image of it,
it was actually the building wasused in the moving trading
places, you know.
It wasn't the outside wasn't.
James F. Logue, Jr. (02:28):
No.
Marc Bernstein (02:28):
Well, he's a historian and he's a he's a uh
docent there at the uh Right.
James F. Logue, Jr. (02:32):
It's the Fidelity Building.
Marc Bernstein (02:33):
Ah, it was the Fidelity Building, okay.
Anyway, so the rumor was that.
But anyway, I presented thatimage of stodgy old white men,
you know, playing games and allthat.
And that's literally what Ithought it was.
Turns out it's somethingtotally different than that,
especially, and it's reallyabout the principles of Abraham
Lincoln and um, you know, loveof country first.
(02:54):
And, you know, I really do lovethis country.
I'm I feel so fortunate to havebeen born here and all that,
but I worry about it.
And the articles that I readthis morning have to do with
worrying about how governmentand business, both of which I'm
a big believer in, how they'reintersecting and not always for
the better.
Um, and the two articles wereone about this firing of um the
(03:18):
late show host of CBS, uhStephen Colbert, uh, and they
say it's because of cost issues,but he turned it into it's you
know, he made some commentsabout it, and it might be
politically driven.
The president certainly hadthreatened or had asked CBS to
fire him.
And when they talked about thecost savings, he says, yeah,
(03:40):
well, 16 million of that, youknow, was from paying him off in
a lawsuit.
So you got all that going on.
And the other thing was um anarticle about Elon Musk, who was
very politically active for thelast year, who I happen to be a
big admirer of in terms of his,you know, the his genius and
and his um creation of SpaceXand Tesla and all the things
(04:02):
he's done.
But um he wants to create theAmerican Party, a third party in
America, which I think is a youknow a noble idea, ideal.
But you know, we've seen a lotof like a lot of changes in him
politically over a short periodof the last few years.
It's hard to know what thatreally is about.
(04:22):
So the question really iswithout getting political, we
try to avoid politics andreligion on the show, but what
do you guys think about thiswhole government versus business
thing and where it is and whatneeds to happen?
So, Branden, I'll start withyou.
So this is Branden Moyer, whowas uh on our last show of um
Maid To Bee Clean and BuzzBrands, and your thoughts, and
(04:44):
then we'll go to Jim and I'llintroduce Jim.
Branden Moyer (04:46):
Yeah, I I definitely think um there needs
to be a relationship betweenboth because both of them
they're they're not going awayanytime soon.
All right.
It's what drives our oursociety, it's what builds our
country, and uh I think they dochecks and balances on each
other.
Um and it's super, superimportant to, you know, just
(05:07):
like church and state, thatthere is a fine line.
Um but i we need to respectboth parts that there is a place
in our society for them and weneed to call them out when I
think there's overreach as well.
And it definitely lookspolitical or it looks business
motivated and they need to becalled out, and I think um
(05:31):
public opinion, you know, alwayshas an opinion.
You know, so it and thatcarries a a a deep weight in our
uh society.
Um so that's the good thingabout democracy.
Yeah, that is very true.
Yeah, and social media, uh youknow, it that is uh sort of the
the way so uh our society canvoice its opinion now and we
(05:54):
didn't have that, you know,twenty years ago.
So now that's changed, andbecause of technology like this
that are businesses, it forcespolitics to sort of evolve
itself and uh sort of become itsown business entity, if you
will.
So it's interesting.
They both take a sort of a maskof each other at some some
(06:19):
point in their evolution.
Marc Bernstein (06:20):
Well said.
Jim, your thoughts?
James F. Logue, Jr. (06:22):
Um I d I definitely think there needs to
be a balance because uh if youlet corporate greed, which has
happened in the past andcontinues to happen, to get out
of control, um it'll be allabout the money and not about
for the good of uh the UnitedStates and the people, et
cetera.
Um but I also think thatgovernment can be very effective
(06:44):
in growing, especiallymanufacturer.
My company is a manufacturingcompany.
For instance, the nationaldefense is an issue.
The government could really bepromoting that chips need to be
made here, that video screensneed to be made here.
And um but uh that would justboost and turnaround
manufacturing, but that would bea government role.
(07:06):
So um I I just think if it's ifgovernment is not vindictive,
if the government is is positivetrying to make things work, I I
think it's a good thing.
Marc Bernstein (07:16):
Well said.
Uh that's a certainly a subjectwe ought to be thinking about
these days.
So let me introduce Jim F.
Logue Jr., James F.
Logue Jr., Jim Logue.
And Jim and I have known eachother for many years, and we are
also, as I mentioned, UnionLeague members.
And Jim is the president andCEO of Therm Omega Tech Inc.,
uh, which provides engineering,design, machining, assembly, and
(07:40):
testing of specialtytemperature control valves and
related products.
The company also has a divisionthat pop populates and test
printed um division thatpopulates and test prints
circuit boards primarily foraerospace and military
industries.
And Thermo Mega Tech operatesout of a 60,000 square foot
(08:01):
facility located in Warminster,Warminster, Pennsylvania.
You're welcome, Jim.
Thanks.
So, Jim, um there's a lot Iwant to talk to you about.
I'm gonna try to get it all in.
But first of all, you're notthe you're not the traditional
founder we have on the company.
Right.
What you what you were wassomebody who bought a business
but recreated it.
(08:22):
So therefore, I think youqualify as a founder.
And in fact, you've beenhonored for that recently.
So let's tell the story andwe'll get to that piece of it.
James F. Logue, Jr. (08:29):
Uh yeah.
So uh Thermomegatech wasfounded by a gentleman by the
name of Fred Perkle, and he wasa um an engineer and an
inventor.
I think he had 27 patents tohis name.
Um and he started this companyand uh uh used specialty wax
technology valves, which is hisspecialty.
(08:49):
And he he generally was a Iwould call him a tinker.
He uh he loved hanging with ourengineers, he loved hanging
with our machinist, but he lethis his wife and and his uh uh
daughter and and son-in-law runthe business.
And the wife uh decided todivorce Fred, and Fred's
attorney brought me in to see ifI could help Fred, who owned
(09:09):
80% of the company.
Marc Bernstein (09:11):
Let's stop right there because I want to back up
about you first.
Sure.
Your background that led you tothat, and then we'll pick up
right there.
James F. Logue, Jr. (09:17):
Uh yeah, so I I started my career as a uh
CPA with Coopers and Liebrandfour and a half years, and then
I had a series of controllershipand CEO, CFO positions.
Uh and then uh in uh uh 2000 umI went into a consulting
practice um with anothergentleman that you know.
(09:39):
Yeah and uh you know basicallyworking with small businesses
for debt restructure, forturnaround, uh for uh family
transition, things like that.
And so that was that was whythis attorney thought that I
might be able to help Fred.
Uh it turned out that um thethe family wasn't interested in
(10:01):
working in that arrangement andwe had to uh move our s remove
our the family from thebusiness, and I kind of got
pulled into uh running thebusiness, basically.
Marc Bernstein (10:12):
For Fred at that point.
James F. Logue, Jr. (10:13):
For Fred.
So that was January of 10.
And by uh May of that year, uhFred and uh approached me about
making a career change andbecoming the COO of the company.
Marc Bernstein (10:25):
Right.
And so you did that?
I did that.
And my understanding is youwere you were really running
micromanaging, as you mentioned.
James F. Logue, Jr. (10:32):
Yeah, the comp the company had a lot of
good bones.
It I mean, there were onewonderful things about the
company.
It it had proprietary products,we design and build.
Um but it had a lot of itdidn't it was not managed very
well.
Um it it had too much relianceon one industry, which was
diesel locomotive engine freezeprotection.
(10:53):
About 76 percent of revenuescame from from one source.
And so diversification was anissue.
Um and it and it just did nothave a great culture.
Right.
And so I had a uh I was at apoint in my career which I felt
that I really had the tools thatI could really do something
with this company, and Fredbasically gave me the reins to
(11:14):
do what I thought needed to bedone.
And I took advantage of it.
Marc Bernstein (11:18):
Right.
So you saw the opportunity, yougrabbed it, and um and enjoyed
it, I know, and then whathappened?
James F. Logue, Jr. (11:26):
Um well so so so just to g to to act on or
to to be a little more um uhabout why I thought that I was
ready for this, I I kind of haddeveloped what I now call the
the four pillars of thermalmegatech.
Right.
And basically the the the veryfirst pillar is the company
needs to stay relevant.
(11:46):
Okay.
We need to be growing, we needto be uh knowing the markets, we
need to be able to be lookingfor opportunities, we cannot be
stagnant.
The second pillar is uhcustomer centered.
And I always tell tell myemployees or when I had the
chance to say, always putyourself in the position of the
(12:08):
person on the other side.
What do you want to hear?
Okay, there's a problem,there's a there's something, you
know, picking up the phone,things like that.
So being very customer focusedis there.
Um the third pillar is employeeengagement.
I knew that I could not uhbuild the company the way I
wanted to unless I had uh aculture where the employees uh
(12:31):
were behind what we were tryingto do.
Why do we make the products wedo?
Do you understand that we servea purpose here?
And making sure that our emplothat our employees were
dedicated and appreciated was anunderlying uh factor.
And then the last pillar is uha commitment to continuous
(12:52):
improvement.
So I had I w was aware, I Iread a book, I've been to a
couple seminars on leanmanufacturing, and I wanted to
instill that into our company,which I did.
And um and so uh putting thosefour pillars together kind of
created uh the ideal companythat I thought Thermobegatech
(13:13):
should be.
And so I started doing that.
Marc Bernstein (13:15):
We talked on the last show, our topic of the day
had to do with strategyactually on the on the last
show.
And you are you were all aboutstrategy.
You were all about getting inthe cave, stepping back,
figuring out what needed to bedone, and then and building
culture.
James F. Logue, Jr. (13:30):
It's so lean manufacturing has to my
opinion two factors.
One is very tactical, right,you know, uh you know, one is a
very important thing.
Positioning of everything andjust if eliminate, there's like
seven different things,eliminating waste,
da-da-da-da-da-da.
But the other side of it is allculture.
Yeah, culture of getting peopleto buy in that are that are
moving in the same direction,and so the chimneys don't exist,
(13:54):
and getting that type of uhfreedom for everybody to be
engaged, you're just gonna havea better company.
And that was important to me.
Right.
Marc Bernstein (14:03):
So what once you developed that strategy, how
long did that take?
That took years.
James F. Logue, Jr. (14:07):
Yeah, but uh it there was some some
employees didn't make it.
Right.
Um we were about 41 employeesback in 2010.
Um and but once you know youget the small wins.
I mean, Branden, you probablyonce you get the small wins that
people start to trust, peoplestart to build, and uh then it
(14:29):
started to gain momentum.
Marc Bernstein (14:31):
I just want to point out, um, so you were 41
employees today, you're uh justunder 150.
Almost 150.
And you're without going intothe numbers, but you were in
2009 to today, you're almostfour times the revenues you were
um back then.
James F. Logue, Jr. (14:47):
Yeah, we were just under nine million in
ten, and right now I think we'regonna be around thirty-five
million.
Maybe we might hit thirty-six.
I don't know.
Marc Bernstein (14:56):
Very impressive.
Yeah.
Yeah.
And you were just under, so Ithink you might make the four
times, you know.
Yeah, okay, okay, yeah.
Do some math.
Yeah, yeah.
So um so and also you are adiversified company today.
James F. Logue, Jr. (15:10):
That was part of the staying relevant.
You know, we were two centricon railroad.
So now we're in four distinctindustries, uh general
industrial, freeze and skullprotection valves.
We're still in railroad.
We've grown railroad.
Okay.
We're in passenger car, Amtrakis a big customer of ours.
Um, but we're also we inventeda commercial plumbing product,
(15:32):
uh, which is a nice product uhand it patented.
And uh and our I really wantedto grow in aerospace and
defense.
And we're we're nicely growinginto those areas.
So there's our diversification.
Marc Bernstein (15:45):
And we were talking before the show, you're
literally in space now.
James F. Logue, Jr. (15:48):
Yes, yes.
We are we have valves in spaceand a lot more going up.
Marc Bernstein (15:53):
Sounds like a TV show, valves in space.
Right?
So so Jim, what in doing allthis, and I think I know the
answer, but what what kind ofchallenges what what would you
say your greatest challengeswere?
James F. Logue, Jr. (16:07):
Uh uh always on the personal side, I
would say, uh where the with thebiggest challenges.
Um getting good people,developing uh good people, uh
being able to build a a uhmanagement base, a um uh uh
middle management that iseffective.
(16:28):
They're the type those thosethose things.
So we we have now, I mean, likeour compliance department, our
IT department, um our qualitycontrol department.
I mean, they were one person orno people back 15 years ago.
And now we have just grown andgrown and grown and and made um
procurement.
(16:48):
You know, we used everybodyused to buy their own stuff way
back in 2010.
Now we've got four or fivepeople in procurement.
No, we have more than thatbecause of electronics.
And so um it's it's just youknow building that
infrastructure and and uh itnever ends.
It never ends.
Marc Bernstein (17:06):
With that, I think that's a great place to
take a quick break.
We'll be back in a minute onFounders Forum.
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(18:06):
We're back on Founders Forum with our guest
today, Jim Logue, and we've gotBranden Moyer in the studio.
Um I wanted to ask you, andBranden may want to ask you a
question, but before that, Iwanted to ask you, we're talking
about challenges, and you'veobviously you had a lot of
business experience coming intothis, but you obviously have
gained some strengths personallyas a result of, you know, you
(18:27):
you know, you build musclesthrough, you know, hardship and
challenges.
Uh what kind of um what kind ofstrengths would you say you've
developed in order to lead thecompany into the future?
James F. Logue, Jr. (18:36):
Yeah, so uh as we we talked about the other
day, is is that I'm probably onthe the third uh morphosis of
me as a manager uh with thiscompany.
Um when we s when I started thefirst couple of years, I was an
extreme micromanager.
I mean I ran the meetings, wellthere weren't any meetings
before me, but we ran themeetings, took the notes,
(18:57):
followed up with everybody, madesure things were getting done,
very micromanagement.
Then I started the second uhmetamorphosis was um being able
to build an executive team thatI can lieutenants that I could
get to to really do a lot ofthese functions.
And um and the third would bemid-management, um get growing
(19:21):
that.
And so more and more of m me inthe day-to-day is not a thing.
Right.
Uh right now I would say uh uhstrategic and personnel, and
maybe the third thing, companycheerleader, right, would
probably be what I do now, whichis perfect for where I want to
be because in the next few yearsI want to bow out of some more
(19:42):
of the day day-to-day and andlet uh you know my management
team continue to run thiscompany the way that we've we've
built it.
Marc Bernstein (19:51):
And focus only on your unique abilities which
you've developed, which I thinkis the dream, the goal of every
once.
James F. Logue, Jr. (19:58):
I mentioned I was in public accounting for
a while.
I learned two skills there thathave never left me.
Marc Bernstein (20:03):
Yeah.
James F. Logue, Jr. (20:03):
Okay.
The first one is timemanagement.
Yep.
Okay.
That because you you know, youyou're you're running one job
during the day, you're closingthe other job out, and you know,
you're studying for the CPAexam, you had the time
management.
But the other one wasdelegation.
If you didn't take the time todelegate and train, you'll never
build a base.
You'll never build that supportthat you need.
(20:24):
You can't do it all byyourself.
And when so when we startedhitting that, I would say maybe
14 million in revenue, I knewthat I had to have other people
doing things.
And so that delegation really Ibrought into the company and
it's it's paid off.
Marc Bernstein (20:41):
I'm going to take a try stab at something.
I don't know if I'm right aboutthis or not, but you were an
accountant, you were aconsultant primarily your whole
career before you came in there.
So obviously you had peopleskills, obviously you knew how
to delegate, but I would imaginethat your ability to go a
little deeper and build cultureand that kind of thing has been
a strength that you've builtthrough this company, I would
(21:01):
think.
James F. Logue, Jr. (21:02):
Yeah, I mean, so you know, with through
my career, uh uh primarily inpublic accounting, but also as a
consult as a when my consultingcompany was going on, I saw a
lot of businesses.
I also, one of my big uh uhbusinesses, especially uh when
the real estate uh crisishappened, was that banks would
hire me to do turnaroundmanagement.
(21:22):
And so I I I saw what goodcompanies look like compared to
companies and so I just itwasn't hard to say, yeah, uh
effective companies, these arethe attributes.
Right.
And so y I was able to learn uhthe things not to do, learn the
things that you really want toemphasize.
Um and uh that's what I workedon, and that's that's kind of
(21:44):
how I was at the right time whenI knew what I wanted to do.
Marc Bernstein (21:48):
Uh Branden's gonna ask a question, but the
only thing I w really want tosay is that but I think you're
you're you know building yourlevels of leadership to do that,
you had to basically sharpenyour axe in terms of your people
skills and your one-on-one andall that, which I think is not
as much as well.
James F. Logue, (22:05):
Communication, uh uh making sure they
understood the vision.
Yeah.
Uh you know, where that'simportant.
Marc Bernstein (22:15):
So you were understand so you're developing
some new sk some new skills orsharpening skills that you've
had in the past.
James F. Logue, Jr. (22:20):
Yeah, I never this is all new.
Marc Bernstein (22:22):
Yeah, that's what that's what I wanted to
get.
Gotcha, Branden, you had?
Branden Moyer (22:25):
Yeah.
So where do you see uhartificial intelligence play a
role within the next three tofive years?
Great question.
James F. Logue, Jr. (22:33):
Yeah.
Uh I would I would I I embraceit.
Okay.
I know everyone's scared thatit's going to put job put people
out of work, but I think itthat so I'm using it now.
Okay.
I mean, our C and C machineokay, let me step back.
Labor issues are our biggestchallenge.
Okay, finding, you know,assemblers, skilled operators, C
(22:56):
and C machine operators, etcetera.
Um that is a huge challenge forus.
So how are what are we doing?
Uh we're still trying to hirethem, but we're now getting our
machines to operate withoutoperators.
And so uh we are uh uh uh wecall it lights out.
Okay, we're operating all ofour C and C machines now operate
(23:18):
lights out.
Okay.
And that was culture changebecause the the machinists said,
whoa, you know, I'll uh butthey've they you've got to work
with them and come around.
Um but I could see so many waysthat that AI can help your
business.
I mean, uh on the the hiringside, job descriptions, uh just
(23:38):
makes you more efficient.
Um there are skill sets likesolderers for our electronics
that more and more aren't gonnabe around by and you're gonna
have to automate.
So I I think that you have toembrace it.
I I I don't think you know I'veheard all these things about
about AI taking over.
(23:58):
I think that's your choice ifyou want it to take over.
But I think you have to I thinkyou need to bring it in, and I
think we've already done that.
Our our um space valves uh areusing cobots, you know.
So I like it.
Branden Moyer (24:12):
All right, nice.
Thank you.
Marc Bernstein (24:14):
Excellent.
Um, Jim, looking forward, umwhich we love to do on the show
is if we if this is July of 2028and you and I are talking,
yeah, and I say, Hey, how'd thelast three years go in terms of
your vision and in terms of uhwhat you're looking for, what
would have to happen during thatthree-year period for you to
say that was a great successfulperiod for the business and
(24:34):
personally, if you'd like to.
James F. Logue, Jr. (24:35):
Yeah, I would s I would say three
things.
Um one is that the continuedgrowth of the company, I mean, I
always wanted to take thecompany to 50 million.
And uh I just thought thatwould be a great swan song to do
that.
I think I think it's right inour wheelhouse in the next uh
three years to do that.
Um the second thing would bethat I really want to one of the
(24:57):
areas where I really want toget better uh or the company I
really w I want to work to getit better is an employee
development.
You know, you know, you'veheard of stay interviews,
getting people to stay, becausegood people are gonna be
pilched.
And you know, getting people tosay, no, I I I want to work
here, I want to grow through thecompany, I I have career, and
(25:19):
this is gonna build our leadersas we move forward.
You know, you have to you haveto constantly look at your our
aging managers uh and who's itwho's the bench and make and so
I want to get our a better benchover the next three years.
And then the third one ispersonal, is that I I really I I
I I have no plans on sellingthe company, but I want to be
(25:41):
able to uh my my definition ofof retirement is no personnel.
I still want to be involved inthe strategic side, I still want
to be involved in thecheerleading side, which I love,
uh, but just get the companythat I can step back.
You know, my wife and I love totravel.
Um you know, just maybe movetowards that.
(26:03):
I'll be in my early 70s, sojust moving into that would be
my goal over the next threeyears.
Play a little more golf, maybe?
Maybe maybe break a hundred.
Marc Bernstein (26:13):
Love that one.
Cool.
Well, let me ask you, umspeaking of which, um, you have
some pretty interestinginterests outside of work.
Okay.
James F. Logue, Jr. (26:24):
Uh yeah.
So uh I've always said uh had alove of h history.
Um my father got me involvedwith that.
And um so at the Union League,I'm a docent.
I give tours of the UnionLeague.
And I'm seeing you at workthere.
I yes, you see me at work.
And I also am a certified uhPhiladelphia tour guide.
(26:44):
So I I could do tours of thehistoric district.
I do uh one of WashingtonSquare, which um I really like
that one because that's such aninteresting place.
I know where the bodies areburied.
Marc Bernstein (26:56):
I want to talk to you about that.
We're gonna have we're gonna behaving a wedding in
Philadelphia, and I thought anice thing would be for all of
us to go on some kind of tourwhen everyone's gonna be.
That would be great.
That would be great.
You'd be great.
James F. Logue, Jr. (27:05):
And the price is right.
There you go.
Marc Bernstein (27:08):
I like that.
James F. Logue, Jr. (27:08):
Yeah.
And the uh Yeah, so uh be butyou know, being uh a tour guide
is uh uh is uh a kind of a hobbyfor me.
Marc Bernstein (27:17):
Do you what do you are you a reader?
James F. Logue, Jr. (27:19):
Very much so.
Marc Bernstein (27:20):
And what are you what are you reading, or what
is your favorite book that youwould recommend to people?
James F. Logue, Jr. (27:24):
Well, believe it or not, I'm reading a
book right now on the historyof uh the transit system of
Philadelphia.
Ah.
Marc Bernstein (27:31):
Well, given your interest in history and your
interest in trains in railroads,yes, and everything like that.
James F. Logue, Jr. (27:39):
Yeah.
Um I I generally do more uhhistory.
I I like historical fiction umas long as the history's right.
Marc Bernstein (27:47):
Excellent.
Yeah, so hey, I think we're outof time.
The music's running.
But thanks for being here, Jim.
Great show.
Uh thank you, Branden, forbeing here.
Thank you, TJ, Shane, everybodyout there for engineering the
show.
See you next week on FoundersForum.
Announcer (28:02):
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Founders.
The following programming is sponsored by Marc
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The views expressed do notnecessarily reflect the views of
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Entrepreneur, founder, author,and financial advisor Marc
Bernstein helps high-performingbusiness owners turn their
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(00:20):
Marc connects entrepreneurs toresources that fuel their
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Founders Forum is a radio showand podcast where entrepreneurs
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Join Marc and his guests for amix of inspiration, valuable
insights, and a little fun.
Now, let's dive in.
Marc Bernstein (00:40):
Good morning, America.
How are you?
And when I say I say this everytime I open a show and there's
I've told the story about it,it's partly because of, not
because of Good Morning Vietnam,which was a movie, or not
because of some other thingsyou've heard, but uh it's
because of Good Morning America,how are you?
(01:01):
The city of New Orleans, a songby Arlo Guthrie.
My dog's name happens to beArlo after Arlo Guthrie.
And so I say, Good morning,America, good morning, Arlo.
It's just a thing I do.
But when I say good morning,America, I really mean it
because not everyone in Americais having a good day.
And that's not meant to be apolitical statement, but that's
(01:21):
just the way it is.
And it had me thinking becauseI was reading this morning about
the upcoming, and we're in thecity of Philadelphia, the
birthplace of the nation, whichI think is going to be more or
less the center of the bigcelebration next year, which is
a semi-quin centennial.
Thank you, Jim.
Um, and uh we got to get usedto that word, and uh it's gonna
(01:45):
be a big celebration, yetthere's a lot of things going on
at the same time I was readingabout that.
I was reading about a just acouple other things that caught
me in the news.
You know, they're big subjectsright now, and I was thinking
about the founding of ournation.
So, Jim, who's I'm gonnaintroduce you to in a minute,
and I know each other a longtime, but we are also both
(02:07):
members of the Union League ofPhiladelphia.
And so I'm happy to give theUnion League a little plug.
I was, and I think I've toldyou this, Jim, you know, uh 40
years ago I went in the UnionLeague, and I'm never joining
this place because it hadbecause I had this image of it,
it was actually the building wasused in the moving trading
places, you know.
It wasn't the outside wasn't.
James F. Logue, Jr. (02:28):
No.
Marc Bernstein (02:28):
Well, he's a historian and he's a he's a uh
docent there at the uh Right.
James F. Logue, Jr. (02:32):
It's the Fidelity Building.
Marc Bernstein (02:33):
Ah, it was the Fidelity Building, okay.
Anyway, so the rumor was that.
But anyway, I presented thatimage of stodgy old white men,
you know, playing games and allthat.
And that's literally what Ithought it was.
Turns out it's somethingtotally different than that,
especially, and it's reallyabout the principles of Abraham
Lincoln and um, you know, loveof country first.
(02:54):
And, you know, I really do lovethis country.
I'm I feel so fortunate to havebeen born here and all that,
but I worry about it.
And the articles that I readthis morning have to do with
worrying about how governmentand business, both of which I'm
a big believer in, how they'reintersecting and not always for
the better.
Um, and the two articles wereone about this firing of um the
(03:18):
late show host of CBS, uhStephen Colbert, uh, and they
say it's because of cost issues,but he turned it into it's you
know, he made some commentsabout it, and it might be
politically driven.
The president certainly hadthreatened or had asked CBS to
fire him.
And when they talked about thecost savings, he says, yeah,
(03:40):
well, 16 million of that, youknow, was from paying him off in
a lawsuit.
So you got all that going on.
And the other thing was um anarticle about Elon Musk, who was
very politically active for thelast year, who I happen to be a
big admirer of in terms of his,you know, the his genius and
and his um creation of SpaceXand Tesla and all the things
(04:02):
he's done.
But um he wants to create theAmerican Party, a third party in
America, which I think is a youknow a noble idea, ideal.
But you know, we've seen a lotof like a lot of changes in him
politically over a short periodof the last few years.
It's hard to know what thatreally is about.
(04:22):
So the question really iswithout getting political, we
try to avoid politics andreligion on the show, but what
do you guys think about thiswhole government versus business
thing and where it is and whatneeds to happen?
So, Branden, I'll start withyou.
So this is Branden Moyer, whowas uh on our last show of um
Maid To Bee Clean and BuzzBrands, and your thoughts, and
(04:44):
then we'll go to Jim and I'llintroduce Jim.
Branden Moyer (04:46):
Yeah, I I definitely think um there needs
to be a relationship betweenboth because both of them
they're they're not going awayanytime soon.
All right.
It's what drives our oursociety, it's what builds our
country, and uh I think they dochecks and balances on each
other.
Um and it's super, superimportant to, you know, just
(05:07):
like church and state, thatthere is a fine line.
Um but i we need to respectboth parts that there is a place
in our society for them and weneed to call them out when I
think there's overreach as well.
And it definitely lookspolitical or it looks business
motivated and they need to becalled out, and I think um
(05:31):
public opinion, you know, alwayshas an opinion.
You know, so it and thatcarries a a a deep weight in our
uh society.
Um so that's the good thingabout democracy.
Yeah, that is very true.
Yeah, and social media, uh youknow, it that is uh sort of the
the way so uh our society canvoice its opinion now and we
(05:54):
didn't have that, you know,twenty years ago.
So now that's changed, andbecause of technology like this
that are businesses, it forcespolitics to sort of evolve
itself and uh sort of become itsown business entity, if you
will.
So it's interesting.
They both take a sort of a maskof each other at some some
(06:19):
point in their evolution.
Marc Bernstein (06:20):
Well said.
Jim, your thoughts?
James F. Logue, Jr. (06:22):
Um I d I definitely think there needs to
be a balance because uh if youlet corporate greed, which has
happened in the past andcontinues to happen, to get out
of control, um it'll be allabout the money and not about
for the good of uh the UnitedStates and the people, et
cetera.
Um but I also think thatgovernment can be very effective
(06:44):
in growing, especiallymanufacturer.
My company is a manufacturingcompany.
For instance, the nationaldefense is an issue.
The government could really bepromoting that chips need to be
made here, that video screensneed to be made here.
And um but uh that would justboost and turnaround
manufacturing, but that would bea government role.
(07:06):
So um I I just think if it's ifgovernment is not vindictive,
if the government is is positivetrying to make things work, I I
think it's a good thing.
Marc Bernstein (07:16):
Well said.
Uh that's a certainly a subjectwe ought to be thinking about
these days.
So let me introduce Jim F.
Logue Jr., James F.
Logue Jr., Jim Logue.
And Jim and I have known eachother for many years, and we are
also, as I mentioned, UnionLeague members.
And Jim is the president andCEO of Therm Omega Tech Inc.,
uh, which provides engineering,design, machining, assembly, and
(07:40):
testing of specialtytemperature control valves and
related products.
The company also has a divisionthat pop populates and test
printed um division thatpopulates and test prints
circuit boards primarily foraerospace and military
industries.
And Thermo Mega Tech operatesout of a 60,000 square foot
(08:01):
facility located in Warminster,Warminster, Pennsylvania.
You're welcome, Jim.
Thanks.
So, Jim, um there's a lot Iwant to talk to you about.
I'm gonna try to get it all in.
But first of all, you're notthe you're not the traditional
founder we have on the company.
Right.
What you what you were wassomebody who bought a business
but recreated it.
(08:22):
So therefore, I think youqualify as a founder.
And in fact, you've beenhonored for that recently.
So let's tell the story andwe'll get to that piece of it.
James F. Logue, Jr. (08:29):
Uh yeah.
So uh Thermomegatech wasfounded by a gentleman by the
name of Fred Perkle, and he wasa um an engineer and an
inventor.
I think he had 27 patents tohis name.
Um and he started this companyand uh uh used specialty wax
technology valves, which is hisspecialty.
(08:49):
And he he generally was a Iwould call him a tinker.
He uh he loved hanging with ourengineers, he loved hanging
with our machinist, but he lethis his wife and and his uh uh
daughter and and son-in-law runthe business.
And the wife uh decided todivorce Fred, and Fred's
attorney brought me in to see ifI could help Fred, who owned
(09:09):
80% of the company.
Marc Bernstein (09:11):
Let's stop right there because I want to back up
about you first.
Sure.
Your background that led you tothat, and then we'll pick up
right there.
James F. Logue, Jr. (09:17):
Uh yeah, so I I started my career as a uh
CPA with Coopers and Liebrandfour and a half years, and then
I had a series of controllershipand CEO, CFO positions.
Uh and then uh in uh uh 2000 umI went into a consulting
practice um with anothergentleman that you know.
(09:39):
Yeah and uh you know basicallyworking with small businesses
for debt restructure, forturnaround, uh for uh family
transition, things like that.
And so that was that was whythis attorney thought that I
might be able to help Fred.
Uh it turned out that um thethe family wasn't interested in
(10:01):
working in that arrangement andwe had to uh move our s remove
our the family from thebusiness, and I kind of got
pulled into uh running thebusiness, basically.
Marc Bernstein (10:12):
For Fred at that point.
James F. Logue, Jr. (10:13):
For Fred.
So that was January of 10.
And by uh May of that year, uhFred and uh approached me about
making a career change andbecoming the COO of the company.
Marc Bernstein (10:25):
Right.
And so you did that?
I did that.
And my understanding is youwere you were really running
micromanaging, as you mentioned.
James F. Logue, Jr. (10:32):
Yeah, the comp the company had a lot of
good bones.
It I mean, there were onewonderful things about the
company.
It it had proprietary products,we design and build.
Um but it had a lot of itdidn't it was not managed very
well.
Um it it had too much relianceon one industry, which was
diesel locomotive engine freezeprotection.
(10:53):
About 76 percent of revenuescame from from one source.
And so diversification was anissue.
Um and it and it just did nothave a great culture.
Right.
And so I had a uh I was at apoint in my career which I felt
that I really had the tools thatI could really do something
with this company, and Fredbasically gave me the reins to
(11:14):
do what I thought needed to bedone.
And I took advantage of it.
Marc Bernstein (11:18):
Right.
So you saw the opportunity, yougrabbed it, and um and enjoyed
it, I know, and then whathappened?
James F. Logue, Jr. (11:26):
Um well so so so just to g to to act on or
to to be a little more um uhabout why I thought that I was
ready for this, I I kind of haddeveloped what I now call the
the four pillars of thermalmegatech.
Right.
And basically the the the veryfirst pillar is the company
needs to stay relevant.
(11:46):
Okay.
We need to be growing, we needto be uh knowing the markets, we
need to be able to be lookingfor opportunities, we cannot be
stagnant.
The second pillar is uhcustomer centered.
And I always tell tell myemployees or when I had the
chance to say, always putyourself in the position of the
(12:08):
person on the other side.
What do you want to hear?
Okay, there's a problem,there's a there's something, you
know, picking up the phone,things like that.
So being very customer focusedis there.
Um the third pillar is employeeengagement.
I knew that I could not uhbuild the company the way I
wanted to unless I had uh aculture where the employees uh
(12:31):
were behind what we were tryingto do.
Why do we make the products wedo?
Do you understand that we servea purpose here?
And making sure that our emplothat our employees were
dedicated and appreciated was anunderlying uh factor.
And then the last pillar is uha commitment to continuous
(12:52):
improvement.
So I had I w was aware, I Iread a book, I've been to a
couple seminars on leanmanufacturing, and I wanted to
instill that into our company,which I did.
And um and so uh putting thosefour pillars together kind of
created uh the ideal companythat I thought Thermobegatech
(13:13):
should be.
And so I started doing that.
Marc Bernstein (13:15):
We talked on the last show, our topic of the day
had to do with strategyactually on the on the last
show.
And you are you were all aboutstrategy.
You were all about getting inthe cave, stepping back,
figuring out what needed to bedone, and then and building
culture.
James F. Logue, Jr. (13:30):
It's so lean manufacturing has to my
opinion two factors.
One is very tactical, right,you know, uh you know, one is a
very important thing.
Positioning of everything andjust if eliminate, there's like
seven different things,eliminating waste,
da-da-da-da-da-da.
But the other side of it is allculture.
Yeah, culture of getting peopleto buy in that are that are
moving in the same direction,and so the chimneys don't exist,
(13:54):
and getting that type of uhfreedom for everybody to be
engaged, you're just gonna havea better company.
And that was important to me.
Right.
Marc Bernstein (14:03):
So what once you developed that strategy, how
long did that take?
That took years.
James F. Logue, Jr. (14:07):
Yeah, but uh it there was some some
employees didn't make it.
Right.
Um we were about 41 employeesback in 2010.
Um and but once you know youget the small wins.
I mean, Branden, you probablyonce you get the small wins that
people start to trust, peoplestart to build, and uh then it
(14:29):
started to gain momentum.
Marc Bernstein (14:31):
I just want to point out, um, so you were 41
employees today, you're uh justunder 150.
Almost 150.
And you're without going intothe numbers, but you were in
2009 to today, you're almostfour times the revenues you were
um back then.
James F. Logue, Jr. (14:47):
Yeah, we were just under nine million in
ten, and right now I think we'regonna be around thirty-five
million.
Maybe we might hit thirty-six.
I don't know.
Marc Bernstein (14:56):
Very impressive.
Yeah.
Yeah.
And you were just under, so Ithink you might make the four
times, you know.
Yeah, okay, okay, yeah.
Do some math.
Yeah, yeah.
So um so and also you are adiversified company today.
James F. Logue, Jr. (15:10):
That was part of the staying relevant.
You know, we were two centricon railroad.
So now we're in four distinctindustries, uh general
industrial, freeze and skullprotection valves.
We're still in railroad.
We've grown railroad.
Okay.
We're in passenger car, Amtrakis a big customer of ours.
Um, but we're also we inventeda commercial plumbing product,
(15:32):
uh, which is a nice product uhand it patented.
And uh and our I really wantedto grow in aerospace and
defense.
And we're we're nicely growinginto those areas.
So there's our diversification.
Marc Bernstein (15:45):
And we were talking before the show, you're
literally in space now.
James F. Logue, Jr. (15:48):
Yes, yes.
We are we have valves in spaceand a lot more going up.
Marc Bernstein (15:53):
Sounds like a TV show, valves in space.
Right?
So so Jim, what in doing allthis, and I think I know the
answer, but what what kind ofchallenges what what would you
say your greatest challengeswere?
James F. Logue, Jr. (16:07):
Uh uh always on the personal side, I
would say, uh where the with thebiggest challenges.
Um getting good people,developing uh good people, uh
being able to build a a uhmanagement base, a um uh uh
middle management that iseffective.
(16:28):
They're the type those thosethose things.
So we we have now, I mean, likeour compliance department, our
IT department, um our qualitycontrol department.
I mean, they were one person orno people back 15 years ago.
And now we have just grown andgrown and grown and and made um
procurement.
(16:48):
You know, we used everybodyused to buy their own stuff way
back in 2010.
Now we've got four or fivepeople in procurement.
No, we have more than thatbecause of electronics.
And so um it's it's just youknow building that
infrastructure and and uh itnever ends.
It never ends.
Marc Bernstein (17:06):
With that, I think that's a great place to
take a quick break.
We'll be back in a minute onFounders Forum.
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(18:06):
We're back on Founders Forum with our guest
today, Jim Logue, and we've gotBranden Moyer in the studio.
Um I wanted to ask you, andBranden may want to ask you a
question, but before that, Iwanted to ask you, we're talking
about challenges, and you'veobviously you had a lot of
business experience coming intothis, but you obviously have
gained some strengths personallyas a result of, you know, you
(18:27):
you know, you build musclesthrough, you know, hardship and
challenges.
Uh what kind of um what kind ofstrengths would you say you've
developed in order to lead thecompany into the future?
James F. Logue, Jr. (18:36):
Yeah, so uh as we we talked about the other
day, is is that I'm probably onthe the third uh morphosis of
me as a manager uh with thiscompany.
Um when we s when I started thefirst couple of years, I was an
extreme micromanager.
I mean I ran the meetings, wellthere weren't any meetings
before me, but we ran themeetings, took the notes,
(18:57):
followed up with everybody, madesure things were getting done,
very micromanagement.
Then I started the second uhmetamorphosis was um being able
to build an executive team thatI can lieutenants that I could
get to to really do a lot ofthese functions.
And um and the third would bemid-management, um get growing
(19:21):
that.
And so more and more of m me inthe day-to-day is not a thing.
Right.
Uh right now I would say uh uhstrategic and personnel, and
maybe the third thing, companycheerleader, right, would
probably be what I do now, whichis perfect for where I want to
be because in the next few yearsI want to bow out of some more
(19:42):
of the day day-to-day and andlet uh you know my management
team continue to run thiscompany the way that we've we've
built it.
Marc Bernstein (19:51):
And focus only on your unique abilities which
you've developed, which I thinkis the dream, the goal of every
once.
James F. Logue, Jr. (19:58):
I mentioned I was in public accounting for
a while.
I learned two skills there thathave never left me.
Marc Bernstein (20:03):
Yeah.
James F. Logue, Jr. (20:03):
Okay.
The first one is timemanagement.
Yep.
Okay.
That because you you know, youyou're you're running one job
during the day, you're closingthe other job out, and you know,
you're studying for the CPAexam, you had the time
management.
But the other one wasdelegation.
If you didn't take the time todelegate and train, you'll never
build a base.
You'll never build that supportthat you need.
(20:24):
You can't do it all byyourself.
And when so when we startedhitting that, I would say maybe
14 million in revenue, I knewthat I had to have other people
doing things.
And so that delegation really Ibrought into the company and
it's it's paid off.
Marc Bernstein (20:41):
I'm going to take a try stab at something.
I don't know if I'm right aboutthis or not, but you were an
accountant, you were aconsultant primarily your whole
career before you came in there.
So obviously you had peopleskills, obviously you knew how
to delegate, but I would imaginethat your ability to go a
little deeper and build cultureand that kind of thing has been
a strength that you've builtthrough this company, I would
(21:01):
think.
James F. Logue, Jr. (21:02):
Yeah, I mean, so you know, with through
my career, uh uh primarily inpublic accounting, but also as a
consult as a when my consultingcompany was going on, I saw a
lot of businesses.
I also, one of my big uh uhbusinesses, especially uh when
the real estate uh crisishappened, was that banks would
hire me to do turnaroundmanagement.
(21:22):
And so I I I saw what goodcompanies look like compared to
companies and so I just itwasn't hard to say, yeah, uh
effective companies, these arethe attributes.
Right.
And so y I was able to learn uhthe things not to do, learn the
things that you really want toemphasize.
Um and uh that's what I workedon, and that's that's kind of
(21:44):
how I was at the right time whenI knew what I wanted to do.
Marc Bernstein (21:48):
Uh Branden's gonna ask a question, but the
only thing I w really want tosay is that but I think you're
you're you know building yourlevels of leadership to do that,
you had to basically sharpenyour axe in terms of your people
skills and your one-on-one andall that, which I think is not
as much as well.
James F. Logue, (22:05):
Communication, uh uh making sure they
understood the vision.
Yeah.
Uh you know, where that'simportant.
Marc Bernstein (22:15):
So you were understand so you're developing
some new sk some new skills orsharpening skills that you've
had in the past.
James F. Logue, Jr. (22:20):
Yeah, I never this is all new.
Marc Bernstein (22:22):
Yeah, that's what that's what I wanted to
get.
Gotcha, Branden, you had?
Branden Moyer (22:25):
Yeah.
So where do you see uhartificial intelligence play a
role within the next three tofive years?
Great question.
James F. Logue, Jr. (22:33):
Yeah.
Uh I would I would I I embraceit.
Okay.
I know everyone's scared thatit's going to put job put people
out of work, but I think itthat so I'm using it now.
Okay.
I mean, our C and C machineokay, let me step back.
Labor issues are our biggestchallenge.
Okay, finding, you know,assemblers, skilled operators, C
(22:56):
and C machine operators, etcetera.
Um that is a huge challenge forus.
So how are what are we doing?
Uh we're still trying to hirethem, but we're now getting our
machines to operate withoutoperators.
And so uh we are uh uh uh wecall it lights out.
Okay, we're operating all ofour C and C machines now operate
(23:18):
lights out.
Okay.
And that was culture changebecause the the machinists said,
whoa, you know, I'll uh butthey've they you've got to work
with them and come around.
Um but I could see so many waysthat that AI can help your
business.
I mean, uh on the the hiringside, job descriptions, uh just
(23:38):
makes you more efficient.
Um there are skill sets likesolderers for our electronics
that more and more aren't gonnabe around by and you're gonna
have to automate.
So I I think that you have toembrace it.
I I I don't think you know I'veheard all these things about
about AI taking over.
(23:58):
I think that's your choice ifyou want it to take over.
But I think you have to I thinkyou need to bring it in, and I
think we've already done that.
Our our um space valves uh areusing cobots, you know.
So I like it.
Branden Moyer (24:12):
All right, nice.
Thank you.
Marc Bernstein (24:14):
Excellent.
Um, Jim, looking forward, umwhich we love to do on the show
is if we if this is July of 2028and you and I are talking,
yeah, and I say, Hey, how'd thelast three years go in terms of
your vision and in terms of uhwhat you're looking for, what
would have to happen during thatthree-year period for you to
say that was a great successfulperiod for the business and
(24:34):
personally, if you'd like to.
James F. Logue, Jr. (24:35):
Yeah, I would s I would say three
things.
Um one is that the continuedgrowth of the company, I mean, I
always wanted to take thecompany to 50 million.
And uh I just thought thatwould be a great swan song to do
that.
I think I think it's right inour wheelhouse in the next uh
three years to do that.
Um the second thing would bethat I really want to one of the
(24:57):
areas where I really want toget better uh or the company I
really w I want to work to getit better is an employee
development.
You know, you know, you'veheard of stay interviews,
getting people to stay, becausegood people are gonna be
pilched.
And you know, getting people tosay, no, I I I want to work
here, I want to grow through thecompany, I I have career, and
(25:19):
this is gonna build our leadersas we move forward.
You know, you have to you haveto constantly look at your our
aging managers uh and who's itwho's the bench and make and so
I want to get our a better benchover the next three years.
And then the third one ispersonal, is that I I really I I
I I have no plans on sellingthe company, but I want to be
(25:41):
able to uh my my definition ofof retirement is no personnel.
I still want to be involved inthe strategic side, I still want
to be involved in thecheerleading side, which I love,
uh, but just get the companythat I can step back.
You know, my wife and I love totravel.
Um you know, just maybe movetowards that.
(26:03):
I'll be in my early 70s, sojust moving into that would be
my goal over the next threeyears.
Play a little more golf, maybe?
Maybe maybe break a hundred.
Marc Bernstein (26:13):
Love that one.
Cool.
Well, let me ask you, umspeaking of which, um, you have
some pretty interestinginterests outside of work.
Okay.
James F. Logue, Jr. (26:24):
Uh yeah.
So uh I've always said uh had alove of h history.
Um my father got me involvedwith that.
And um so at the Union League,I'm a docent.
I give tours of the UnionLeague.
And I'm seeing you at workthere.
I yes, you see me at work.
And I also am a certified uhPhiladelphia tour guide.
(26:44):
So I I could do tours of thehistoric district.
I do uh one of WashingtonSquare, which um I really like
that one because that's such aninteresting place.
I know where the bodies areburied.
Marc Bernstein (26:56):
I want to talk to you about that.
We're gonna have we're gonna behaving a wedding in
Philadelphia, and I thought anice thing would be for all of
us to go on some kind of tourwhen everyone's gonna be.
That would be great.
That would be great.
You'd be great.
James F. Logue, Jr. (27:05):
And the price is right.
There you go.
Marc Bernstein (27:08):
I like that.
James F. Logue, Jr. (27:08):
Yeah.
And the uh Yeah, so uh be butyou know, being uh a tour guide
is uh uh is uh a kind of a hobbyfor me.
Marc Bernstein (27:17):
Do you what do you are you a reader?
James F. Logue, Jr. (27:19):
Very much so.
Marc Bernstein (27:20):
And what are you what are you reading, or what
is your favorite book that youwould recommend to people?
James F. Logue, Jr. (27:24):
Well, believe it or not, I'm reading a
book right now on the historyof uh the transit system of
Philadelphia.
Ah.
Marc Bernstein (27:31):
Well, given your interest in history and your
interest in trains in railroads,yes, and everything like that.
James F. Logue, Jr. (27:39):
Yeah.
Um I I generally do more uhhistory.
I I like historical fiction umas long as the history's right.
Marc Bernstein (27:47):
Excellent.
Yeah, so hey, I think we're outof time.
The music's running.
But thanks for being here, Jim.
Great show.
Uh thank you, Branden, forbeing here.
Thank you, TJ, Shane, everybodyout there for engineering the
show.
See you next week on FoundersForum.
Announcer (28:02):
Join us again next week for another episode of
Founders.
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