October 28, 2025 • 35 mins
What happens when purpose runs in the family?
In this episode, Bryant Hawkins Sr. sits down with Duane and D'Juan "DJ" James, a father-son duo who’ve built a combined 50 years of impact in the Healthcare Technology Management (HTM) industry.
From humble beginnings to executive leadership, their story is more than career progression. It’s a living lesson in mentorship, legacy, and the power of being both a student and a teacher.
You’ll hear how Duane turned a layoff into a lifelong calling, how D'Juan learned to lead by watching his father’s quiet consistency, and how together they’re shaping the next generation of HTM leaders.
This isn’t just a conversation about repairing equipment, it’s about repairing perspectives, building people, and leading with purpose.
Tune in, take notes, and remember: Legacy isn’t something you leave behind, it’s something you build while you’re here.
Big thanks to our partners: College of Biomedical Equipment Technology, A.M. BICKFORD, INC., UptimeServices, MD Publishing and Innovative Radiology. Your support keeps the HTM mission alive!
This podcast was published by the B-Hawk Network.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Bryant (00:03):
Welcome to another episode of HTM on the line.
I'm your host, Bryant HawkinsSr.
Every now and then you meetpeople who remind you that
legacy isn't just what you leavebehind, it's what you live
right now.
Today I'm sitting down with thewine and the wine tank.
(00:26):
A father and start doing itwith nearly 15 years of combined
experience and out theretechnology management.
Two leaders, two generations.
Glad to have you.
(01:25):
Dewan, how you doing, my man?
D'Juan (01:27):
Doing very good, right?
Bryant (01:30):
I got a father son on here this evening.
Guys, I want you just tointroduce yourselves, nothing
long, and I'll just somethingsimple.
Just tell the listeners who wewho you are.
We'll start with Dewan first.
We go with the the youth first.
Dewan, tell everyone who youare and where you're working at
right now.
D'Juan (01:51):
Yeah, so um again, appreciate the opportunity of
being on this podcast with myfather.
So Dewan James, also go by a DJin my professional world.
I've been in help, I've been inHGM for uh 17 years now.
For the first 10 years of mycareer, I was a technician
specialized in the operatingroom, anesthesia training, our
(02:12):
lung machines, things like that.
And you know, I wanted toexplore the management side.
So I had an opportunity to getin a manager training program
with Trimedic, and that wasabout seven years ago.
And I have various managementroles where I'm currently now
the senior director of clinicalengineering and medical
equipment processing at ColliderHealth in Buffalo, New York.
Bryant (02:34):
Okay, great.
Uh Mr.
DeWay, tell us about yourself,sir.
Duane (02:39):
Well, thanks for having me on the show podcast.
I'm Dwayne James.
I'm the corporate director forclinical engineering for Central
Health and Central Virginia.
I've been in the HTM field forover 30 years.
I started in 1981, and I had tothank GM for getting in the
(02:59):
field because I was a welder andI got laid off as a result of
trade readjustment, TRA, whichwas foreign countries automotive
intercept in the United States.
And I was able to get, well, Iwas laid off, and I actually got
funding to go to school.
So that's why I'm in the biomedfield today, thanks to G GM.
(03:21):
And I started off as amaintenance helper.
And I actually, that's when Idecided I was a maintenance
helper in the biomed shop.
And I learned to work onequipment, being just uh, you
know, running around movingequipment, and I got a chance to
work on pillow speakers.
(03:42):
That was my first opportunityto work.
But then I kind of gravitatedand I got real good at it.
So I said, well, I'm gonnaswitch my career.
I was majoring in business, soI majored in electronics.
And I was able to start mycareer there, and I advanced to
a technician, and 30 yearslater, I'm a corporate director.
Bryant (04:04):
All right, so we got so how many years total have you
been in the industry, Dwayne?
Uh, about 32.
32 years, and DJ 17, so we gotalmost 50 years among the two of
you guys.
That's outstanding, man.
Now, Dwayne, I'm gonna ask youthis question.
When people ask what you do,how do you usually describe it?
(04:26):
You know, because we're in thisunknown industry.
So how do you describe what youdo when someone asks you?
Duane (04:32):
Well, something right, they don't know what I do.
So I kind of told them I workon medical.
I repair maintenance equipment,and then I give them, you know,
equipment, I display equipmentthat they actually familiar
with, like infusion pops, youand the OR, you're on the
anesthesia machine, and thosesorts of types of equipment.
(04:54):
Then they get it, they say,okay, I know what to do now.
Bryant (04:59):
All right, great.
Uh DJ, same to you, man.
You up in Buffalo trailing yourhave your own pad going.
How do you explain your rolewhen someone outside HTMX?
D'Juan (05:14):
Yeah, it's a good question.
Now, the way I explain it is Imaintain medical equipment and
medical equipment compliance.
That's usually how I typicallyexplain it.
And I do the same thing.
I usually talk about generaldevices such as uh the
fibrillator, anesthesia machine.
I'm sorry, not um notanesthesia machine, but
ventilator, things that theythey may be familiar with, you
(05:37):
know, specifically from COVID oran IV pump.
And that typically gives them agood idea of what you know what
I do for a living.
Bryant (05:46):
So we've got a father and son here, both executives,
both in HTM, but in differentstates and different companies.
Man, that's that's powerful.
That's all I gotta say, guys.
Congrats.
I'm proud to say I know bothyou guys.
Y'all doing big things.
Y'all definitely take a legacyup.
But now I want to ask a light,uh, a lighthearted question.
(06:08):
I gotta ask this one first.
Now, look, the way back whenboth of you were fixing
equipment, who really got thejob done fast?
DJ, did you ever look at yourdad's face and think, man, if I
(06:28):
was on that machine, I'd alreadybeen done.
D'Juan (06:31):
Yeah, no, I feel like I work a lot quicker, but you
know, we can argue that back andforth.
You know, OG, I I give it tohim.
Bryant (06:43):
Now let me ask you this.
If y'all had HTM executivetrading cards, what would be
your strongest stat?
Speed, strategy, people skills,uh what, just surviving
meetings.
What would it be?
I'll go with you first, DJ.
D'Juan (07:01):
Yeah, good question.
I would say strategic thinkingand people person.
I think I have good peopleskills, my like helping people.
So I would say those are my twostrongest.
unknown (07:12):
Okay.
D'Juan (07:13):
Mr.
Dwayne.
Duane (07:15):
That's a great question.
Well, I think, at least for me,I've always been a visionary,
innovator, and creator.
So I I kind of fixed problemsand also turnaround programs.
That was my specialty.
And I've done that in severalhospitals.
(07:37):
And when I was in one of thehospitals that was really having
some financial difficulties, Iwent there and one of my
colleagues, uh Mark Newell,highly respected in the
industry, said, if anybody canfix it, Dwayne can do it.
Dwayne James can do it.
Bryant (07:54):
I like that.
I like that.
Now I'm about to ask you guyssome.
Guess we get to some littlepersonal, because like I told
you guys in the beginning, um,I'm looking at you guys and I
think about me and my sonbecause he's also in the
industry.
And I'm asking y'all thequestions that I would probably
think somebody would ask me.
That's why I love this podcastepisode so much.
(08:16):
Dewan, I'm gonna ask you this.
When you were younger, whatabout your dad's work ethic
stuck with you and now shows upin how you lead in Buffalo?
D'Juan (08:28):
Yeah, another good question.
You know, I'll take it back toI believe I was between 10 and
12 years old.
So, you know, my father is abiomed.
He would get caught in,especially like on a Saturday.
He would take me to work withhim, you know, and then um, he
would leave me in the in theshop.
Back then, the internet was abig thing.
So I used to surf the internetwhile he would go out and take
(08:50):
care of the calls, and then Iwould also just kind of explore
the shop, you know.
I was always a kid that gotinto many things.
And so I would start tinkeringwith things and just turning on
devices, and that's whatinitially sparked my interest.
And then also, as you know, mydad can continue to grow within
the career HTM field and gotinto management, you know, he he
(09:10):
would uh put a suit on and weara briefcase to take a briefcase
to work.
And so, you know, on career dayand things like that, I would
go to work with him and then Iwould see his name on his
office.
And that really resonated withme.
So I had a good example growingup, you know, and so from there
I knew what you know my callingwas, or at least what I what I
thought would be a good callingfor myself.
(09:32):
And so I think that would be agood answer for that.
Bryant (09:36):
Oh, great answer.
Now, Dwayne, this one here is alittle different.
What was it like watching yourson not only follow your path,
but climb into his own seniorleadership role?
Duane (09:52):
Good question.
You know, I was so proud of himfollowing my footsteps.
I remember when he was thinkingabout nursing, and I guess when
he saw blood, he was like aboutto pass out because his mom was
a nurse.
And so he decided to go intobiomed, like he said, he and I
(10:15):
was so proud, and I wanted himto be patient, and because I
knew he was gonna go places, Iknew it because he has it in
him.
Dewan is very uh intelligent, ago-getter, very smart, and he's
just a networker, and he's ago-getter, he's always been that
(10:36):
way, he's always been a leader,even when he played sports.
He was always the leader on theteam.
He wasn't afraid to take thatlast shot, and uh so proud of
him.
Bryant (10:47):
I like that man, great answer.
Now, this is to vote.
You've never worked together,but I'm just curious.
How do you still lean on eachother for I guess perspectives
and encouragement?
I'll let you go first, Dwayne.
Duane (11:05):
Well, he inspired me.
You know, because I we are wecommunicate probably three or
four times a week.
You know, he calls me when he'shaving some issues, and I call
him about things that he mayknow that I don't know.
And uh we just collaborate andwe just network together.
(11:26):
And you know, we always lookfor advice.
He looks for advice for me, andI look for, you know, even
though I've been in the field,you know, he's young and he kind
of helps me out because he'ssaying, Well, you you got a
young person, we talked aboutremote, working remote from
home, and I'm I'm old school,come to work.
Are they young and young?
That's what we do nowadays.
We work from remote home.
(11:46):
And I say, okay.
So I learned from him, helearns from me.
Bryant (11:52):
DJ, same question.
D'Juan (11:56):
Yeah, so the way I look at this is like he's a lifeline,
you know.
So I could be in a meeting andthen maybe something that I come
across or a question that I'masked that, you know, I might
not have any experience with.
So, you know, they say youcould phone a friend, right?
So um I typically uh reach outto him whenever I'm I'm kind of
(12:17):
puzzled or scratching my head onsomething.
You know, I think I'm veryfortunate to be in this
situation.
Not many people have, you know,like a close advisor, you know.
I mean, my father's essentiallymy mentor, so I can give him a
call whenever I need to.
But he's right, you know, webounce our ideas off of each
other, we share knowledge witheach other, and so uh it's been
(12:37):
great and it's helped me outthroughout my career.
Bryant (12:40):
Great.
Now, you both are mentors inyour own right, and you both
talk to the young techniciansand young people.
Uh, this question here, I wantyou to um take a second and
think about it.
Talk to me about how yourtechnician days shape the way
you lead as executives today.
(13:02):
I'll let you go first, DJ.
D'Juan (13:05):
Yeah, you know, it's a story that I that I'm gonna
tell.
Um, so back when I worked atLoyale University Medical
Center, I worked in theoperating room, so I was an OR
specialist.
And um, I had just had mydaughter, she might have been a
year, maybe two years old, and Isaw a baby get ready to go
(13:26):
through surgery for a VP shunt.
That's when they drain itthrough spinal fluid.
And then I saw another anotherchild that was going to have a
craniotomy.
And so to me, that's when itreally went hit, really hit home
for me by having a child andreally seeing how our equipment
(13:47):
really impacts patient care.
And that's how I lead today.
I always tell my staff, youknow, treat this equipment as if
your family was on, you know.
So that's that's how I usuallyexplain it.
When our compliance numbers aredown, that's typically the
storyline that I always go withis whether it be family members
or community, where I previouslyworked at St.
(14:09):
Elizabeth Healthcare, you know,that's a small community.
I think it was around 600,000people.
And so that healthcare systemwas responsible for those
people.
So within that healthcaresystem, you know, the employees
that were family members,friends, neighbors, and I tell
them, you know, your yourneighbor, your your child, your
cousin, your mom, any one ofthem could come in into this
(14:31):
hospital and be touched by oneof these devices, whether
they're diagnostically ortherapeutically treated.
So at the end of the day, youknow, I always uh stuck to that,
always stuck to that that ideaof sharing that with the team.
And it always it always uhinspired them or motivated them
to to improve.
Bryant (14:52):
Same question to you, Dwayne.
Duane (14:54):
When I I was always organized, you know, when I had
tasks, when I have a task list,I try to be organized and
professional.
That was my model.
I mean, like I dress neat, tryto lead by example.
And I always remember when myboss, when I first was a
technician, he said your staffshould be a reflection of you.
(15:18):
And that resonates, thatcarries to today.
Because I like and I try to getmy staff to think that way, to
be professional, organized,because you have to be prepared.
I always prepare for a meetingbefore I go to the meeting.
And I always documentation, youknow, I always take notes.
(15:38):
So that's been since I startedas a tech.
And it resonates today, and youknow, and I try to teach my
staff the same way.
And even with dealing withchange, you know, change that's
one thing about in our field ischange.
And people resist change whenyou're not transparent with
(15:59):
them.
So when change happens, Iexplain it to my staff why the
change.
And most of them, they uh theyunderstand and they get on
board.
So that's the things that I'velearned when I was young, and I
carry it to today.
Bryant (16:15):
So, what advice would you give to that tech out there
listening right now who dreamsof moving into leadership?
Dwayne, you go first on thisone.
Good question.
Duane (16:28):
So I would advise them to get have a mentor.
Because I've had a mentor, andI think everybody needs a
mentor.
Someone with experiences beinga leader.
Because you can bouncequestions off of them.
That's what I've done.
I have several mentors.
One of my best friends, he'sbeen a mentor, he's been a had a
major company, Bob McPherson.
(16:50):
I got to shout him out.
Darren Villawela, he's the uhsenior vice president of Trinity
Health.
He's the one who started theclinical engineering program.
I reached out to him when Iinterviewed for a big job.
He gave me advice and network,get involved in the associations
and be willing to learn.
(17:13):
Be willing to learn and behumble.
Be humble because a lot of theyoung kids, I mean you might
notice this that when they comein the field, they think they
can do your job in six months.
Which that's you know, they'lllearn, they learn afterwards.
Oh, this is really hard.
I gotta sit focus and bepatient.
Bryant (17:32):
Great, great.
Dewan, your thoughts.
D'Juan (17:37):
Yeah, I'm gonna start off by talking about this book
that my current um president CEOColida Health gave me, the
ideal team player.
It talks about the threecentral virtues, which is
getting hungry, humble, andsmart.
So people obviously know whatbeing humble is, and being
hungry is going above andbeyond.
(17:59):
You know, what are you doingoutside of work to educate
yourself, you know, network,take those opportunities, go to
conferences and associationmeetings, and really build your
people skills.
I think networking is probablythe one of the biggest things
when you get into leadershipbecause sometimes you you uh you
(18:19):
run into challenges and sonetworking with the right people
will get you past thoseobstacles that you may be
dealing with or make thingshappen, right?
So one important thing forleadership again is just
networking, taking theopportunity to really get to
know people, get to know yourleaders, get to know the
stakeholders in theorganization, and be an ideal
(18:42):
team player.
You know, organizations arelooking for ideal team players,
whether it's in a group setting,individual, um, who's going
above and beyond, and always sayuh, never say it's not my job,
you know, always be willing toassist or at least pass the
baton to help the person uh getuh to get a situation resolved.
Duane (19:04):
So every leader.
My boss several many years agobought the book for his leaders,
and we read it, we had to readit, and then we had to have
questions ask questions, and hewas gonna give us a test.
But that's a great book.
(19:24):
So I advise any leader to readthat book.
Okay, it's powerful.
Bryant (19:31):
Was there ever a moment where you both realized wow,
even though we're in differentplaces, this father-son journey
is connected.
Was there ever some momentwhere y'all realize that?
Any one of y'all can go.
Let's go with you go first, DJ.
You ever had that moment whereyou realize that even though me
(19:52):
and my dad are not together,this father-son journey is
connected.
D'Juan (19:58):
Yeah, um, I would just say, you know, I mean, growing
up, you know, obviously afather-son relationship, you
know, me and my father, weconnected through sports.
He used to coach me and mybrother.
So I would take it back to justbeing coached, right?
To good, have good integrity,be coachable and and care about
helping people, you know.
And I would also be a teamplayer, right?
(20:19):
We take it back to that book,the ideal team player.
My dad really coached that aswell.
So that resonated, and then youknow, just going along within
my career, you know, thoseobviously stuck with me, and uh,
I've been able to make animpact with with those um those
qualities and characteristics.
Duane (20:43):
I think we connect when we uh we actually uh be talking
and we trying to hire some uhtechnician or we looking at
saving money on the contract.
When we talk about thosethings, we uh when I think about
it, I think that we are reallydoing our thing.
(21:05):
We both doing the same thingand we making a difference, even
when we try to help people.
We've been my grandma mymother, actually is a very
caring person, helping people,and I think both of us got that
from her.
We always trying to helppeople, no matter what.
(21:27):
So uh I think that's what aconnection when he's trying to
help somebody, and uh I say weconnected because we try to do
the same thing.
It's like we just likeconnected like that.
Bryant (21:39):
So great, great.
Now, this one here's for bothof you guys.
20 years from now, you'll begood and retired, Dwayne.
You know so well let's do itthis way.
Forget 20 years, man.
That's a long way.
10 years from now.
How do you want people to toremember you in HTM, Dwayne?
(22:04):
Not just as leaders, but as afather and son who made an
impact.
I'll go with you first, Dwayne.
How do you want people toremember you in HTM as a father
and son who made an impact?
Not just leaders, right?
Duane (22:23):
I want to be looked as a person that was a doer, cared
about other people, made adifference in the HTM field, and
passed it to the generations ofthe future.
D'Juan (22:46):
Juan, what about you, brother?
I would say I want to beremembered as somebody who gave
people opportunities, right?
A lot of times, you know,again, people don't really know
about our field.
It's a niche industry.
So I think that providingopportunities, promoting the
field, that's what I want to beremembered by.
You know, I think I and what Ienjoy the most is going to these
(23:09):
high schools, these colleges,promoting the field, inspiring
these kids to look outside of,you know, other industries, just
bring awareness to the HTMfield.
So, you know, 20 years fromnow, when I'm just about
retiring, you know, I would, Iwould like for me to, I would
(23:29):
like for for those individualswho I inspired or I had an
opportunity to cross paths withthat they come up to me and say,
hey, Mr.
James, you know, appreciatewhat you did, just you know,
promoting the field or you know,sharing some information with
me.
So that's how I would like tobe remembered as somebody who
helped the industry and and andkept kept it alive, right?
(23:51):
Because I mean, we have a massexodus of of um with the baby
boomers who are retiring.
So just continue to promote thefield and you know and keep it
alive.
So I think that's how I wouldlike to be remembered.
Bryant (24:06):
I'll just tell you guys ways you made an impact on me.
I don't know if I ever toldy'all this, but I remember I
think y'all was going to aleadership summit with post
source and y'all took a picturetogether.
And I remember that picture,and my son wasn't in the
industry yet.
I said, wow, that's prettycool.
The man that had either he wasin school, but he wasn't in it
(24:29):
yet.
Y'all took that picture and Isaid, man, that could be me and
my son one day.
And that didn't that made animpact on me.
So a lot of times you don'tknow when you post something
where it lands in someone.
And I remember that picturelike it was yesterday.
And the wine with you when Idid a career day, you flew down
on your own dime to help outwith the kids.
(24:51):
And that made a tremendousimpact on me and the kids and
the visuals you left behind.
I mean, it seemed like everytime I put a video up, I gotta
grab one of your pictures withyou with the defibrillator,
helping these kids learn aboutit.
So that's ways you both madeimpact on me.
And I appreciate you guys doingwhat you do.
But I got another question foryou guys though.
(25:15):
What kind of HTM industry doyou hope to leave behind for the
next generation?
Dewan, you can go first.
D'Juan (25:27):
Um, I would like to leave a thriving industry
behind.
I would like to open up moreschools, right?
Bring more, you know, promotethe field.
Because, you know, our industryessentially has been dying.
You know, that's why you haveAmy and these other college of
biomedical equipment technology.
You have all these new schoolscoming out.
(25:48):
And so I would like to get backto the local community college
where there's a practicum whereyou can provide internships, on
a job experience, and you cancreate that talent pipeline as
retirees as they retire, youknow, you have the new talent
pipeline coming coming into theindustry.
(26:09):
And it gives leaders anopportunity to evaluate those
students doing internships andgetting on-a-job experience,
right?
You can see their work ethic,and then when opportunities open
up, you you would hire them.
So if I was to leave, say alegacy or my my vision for the
industry upon retiring, it woulddefinitely be that.
(26:31):
And then also I think anotherimportant thing is the respect
level.
I think I don't think clinicalengineering or HTM is respected
as the same as IT.
So I think that's also mymission, too, is that we're
looked at on a level playingfield, um, and that our our
profession is is is respected onthe same level as theirs.
Bryant (26:56):
Right.
So Mr.
Dwayne, what kind of ATMindustry do you hope to leave
behind?
You've already touched it somuch, but what do you hope to
leave behind for the nextgeneration?
Duane (27:08):
I want the career to advance.
I want, like my son had said,you know, we're not really
appreciated.
I mean, IT has been advancedway ahead of us, but now they
have to talk with us because theequipment isn't integrated into
the IT, the networks.
(27:28):
So they are kind of respectingus more because they don't know
medical equipment.
But we need to uh get thestudents, educate them.
That's why I want to go backinto the school and start uh
teaching.
We have to put forward thepositions, I mean the
(27:51):
classifications.
Right now, a lot of biomedshops are considered support,
support help.
Well, we are technicalprofessionals.
I just changed my category frommy technicians to technical
professionals now.
So their pay went up, andthat's what we need.
(28:12):
We need to make sure and getthe certification.
Certification is not requiredin all hospitals or in the
industry.
It's gonna get it's moving inthat direction, but we need to
make sure that that becausethat's where the pay comes in.
That's where we get recognized,and we need to market more.
We need to get in the schoolsand middle school and market our
(28:37):
program HTM.
We have to do that, and that'swhat I'm gonna do when I retire.
I'm gonna get to schools, getinto the schools, recruit, build
the school the programs becausethe schools are, you know, the
biomed schools arediscontinuing.
And they try, and now in ourindustry, if you really notice,
they're trying to water down therequirements.
(29:01):
Well, I think if you water downthe requirements, you know,
you're not gonna be certified,you're just gonna get a job, and
the pay is not gonna becomparable to like the IT jobs.
So it's a lot of opportunity.
I think the field is is wideopen.
We just have to, you know, andplus we need the young folks
(29:22):
because the age group now inBioMet is I think in the middle
50s, and a lot of us are gonnabe retired, and that's gonna
leave a huge gap over the nextfive to seven years.
Bryant (29:32):
Just imagine we we in a room and you have this next wave
of HTM leaders sitting right infront of you right now.
What's the one thing you wantthem to walk away with?
Just one, I know you couldprobably give them 20 of them,
but I want you to give them theone thing you want them to walk
(29:53):
away with after sitting theretalking with you.
And I'll let you go first,Dwayne.
Duane (30:01):
Will need to learn because HTML, you know, you
can't learn everything in oneday.
It's constantly changed.
You're gonna continue to learn.
And if you don't learn,continue to adapt to change,
you're not gonna be successful.
So willing to learn, be asponge.
Bryant (30:25):
Okay, great.
Dawan, your thoughts?
One thing you would like totake from sitting down with you.
D'Juan (30:32):
Yeah, I call it the art of networking.
Networking is so important, youknow, especially in our
industry.
We are, I always say, one ortwo degrees of separation from
knowing someone else.
And so I would say, yes,definitely the art of
networking.
And then networking within yourorganization, know the key
(30:56):
stakeholders.
They can make your job easier,right?
Build that relationship withthem.
So networking would be it.
Great, great answer.
Bryant (31:06):
We sit in, you sit in a room and you have a bunch of
young people sitting in front ofyou, and you're telling them
about the HTM industry.
How would you make animpression upon them to maybe
consider joining HTM?
D'Juan (31:23):
Yeah, good question.
Yeah, I would say it's what Iit's what I enjoy the most.
I typically like to grab adefibrillator, a patient
monitor, and an IV pump.
And after I give a goodsummary, executive summary of
what HTM is about, I like to letthe kids interact with the
(31:46):
equipment.
You know, the SPO2, they cansee their uh blood blood oxygen
saturation and you know the ECG,just play around with the
different devices.
I think that's you know, a lotof a lot of people are hands-on.
Um, that's how I was.
So, and it's and it's it's beenit's helping me promote the
field.
You know, most people wouldtake some brochures, pass them
(32:08):
out, but you know, I I've takenthe opportunity to, you know, to
take the equipment to seminarsor high schools, career days,
and and it's and it's it's beensuccessful.
So Mr.
Bryant (32:24):
Duane, your thoughts.
You sit in a room full of youngpeople and you're trying to
spark the interest in HTM.
What would you say to them?
Duane (32:35):
Well, I was in a career fair today at one of the
schools.
We had a booth set up, we hadequipment, and when it came by,
you know, we put a two probe,and we had the video, the Amy
video, and I talked to themabout my career where I started
(33:00):
from.
And they're always gonna askhow much money you make.
I had the pay scales, and wehad four people that was
interested in biohed.
So taking it to the schools, ifit's 20 people, get them
(33:21):
exposure.
Talk to them about your career.
Bryant (33:30):
Okay, thanks, man.
Well, look, guys, man, look I Ifeel humbled that you guys took
this opportunity to come sithere and talk with me, man.
And you're welcome to come backanytime together, solo.
DJ, when your son gets up here,we can bring him on too.
But I just appreciate you guys,man.
(33:51):
Y'all don't know how howexcited I was to do this
podcast.
It's been what, I don't know, ayear or two in the making.
But it's finally here.
And I appreciate each and everyappreciate both of you guys.
Duane (34:04):
Well, we appreciate you.
Bryant (34:09):
Thanks, Brian.
I appreciate it, man.
What a powerful conversation.
Dwayne and Dewan James, aliving example that leadership
isn't about titles, it's aboutpeople.
It's about humility, growth,and leaving the industry better
than you found it.
(34:30):
To both of you, thank you forshowing up and showing us what
legacy really looks like inmotion.
And to everyone listening, keeplearning, keep serving, and
keep elevating.
Because what you build todaymight just inspire someone else
(34:51):
tomorrow.
This is HTM on the line.
I'm your host, Brian.
Until next time, stay ready,stay humble, and stay humble.
Welcome to another episode of HTM on the line.
I'm your host, Bryant HawkinsSr.
Every now and then you meetpeople who remind you that
legacy isn't just what you leavebehind, it's what you live
right now.
Today I'm sitting down with thewine and the wine tank.
(00:26):
A father and start doing itwith nearly 15 years of combined
experience and out theretechnology management.
Two leaders, two generations.
Glad to have you.
(01:25):
Dewan, how you doing, my man?
D'Juan (01:27):
Doing very good, right?
Bryant (01:30):
I got a father son on here this evening.
Guys, I want you just tointroduce yourselves, nothing
long, and I'll just somethingsimple.
Just tell the listeners who wewho you are.
We'll start with Dewan first.
We go with the the youth first.
Dewan, tell everyone who youare and where you're working at
right now.
D'Juan (01:51):
Yeah, so um again, appreciate the opportunity of
being on this podcast with myfather.
So Dewan James, also go by a DJin my professional world.
I've been in help, I've been inHGM for uh 17 years now.
For the first 10 years of mycareer, I was a technician
specialized in the operatingroom, anesthesia training, our
(02:12):
lung machines, things like that.
And you know, I wanted toexplore the management side.
So I had an opportunity to getin a manager training program
with Trimedic, and that wasabout seven years ago.
And I have various managementroles where I'm currently now
the senior director of clinicalengineering and medical
equipment processing at ColliderHealth in Buffalo, New York.
Bryant (02:34):
Okay, great.
Uh Mr.
DeWay, tell us about yourself,sir.
Duane (02:39):
Well, thanks for having me on the show podcast.
I'm Dwayne James.
I'm the corporate director forclinical engineering for Central
Health and Central Virginia.
I've been in the HTM field forover 30 years.
I started in 1981, and I had tothank GM for getting in the
(02:59):
field because I was a welder andI got laid off as a result of
trade readjustment, TRA, whichwas foreign countries automotive
intercept in the United States.
And I was able to get, well, Iwas laid off, and I actually got
funding to go to school.
So that's why I'm in the biomedfield today, thanks to G GM.
(03:21):
And I started off as amaintenance helper.
And I actually, that's when Idecided I was a maintenance
helper in the biomed shop.
And I learned to work onequipment, being just uh, you
know, running around movingequipment, and I got a chance to
work on pillow speakers.
(03:42):
That was my first opportunityto work.
But then I kind of gravitatedand I got real good at it.
So I said, well, I'm gonnaswitch my career.
I was majoring in business, soI majored in electronics.
And I was able to start mycareer there, and I advanced to
a technician, and 30 yearslater, I'm a corporate director.
Bryant (04:04):
All right, so we got so how many years total have you
been in the industry, Dwayne?
Uh, about 32.
32 years, and DJ 17, so we gotalmost 50 years among the two of
you guys.
That's outstanding, man.
Now, Dwayne, I'm gonna ask youthis question.
When people ask what you do,how do you usually describe it?
(04:26):
You know, because we're in thisunknown industry.
So how do you describe what youdo when someone asks you?
Duane (04:32):
Well, something right, they don't know what I do.
So I kind of told them I workon medical.
I repair maintenance equipment,and then I give them, you know,
equipment, I display equipmentthat they actually familiar
with, like infusion pops, youand the OR, you're on the
anesthesia machine, and thosesorts of types of equipment.
(04:54):
Then they get it, they say,okay, I know what to do now.
Bryant (04:59):
All right, great.
Uh DJ, same to you, man.
You up in Buffalo trailing yourhave your own pad going.
How do you explain your rolewhen someone outside HTMX?
D'Juan (05:14):
Yeah, it's a good question.
Now, the way I explain it is Imaintain medical equipment and
medical equipment compliance.
That's usually how I typicallyexplain it.
And I do the same thing.
I usually talk about generaldevices such as uh the
fibrillator, anesthesia machine.
I'm sorry, not um notanesthesia machine, but
ventilator, things that theythey may be familiar with, you
(05:37):
know, specifically from COVID oran IV pump.
And that typically gives them agood idea of what you know what
I do for a living.
Bryant (05:46):
So we've got a father and son here, both executives,
both in HTM, but in differentstates and different companies.
Man, that's that's powerful.
That's all I gotta say, guys.
Congrats.
I'm proud to say I know bothyou guys.
Y'all doing big things.
Y'all definitely take a legacyup.
But now I want to ask a light,uh, a lighthearted question.
(06:08):
I gotta ask this one first.
Now, look, the way back whenboth of you were fixing
equipment, who really got thejob done fast?
DJ, did you ever look at yourdad's face and think, man, if I
(06:28):
was on that machine, I'd alreadybeen done.
D'Juan (06:31):
Yeah, no, I feel like I work a lot quicker, but you
know, we can argue that back andforth.
You know, OG, I I give it tohim.
Bryant (06:43):
Now let me ask you this.
If y'all had HTM executivetrading cards, what would be
your strongest stat?
Speed, strategy, people skills,uh what, just surviving
meetings.
What would it be?
I'll go with you first, DJ.
D'Juan (07:01):
Yeah, good question.
I would say strategic thinkingand people person.
I think I have good peopleskills, my like helping people.
So I would say those are my twostrongest.
unknown (07:12):
Okay.
D'Juan (07:13):
Mr.
Dwayne.
Duane (07:15):
That's a great question.
Well, I think, at least for me,I've always been a visionary,
innovator, and creator.
So I I kind of fixed problemsand also turnaround programs.
That was my specialty.
And I've done that in severalhospitals.
(07:37):
And when I was in one of thehospitals that was really having
some financial difficulties, Iwent there and one of my
colleagues, uh Mark Newell,highly respected in the
industry, said, if anybody canfix it, Dwayne can do it.
Dwayne James can do it.
Bryant (07:54):
I like that.
I like that.
Now I'm about to ask you guyssome.
Guess we get to some littlepersonal, because like I told
you guys in the beginning, um,I'm looking at you guys and I
think about me and my sonbecause he's also in the
industry.
And I'm asking y'all thequestions that I would probably
think somebody would ask me.
That's why I love this podcastepisode so much.
(08:16):
Dewan, I'm gonna ask you this.
When you were younger, whatabout your dad's work ethic
stuck with you and now shows upin how you lead in Buffalo?
D'Juan (08:28):
Yeah, another good question.
You know, I'll take it back toI believe I was between 10 and
12 years old.
So, you know, my father is abiomed.
He would get caught in,especially like on a Saturday.
He would take me to work withhim, you know, and then um, he
would leave me in the in theshop.
Back then, the internet was abig thing.
So I used to surf the internetwhile he would go out and take
(08:50):
care of the calls, and then Iwould also just kind of explore
the shop, you know.
I was always a kid that gotinto many things.
And so I would start tinkeringwith things and just turning on
devices, and that's whatinitially sparked my interest.
And then also, as you know, mydad can continue to grow within
the career HTM field and gotinto management, you know, he he
(09:10):
would uh put a suit on and weara briefcase to take a briefcase
to work.
And so, you know, on career dayand things like that, I would
go to work with him and then Iwould see his name on his
office.
And that really resonated withme.
So I had a good example growingup, you know, and so from there
I knew what you know my callingwas, or at least what I what I
thought would be a good callingfor myself.
(09:32):
And so I think that would be agood answer for that.
Bryant (09:36):
Oh, great answer.
Now, Dwayne, this one here is alittle different.
What was it like watching yourson not only follow your path,
but climb into his own seniorleadership role?
Duane (09:52):
Good question.
You know, I was so proud of himfollowing my footsteps.
I remember when he was thinkingabout nursing, and I guess when
he saw blood, he was like aboutto pass out because his mom was
a nurse.
And so he decided to go intobiomed, like he said, he and I
(10:15):
was so proud, and I wanted himto be patient, and because I
knew he was gonna go places, Iknew it because he has it in
him.
Dewan is very uh intelligent, ago-getter, very smart, and he's
just a networker, and he's ago-getter, he's always been that
(10:36):
way, he's always been a leader,even when he played sports.
He was always the leader on theteam.
He wasn't afraid to take thatlast shot, and uh so proud of
him.
Bryant (10:47):
I like that man, great answer.
Now, this is to vote.
You've never worked together,but I'm just curious.
How do you still lean on eachother for I guess perspectives
and encouragement?
I'll let you go first, Dwayne.
Duane (11:05):
Well, he inspired me.
You know, because I we are wecommunicate probably three or
four times a week.
You know, he calls me when he'shaving some issues, and I call
him about things that he mayknow that I don't know.
And uh we just collaborate andwe just network together.
(11:26):
And you know, we always lookfor advice.
He looks for advice for me, andI look for, you know, even
though I've been in the field,you know, he's young and he kind
of helps me out because he'ssaying, Well, you you got a
young person, we talked aboutremote, working remote from
home, and I'm I'm old school,come to work.
Are they young and young?
That's what we do nowadays.
We work from remote home.
(11:46):
And I say, okay.
So I learned from him, helearns from me.
Bryant (11:52):
DJ, same question.
D'Juan (11:56):
Yeah, so the way I look at this is like he's a lifeline,
you know.
So I could be in a meeting andthen maybe something that I come
across or a question that I'masked that, you know, I might
not have any experience with.
So, you know, they say youcould phone a friend, right?
So um I typically uh reach outto him whenever I'm I'm kind of
(12:17):
puzzled or scratching my head onsomething.
You know, I think I'm veryfortunate to be in this
situation.
Not many people have, you know,like a close advisor, you know.
I mean, my father's essentiallymy mentor, so I can give him a
call whenever I need to.
But he's right, you know, webounce our ideas off of each
other, we share knowledge witheach other, and so uh it's been
(12:37):
great and it's helped me outthroughout my career.
Bryant (12:40):
Great.
Now, you both are mentors inyour own right, and you both
talk to the young techniciansand young people.
Uh, this question here, I wantyou to um take a second and
think about it.
Talk to me about how yourtechnician days shape the way
you lead as executives today.
(13:02):
I'll let you go first, DJ.
D'Juan (13:05):
Yeah, you know, it's a story that I that I'm gonna
tell.
Um, so back when I worked atLoyale University Medical
Center, I worked in theoperating room, so I was an OR
specialist.
And um, I had just had mydaughter, she might have been a
year, maybe two years old, and Isaw a baby get ready to go
(13:26):
through surgery for a VP shunt.
That's when they drain itthrough spinal fluid.
And then I saw another anotherchild that was going to have a
craniotomy.
And so to me, that's when itreally went hit, really hit home
for me by having a child andreally seeing how our equipment
(13:47):
really impacts patient care.
And that's how I lead today.
I always tell my staff, youknow, treat this equipment as if
your family was on, you know.
So that's that's how I usuallyexplain it.
When our compliance numbers aredown, that's typically the
storyline that I always go withis whether it be family members
or community, where I previouslyworked at St.
(14:09):
Elizabeth Healthcare, you know,that's a small community.
I think it was around 600,000people.
And so that healthcare systemwas responsible for those
people.
So within that healthcaresystem, you know, the employees
that were family members,friends, neighbors, and I tell
them, you know, your yourneighbor, your your child, your
cousin, your mom, any one ofthem could come in into this
(14:31):
hospital and be touched by oneof these devices, whether
they're diagnostically ortherapeutically treated.
So at the end of the day, youknow, I always uh stuck to that,
always stuck to that that ideaof sharing that with the team.
And it always it always uhinspired them or motivated them
to to improve.
Bryant (14:52):
Same question to you, Dwayne.
Duane (14:54):
When I I was always organized, you know, when I had
tasks, when I have a task list,I try to be organized and
professional.
That was my model.
I mean, like I dress neat, tryto lead by example.
And I always remember when myboss, when I first was a
technician, he said your staffshould be a reflection of you.
(15:18):
And that resonates, thatcarries to today.
Because I like and I try to getmy staff to think that way, to
be professional, organized,because you have to be prepared.
I always prepare for a meetingbefore I go to the meeting.
And I always documentation, youknow, I always take notes.
(15:38):
So that's been since I startedas a tech.
And it resonates today, and youknow, and I try to teach my
staff the same way.
And even with dealing withchange, you know, change that's
one thing about in our field ischange.
And people resist change whenyou're not transparent with
(15:59):
them.
So when change happens, Iexplain it to my staff why the
change.
And most of them, they uh theyunderstand and they get on
board.
So that's the things that I'velearned when I was young, and I
carry it to today.
Bryant (16:15):
So, what advice would you give to that tech out there
listening right now who dreamsof moving into leadership?
Dwayne, you go first on thisone.
Good question.
Duane (16:28):
So I would advise them to get have a mentor.
Because I've had a mentor, andI think everybody needs a
mentor.
Someone with experiences beinga leader.
Because you can bouncequestions off of them.
That's what I've done.
I have several mentors.
One of my best friends, he'sbeen a mentor, he's been a had a
major company, Bob McPherson.
(16:50):
I got to shout him out.
Darren Villawela, he's the uhsenior vice president of Trinity
Health.
He's the one who started theclinical engineering program.
I reached out to him when Iinterviewed for a big job.
He gave me advice and network,get involved in the associations
and be willing to learn.
(17:13):
Be willing to learn and behumble.
Be humble because a lot of theyoung kids, I mean you might
notice this that when they comein the field, they think they
can do your job in six months.
Which that's you know, they'lllearn, they learn afterwards.
Oh, this is really hard.
I gotta sit focus and bepatient.
Bryant (17:32):
Great, great.
Dewan, your thoughts.
D'Juan (17:37):
Yeah, I'm gonna start off by talking about this book
that my current um president CEOColida Health gave me, the
ideal team player.
It talks about the threecentral virtues, which is
getting hungry, humble, andsmart.
So people obviously know whatbeing humble is, and being
hungry is going above andbeyond.
(17:59):
You know, what are you doingoutside of work to educate
yourself, you know, network,take those opportunities, go to
conferences and associationmeetings, and really build your
people skills.
I think networking is probablythe one of the biggest things
when you get into leadershipbecause sometimes you you uh you
(18:19):
run into challenges and sonetworking with the right people
will get you past thoseobstacles that you may be
dealing with or make thingshappen, right?
So one important thing forleadership again is just
networking, taking theopportunity to really get to
know people, get to know yourleaders, get to know the
stakeholders in theorganization, and be an ideal
(18:42):
team player.
You know, organizations arelooking for ideal team players,
whether it's in a group setting,individual, um, who's going
above and beyond, and always sayuh, never say it's not my job,
you know, always be willing toassist or at least pass the
baton to help the person uh getuh to get a situation resolved.
Duane (19:04):
So every leader.
My boss several many years agobought the book for his leaders,
and we read it, we had to readit, and then we had to have
questions ask questions, and hewas gonna give us a test.
But that's a great book.
(19:24):
So I advise any leader to readthat book.
Okay, it's powerful.
Bryant (19:31):
Was there ever a moment where you both realized wow,
even though we're in differentplaces, this father-son journey
is connected.
Was there ever some momentwhere y'all realize that?
Any one of y'all can go.
Let's go with you go first, DJ.
You ever had that moment whereyou realize that even though me
(19:52):
and my dad are not together,this father-son journey is
connected.
D'Juan (19:58):
Yeah, um, I would just say, you know, I mean, growing
up, you know, obviously afather-son relationship, you
know, me and my father, weconnected through sports.
He used to coach me and mybrother.
So I would take it back to justbeing coached, right?
To good, have good integrity,be coachable and and care about
helping people, you know.
And I would also be a teamplayer, right?
(20:19):
We take it back to that book,the ideal team player.
My dad really coached that aswell.
So that resonated, and then youknow, just going along within
my career, you know, thoseobviously stuck with me, and uh,
I've been able to make animpact with with those um those
qualities and characteristics.
Duane (20:43):
I think we connect when we uh we actually uh be talking
and we trying to hire some uhtechnician or we looking at
saving money on the contract.
When we talk about thosethings, we uh when I think about
it, I think that we are reallydoing our thing.
(21:05):
We both doing the same thingand we making a difference, even
when we try to help people.
We've been my grandma mymother, actually is a very
caring person, helping people,and I think both of us got that
from her.
We always trying to helppeople, no matter what.
(21:27):
So uh I think that's what aconnection when he's trying to
help somebody, and uh I say weconnected because we try to do
the same thing.
It's like we just likeconnected like that.
Bryant (21:39):
So great, great.
Now, this one here's for bothof you guys.
20 years from now, you'll begood and retired, Dwayne.
You know so well let's do itthis way.
Forget 20 years, man.
That's a long way.
10 years from now.
How do you want people to toremember you in HTM, Dwayne?
(22:04):
Not just as leaders, but as afather and son who made an
impact.
I'll go with you first, Dwayne.
How do you want people toremember you in HTM as a father
and son who made an impact?
Not just leaders, right?
Duane (22:23):
I want to be looked as a person that was a doer, cared
about other people, made adifference in the HTM field, and
passed it to the generations ofthe future.
D'Juan (22:46):
Juan, what about you, brother?
I would say I want to beremembered as somebody who gave
people opportunities, right?
A lot of times, you know,again, people don't really know
about our field.
It's a niche industry.
So I think that providingopportunities, promoting the
field, that's what I want to beremembered by.
You know, I think I and what Ienjoy the most is going to these
(23:09):
high schools, these colleges,promoting the field, inspiring
these kids to look outside of,you know, other industries, just
bring awareness to the HTMfield.
So, you know, 20 years fromnow, when I'm just about
retiring, you know, I would, Iwould like for me to, I would
(23:29):
like for for those individualswho I inspired or I had an
opportunity to cross paths withthat they come up to me and say,
hey, Mr.
James, you know, appreciatewhat you did, just you know,
promoting the field or you know,sharing some information with
me.
So that's how I would like tobe remembered as somebody who
helped the industry and and andkept kept it alive, right?
(23:51):
Because I mean, we have a massexodus of of um with the baby
boomers who are retiring.
So just continue to promote thefield and you know and keep it
alive.
So I think that's how I wouldlike to be remembered.
Bryant (24:06):
I'll just tell you guys ways you made an impact on me.
I don't know if I ever toldy'all this, but I remember I
think y'all was going to aleadership summit with post
source and y'all took a picturetogether.
And I remember that picture,and my son wasn't in the
industry yet.
I said, wow, that's prettycool.
The man that had either he wasin school, but he wasn't in it
(24:29):
yet.
Y'all took that picture and Isaid, man, that could be me and
my son one day.
And that didn't that made animpact on me.
So a lot of times you don'tknow when you post something
where it lands in someone.
And I remember that picturelike it was yesterday.
And the wine with you when Idid a career day, you flew down
on your own dime to help outwith the kids.
(24:51):
And that made a tremendousimpact on me and the kids and
the visuals you left behind.
I mean, it seemed like everytime I put a video up, I gotta
grab one of your pictures withyou with the defibrillator,
helping these kids learn aboutit.
So that's ways you both madeimpact on me.
And I appreciate you guys doingwhat you do.
But I got another question foryou guys though.
(25:15):
What kind of HTM industry doyou hope to leave behind for the
next generation?
Dewan, you can go first.
D'Juan (25:27):
Um, I would like to leave a thriving industry
behind.
I would like to open up moreschools, right?
Bring more, you know, promotethe field.
Because, you know, our industryessentially has been dying.
You know, that's why you haveAmy and these other college of
biomedical equipment technology.
You have all these new schoolscoming out.
(25:48):
And so I would like to get backto the local community college
where there's a practicum whereyou can provide internships, on
a job experience, and you cancreate that talent pipeline as
retirees as they retire, youknow, you have the new talent
pipeline coming coming into theindustry.
(26:09):
And it gives leaders anopportunity to evaluate those
students doing internships andgetting on-a-job experience,
right?
You can see their work ethic,and then when opportunities open
up, you you would hire them.
So if I was to leave, say alegacy or my my vision for the
industry upon retiring, it woulddefinitely be that.
(26:31):
And then also I think anotherimportant thing is the respect
level.
I think I don't think clinicalengineering or HTM is respected
as the same as IT.
So I think that's also mymission, too, is that we're
looked at on a level playingfield, um, and that our our
profession is is is respected onthe same level as theirs.
Bryant (26:56):
Right.
So Mr.
Dwayne, what kind of ATMindustry do you hope to leave
behind?
You've already touched it somuch, but what do you hope to
leave behind for the nextgeneration?
Duane (27:08):
I want the career to advance.
I want, like my son had said,you know, we're not really
appreciated.
I mean, IT has been advancedway ahead of us, but now they
have to talk with us because theequipment isn't integrated into
the IT, the networks.
(27:28):
So they are kind of respectingus more because they don't know
medical equipment.
But we need to uh get thestudents, educate them.
That's why I want to go backinto the school and start uh
teaching.
We have to put forward thepositions, I mean the
(27:51):
classifications.
Right now, a lot of biomedshops are considered support,
support help.
Well, we are technicalprofessionals.
I just changed my category frommy technicians to technical
professionals now.
So their pay went up, andthat's what we need.
(28:12):
We need to make sure and getthe certification.
Certification is not requiredin all hospitals or in the
industry.
It's gonna get it's moving inthat direction, but we need to
make sure that that becausethat's where the pay comes in.
That's where we get recognized,and we need to market more.
We need to get in the schoolsand middle school and market our
(28:37):
program HTM.
We have to do that, and that'swhat I'm gonna do when I retire.
I'm gonna get to schools, getinto the schools, recruit, build
the school the programs becausethe schools are, you know, the
biomed schools arediscontinuing.
And they try, and now in ourindustry, if you really notice,
they're trying to water down therequirements.
(29:01):
Well, I think if you water downthe requirements, you know,
you're not gonna be certified,you're just gonna get a job, and
the pay is not gonna becomparable to like the IT jobs.
So it's a lot of opportunity.
I think the field is is wideopen.
We just have to, you know, andplus we need the young folks
(29:22):
because the age group now inBioMet is I think in the middle
50s, and a lot of us are gonnabe retired, and that's gonna
leave a huge gap over the nextfive to seven years.
Bryant (29:32):
Just imagine we we in a room and you have this next wave
of HTM leaders sitting right infront of you right now.
What's the one thing you wantthem to walk away with?
Just one, I know you couldprobably give them 20 of them,
but I want you to give them theone thing you want them to walk
(29:53):
away with after sitting theretalking with you.
And I'll let you go first,Dwayne.
Duane (30:01):
Will need to learn because HTML, you know, you
can't learn everything in oneday.
It's constantly changed.
You're gonna continue to learn.
And if you don't learn,continue to adapt to change,
you're not gonna be successful.
So willing to learn, be asponge.
Bryant (30:25):
Okay, great.
Dawan, your thoughts?
One thing you would like totake from sitting down with you.
D'Juan (30:32):
Yeah, I call it the art of networking.
Networking is so important, youknow, especially in our
industry.
We are, I always say, one ortwo degrees of separation from
knowing someone else.
And so I would say, yes,definitely the art of
networking.
And then networking within yourorganization, know the key
(30:56):
stakeholders.
They can make your job easier,right?
Build that relationship withthem.
So networking would be it.
Great, great answer.
Bryant (31:06):
We sit in, you sit in a room and you have a bunch of
young people sitting in front ofyou, and you're telling them
about the HTM industry.
How would you make animpression upon them to maybe
consider joining HTM?
D'Juan (31:23):
Yeah, good question.
Yeah, I would say it's what Iit's what I enjoy the most.
I typically like to grab adefibrillator, a patient
monitor, and an IV pump.
And after I give a goodsummary, executive summary of
what HTM is about, I like to letthe kids interact with the
(31:46):
equipment.
You know, the SPO2, they cansee their uh blood blood oxygen
saturation and you know the ECG,just play around with the
different devices.
I think that's you know, a lotof a lot of people are hands-on.
Um, that's how I was.
So, and it's and it's it's beenit's helping me promote the
field.
You know, most people wouldtake some brochures, pass them
(32:08):
out, but you know, I I've takenthe opportunity to, you know, to
take the equipment to seminarsor high schools, career days,
and and it's and it's it's beensuccessful.
So Mr.
Bryant (32:24):
Duane, your thoughts.
You sit in a room full of youngpeople and you're trying to
spark the interest in HTM.
What would you say to them?
Duane (32:35):
Well, I was in a career fair today at one of the
schools.
We had a booth set up, we hadequipment, and when it came by,
you know, we put a two probe,and we had the video, the Amy
video, and I talked to themabout my career where I started
(33:00):
from.
And they're always gonna askhow much money you make.
I had the pay scales, and wehad four people that was
interested in biohed.
So taking it to the schools, ifit's 20 people, get them
(33:21):
exposure.
Talk to them about your career.
Bryant (33:30):
Okay, thanks, man.
Well, look, guys, man, look I Ifeel humbled that you guys took
this opportunity to come sithere and talk with me, man.
And you're welcome to come backanytime together, solo.
DJ, when your son gets up here,we can bring him on too.
But I just appreciate you guys,man.
(33:51):
Y'all don't know how howexcited I was to do this
podcast.
It's been what, I don't know, ayear or two in the making.
But it's finally here.
And I appreciate each and everyappreciate both of you guys.
Duane (34:04):
Well, we appreciate you.
Bryant (34:09):
Thanks, Brian.
I appreciate it, man.
What a powerful conversation.
Dwayne and Dewan James, aliving example that leadership
isn't about titles, it's aboutpeople.
It's about humility, growth,and leaving the industry better
than you found it.
(34:30):
To both of you, thank you forshowing up and showing us what
legacy really looks like inmotion.
And to everyone listening, keeplearning, keep serving, and
keep elevating.
Because what you build todaymight just inspire someone else
(34:51):
tomorrow.
This is HTM on the line.
I'm your host, Brian.
Until next time, stay ready,stay humble, and stay humble.
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