September 24, 2025 • 36 mins
TMSA’s On the Move Podcast – Featuring Agustin Harriague
Agustin Harriague brings over 20 years of logistics and supply chain leadership to the table—now serving as VP at Mitsubishi Power Americas, where he leads operational excellence, digital transformation, and high-stakes project logistics. With deep expertise in moving heavy power-generation equipment and integrating logistics into the design and engineering phases of megaprojects, he knows how critical integrated planning is for success. In this episode, Agustin shares his career trajectory, insights into the evolving supply chain landscape, expectations for the year ahead, and what he’s most looking forward to at the Executive Summit.
Check out the Transportation Sales and Marketing Association (TMSA) website or engage with us on LinkedIn.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:22):
Hello everyone and welcome to On the Move, a show
where we share transportationsales and marketing success
stories.
I am Jennifer Karpis-Romain,executive Director of the
Transportation Marketing andSales Association, a trade
nonprofit educating andconnecting marketing and sales
professionals in transportationand logistics, and today on the
(00:44):
show, I'm very excited to haveAgustin, who is the VP of
Logistics and Warehousing atMitsubishi's Par Americas.
Welcome to the show, agustin.
How are you doing today?
Speaker 2 (00:52):
Hey, jennifer, glad to be here.
Thanks for the invite andbuilding momentum into our
October event, right.
Speaker 1 (01:00):
Absolutely.
You are going to be one of ourfeatured panelists at the
Executive Summit, which isOctober 22nd through the 23rd,
so I'm very excited to talk toyou today, to get to learn a
little bit more about you andthen get to meet you in person
in October.
Speaker 2 (01:15):
Perfect.
Speaker 1 (01:16):
So you built a pretty robust career in logistics and
supply chain, which has led toyour current role at Mishpishi
Power.
What path took you here andwhat has been that, like those
big defining moments along theway?
Speaker 2 (01:29):
Cool.
Yeah, I always start to like tostart from the beginning, right
.
So I started roughly 20 yearsago in logistics.
That wasn't planned, right.
I kind of stumbled into alogistics role and then I stayed
and I stayed for the last 20years.
(01:50):
So that was back in Argentina.
I was born in Argentina, inBuenos Aires, only came to the
US roughly 10 years ago.
It's been quite a ride over thelast 10 years and, yeah, so I
started from the trenches in away, right.
(02:11):
So these days, yes, I lead ateam, yes, we talk strategy, we
set the tone of what logisticsfor Mitsubishi Power Americas
looks like, but it wasn't always, uh, that way.
That wasn't always my rolewithin the team.
Um, so I started really as alogistic analyst almost as a
logistic clerk, to be honest,and just running, first running
(02:35):
errands for the logisticsdepartment and then doing
documentation, managingshipments, managing shipments,
working at the warehouse withthe inventory colleagues, and
then I always interested intoimproving things right, try to
change things for the better,hopefully for the better.
(02:56):
So always interested in drivingchange, driving culture within
the teams, no matter the size ofthe team, no matter the size of
the team and no matter my rolewithin the team.
I was one of those guys thatwanted to do more and get
engaged right.
(03:16):
Getting engaged is probably oneof my the drivers of my career
and those defining momentsprobably was when you get to
from a team lead to a managerright.
Getting into into leadingothers, being able to show how
(03:37):
you can influence others into apositive way, also helping
others to grow and develop.
That, for me, has been alsohelping others to grow and
develop.
That, for me, has been the mostimpactful and defining moment
in my career.
More than shipments, more thanprojects in a way.
So be able to help others grow,that allows me to grow right.
(04:00):
That's probably what Igravitate in my logistic career
and actually in my logisticsleadership journey in a way
Right.
So now, over the last couple ofyears certainly evolved more
into a broader supply chain, notjust the logistic aspect, right
, but this is pretty much whatmy journey has been it's pretty
(04:28):
much what my journey has been.
Speaker 1 (04:29):
I love that One.
So many of us end up inlogistics and supply chain by
accident and then we stay here,and I also really liked how you
talked about that.
This defining moment for you isreally being able to help other
people in their career and howthat helps your journey, because
that's something that I havecome into my own with as well
over the past couple years.
I feel like for a while I hadthis imposter syndrome and where
(04:50):
I felt like I wasn't qualifiedto do anything and it was the
moment that I started mentoringpeople and helping other people
in their career that I was likethere was like a light bulb that
switched.
I was like, oh, I do knowthings and I can help other
people and I do have value andI've built this career and I
have all this experience, andthat was like a huge defining
moment.
So I really that resonated alot with me, because that's how
(05:12):
I feel as well.
Speaker 2 (05:13):
And it's really how we can, in a way, when you try
to separate yourself a littlebit from the, from the trenches
and the day to day not separate,to like, isolate you, but try
to see the broader picture, thebigger picture, and focus on the
right talent, the right people,empowering the people.
(05:35):
I also had that impostersyndrome for a very long time,
kind of questioning if I was upto these leadership roles, what
is expected?
I do have high expectations,always for me, for the team.
So navigating through all thatit's a constant defining moment,
(05:56):
in a way, never-ending definingmoment.
Speaker 1 (05:59):
Absolutely, and it sounds like your role now really
blends that logistic strategy.
And it sounds like your rolenow really blends that logistics
strategy digitalization,process improvement, building up
your team so obviously thatbuilding up your team part
excites you, but how do you putit all together and keep things
moving along for your company aswell?
Speaker 2 (06:23):
Yeah, in my role.
Certainly we are in the powergeneration business right.
Mitsubishi Power is the leadingprovider in solutions and
equipment for power generationand therefore we support my team
supports the three mainbusiness units that we have.
So manufacturing projects ornew units right, new power
plants, and then service right,where we support our service,
(06:48):
our customers, with service overthe 15 years, 20 year programs
and so on.
So I have people in those threeverticals.
That's more into execution,really, and I do have a large
warehousing team Then also haveresponsibility over contracting
(07:08):
for logistics and transportationright, which is a team of two
people doing all the contracting, rfps more the commercial side
and over the last couple ofmonths also got into supply
chain operational excellence,which is broader digitalization,
(07:29):
talent development, governanceprocesses and so on, not just
for logistics but for our entiresupply chain team.
So I think it's a good blend ofstrategy right, where I focus a
little more on strategy, culture, governance topics and so on.
While I have a strong team,overall, we are a team of 64
(07:53):
people in my organization, so Ido have a strong team that takes
care of the business and takecare of the operations happening
in each of those businesses.
So I grew up from, as we weresaying before, I grew up from
the operation, right, so that'swhat I started.
So I have a tendency to want toget involved, right, so I try
(08:21):
to stay not away, but let theteam work on the operation
itself, try to focus more onenabling people, right and and
removing roadblocks, uh, forthem to shine, and and really
setting the strategy, setting,uh, what we call a logistics um
north star.
We kind of know where we wantto go, right.
(08:44):
It's up to us as a team todefine how we do it.
That's why I don't like to callit too much of a logistics
strategy.
I think a North Star isprobably a better fit in this
case.
It's more of a framework, andhow we get there is not just up
to me to define, but as a team,right, so that's how I try to
(09:08):
build culture within the team,and it's bridging the strategy
into operations and the otherway around, right?
It's a constant feed of ofideas absolutely.
Speaker 1 (09:23):
And what kind of challenges do you typically face
then when coordinating, likebreakBull or HeavyLift logistics
across these global major megaproduct projects that you guys
do?
And then how can your logisticspartners help you with that?
Speaker 2 (09:38):
Yeah, so that's a good question because we I think
we have a lot of diversechallenges depending on which
business or which business unitwe are supporting in a way.
Right, so the challenge is ourmanufacturing team, um handling,
where we handle all theinbounds for them into our
factory in in savannah, georgia.
Right.
So when we handle all thoseinbounds, a constant flow of
(10:01):
containerized cargo, air freight, regular full truck loads and
so on.
Same for our service team.
That that's a lot of hotshotsexpedited freight, but mainly
air freight and full truckloads.
Right, yeah, we have step decks, we have some specialized
equipment, but pretty much it'sa lot of shipments, fast-paced
(10:22):
environment.
There's always someone at siteworking on an outage for a
customer that needs that goldenbolt that we just missed and we
need it right away.
Right, we can have the crewwaiting on site.
So there's a lot of those kindof last minute and type of
inquiries that rely on a lot ofon service level.
(10:44):
Now, those are certainchallenges.
Now, if you go to the projectbusiness right, it's more about
an engineer solution budgets,risk, how we manage risk, how we
manage the quality.
If we are lifting a millionpound piece of equipment, right,
(11:04):
that's a different type ofchallenge from a hot shot type
of challenge from a hotshot notdifferent, not more or less
important, just different.
Right, having a crew waiting ora customer waiting for us to
deliver a bolt or a washer thatwe missed for whatever reason,
or that is needed, can be asimpactful as delivering a gas
(11:30):
turbine right From scratch.
So that's really why it's thedifferent challenges and
different sides of the business.
So it's about quality, it'sabout risk and service level, I
would say.
And your other question was howproviders can help now and
(11:54):
navigate with all that.
I think it all depends of theblend of of providers we use and
and the type of providers weuse for each of those segments.
In a way, right we have, we havesegmented in, in a way, the
market into the providers we mayuse for this business unit may
not be the same ones we use forour project business we have to
(12:17):
be smart about.
Lots of providers will say Ican do it all and I get that.
I've been speaking a lot aboutthat lately in speaking
engagements and so on.
But really, what are youexcelling at, what are you best
(12:38):
and what you can provide valuein each of those segments that
we have?
Speaker 1 (12:44):
Absolutely.
I love that you touched on that.
That's something that I talk tomy members a lot about that.
One of the biggest mistakes thatI think people do in their
sales and marketing is that, oh,we can do it all and you guys
are like we don't care that youcan do it all.
What can you do for what I needyou to do?
And I feel like there's amissed opportunity there.
There are some businessfunctions that being all in one
(13:07):
and being able to do everythingis great.
Like I love when, like, atechnology can do everything for
me, because I don't want to loginto eight different things.
But when you're talking aboutlogistics and making sure that
your stuff gets from point A topoint B in the way that you need
it, on the time that you needit and the trust that you need
to be able to do it, you need toknow how they can do that for
you, and you do have biggerparts.
(13:28):
So what does that look like?
And so having that talk trackof making that personalization
to you guys, I think, isincredibly important.
Speaker 2 (13:34):
So and there are a lot of providers that are a lot
of providers that really can doit all.
The question is, can they excelat, at at doing it all, or do
they excel at a piece of it?
And I think, for us asshippersippers, for me always
the key has been to identify whocan excel from a provider, from
(13:57):
a perspective of our, ourpeople talent right, it's talent
to action, basically rightwhere, where we can put these
people to shine.
Either you are a provider, acarrier or, um, one of our, one
of our colleagues in the team.
Are you doing what you do bestand what you do better, right?
(14:20):
So?
So that applies both sides andwe have to.
We shaper, from my perspective,we have to be very, very, I
would say, careful but open, tobe able to segment that in that
way.
Speaker 1 (14:33):
And with so much turbulence, transformation and
global supply chains right now,is there a key trend that you're
seeing that's really going toshape up over the next year?
Speaker 2 (14:44):
In terms of turbulence and uncertainty.
I would say certainly tariffsright, that's one of the key
topics and the uncertaintyaround tariffs.
In a way, there's a stop-and-gotype behavior that we have seen
over the last nine months or so, where something gets announced
(15:05):
, then later postponed and backagain and so on.
So that adds uncertainty interms of how we make decisions.
The horizon to plan and decideis really very short and then
has been over the last fiveyears, nothing new to what I
will say.
But I think it's about pickyour poison right.
(15:27):
The next bottleneck, the nextdisruption is going to come.
You just have to plan and havethe resiliency to be able to
pivot quickly from poorcongestion to potential poor
strikes, to lack of capacity.
(15:48):
So it's like, again, pick yourpoison.
And sometimes we make decisionsunderstanding the risk and that
somewhere in that transit,somewhere in that chain, we will
find the risk.
And then we have to weigh okay,which is the risk we're taking
right, which one we can absorb,which one we have to sometimes
(16:11):
deal with it and live with it.
So I think it's uh,infrastructure when it, when it
comes to projects, right, whenit comes to heavy units, we move
a lot of units by rail.
We, we, we face, uh degradinginfrastructure in the US in many
(16:31):
different ways.
Right, so our equipment getsbigger, larger, which adds
challenges to transport.
On the other side is alsodegrading infrastructure in
terms of road bridges and so onright, so you have to be able to
balance all that and understandwhat the risks are.
Speaker 1 (16:55):
And as we look out, you know, the next 12, 18 months
, are there any emergingcapabilities or technologies
that you believe will becomereally essential for logistics
teams and being able to kind ofhelp you navigate some of those
challenges?
Speaker 2 (17:09):
Yeah.
So I think we need to separatethe cut through the noise with
all these um ai bus right.
So firm believer on strongbeliever in in ai and
capabilities, uh, I think overthe next couple months, if not a
year, we will really see whatare the use cases that survive
(17:30):
and what are the players thatsurvive with through all this ai
, especially when it comes tologistics.
Um, I don't think we have foundyet and a lot of us struggle
really with the shippers,struggle with data right, we try
to talk ai before we starttalking or organizing and our
data and make our data robust.
(17:51):
So that's a bridge.
That has been in my experience,not just here but also in
previous companies I work for,and always has been about the
data, data accuracy,availability, how fragmented the
data is in corporations, andthat's probably what we need to
embrace AI.
(18:12):
So I think AI, how we canaccelerate that, and also not
just for the major AI-driventools, but also how our teams
embrace AI in their day-to-dayactivities, right, how we can
cut through their more redundantstill necessary, right, but
(18:34):
repetitive type work.
We can optimize that with aiand focus on the meaningful,
impactful and value adding uhtype of task.
So I think that's going to beaccelerated over the over the
next 12 months or so.
Um has been really acceleratedover the last um years, I would
say, but still I don't thinkwe're quite there.
Speaker 1 (18:56):
There's a lot of pause, so we need to try to cut
(19:16):
through the noise and all thebells and the whistles and
everything that's happening, butI like when you're like we have
to do our own data, make surewhat our starting point is, and
that's something that I think alot of companies can resonate
with and should really bethinking through.
If you're adding anything new,any new technology, whether it's
AI or not, what do you want itto do?
(19:38):
And that will help you cut outa lot of the noise instead of
just gravitating to everythingthat you see that's out there.
What is it that you need?
What will make your team better, more efficient?
What is it that you need?
What will make your team better, more efficient?
What are you looking to be ableto do better, faster, and then
go from there?
I feel like that's such a key.
Speaker 2 (19:58):
Absolutely, and two examples of that is first, it's
like we have been talking aboutblockchain bill of lading for
how long 15 years, yeah Right,never came to a mass adoption of
those.
And then the other thing, whichis more of something I read a
(20:18):
few weeks ago, is 90% of theAI-related implementations of
big corporations are failing.
That's 90% Right, so there'sstill a lot of room to go.
Everyone is trying to invest inAI or saying we do something
(20:39):
related to AI, but really what'sin the backbone of it, which is
data, and that's what weprobably should be focusing
before.
Kind of try to work before werun right.
Speaker 1 (20:56):
I agree.
So, switching gears a littlebit, you will be a panelist at
this year's TMSA ExecutiveSummit, which we teased a little
bit at the beginning of this.
But what are you lookingforward to coming to this event
and getting to be a panelist for?
Speaker 2 (21:10):
I think it's.
I never participated before inthe event, so for me it would be
the, for me and my team wouldbe the first time.
So I'd like to see a moreintimate type of discussions
with real talk about I mean,this is an executive summit,
right?
So what are we at the executivelevel?
(21:31):
What are the strategies webring in?
Less sales pitches, right, andmore honest and real discussions
about what we are experiencingshippers, brokers, carriers but
in that more intimate setup witha leadership tone, right, not
really the sales pitch.
So that's what I'm reallyexpecting for this one, and also
(21:55):
understanding from others, inthis case, the panel I will be
joining.
It's a good example of that.
I think you all did a good jobputting together a quite diverse
panel.
We all three come fromdifferent industries, so
probably same challenges orsimilar challenges, but for me
(22:19):
it's about understanding howother industries are tackling
those challenges, what othersare doing, how those challenges
affect them.
That could be in a very, verydifferent way.
That they affect the powergeneration business, right, if
you're talking to in the foodindustry or on the tech side,
(22:40):
I'm sure it's going to bedifferent strategies of what
they're doing, that, what we aredoing here in the power
generation or energy sector.
So that real talk and also thatdiverse type of exchange is
what I'm really looking for.
Speaker 1 (22:58):
Well, I think that you'll get that when you come to
Executive Summit, which isexciting and, yes, you're a
panelist on a shippers panelthat's moderated by andrew
silver, and your other umpanelists will be from kihi,
distributors and google, sowe're really excited about this
panel.
We actually had this panelsecured for months now, and so
(23:20):
it's really exciting to have itcome to fruition and be able to
have it roll out um soon.
I like that you talked about.
Yes, we put people togetherthat might be having the same
problems, but there's adifferent perspective.
You guys are dealing withcommon challenges, but things
will be different in yourdifferent segments, different
industries.
Is there any unique perspectivethat you think that you have
(23:41):
that you're hoping the attendeeswill walk away with?
Speaker 2 (23:44):
Yeah, it's more about I would say I can talk about
more of the project logisticsside right, the big heavy bulky
type cargo, which brings theirown set of challenges.
There are some, maybe some,touching points.
If we have Google on the panel,data centers, ai that's driving
(24:10):
the power generation demand forsure.
That's one of the key driversof the growth we see in the gas
turbine market.
Right, how we serve those datacenters, how we power and
energize those data centers,those data centers, how we power
and energize those data centers.
(24:30):
So the investments in terms ofinfrastructure that tech
companies have to go throughthese days the Googles, the
Amazons, the open AIs of thisworld, microsoft, they're all
going through the same type ofinvestment because they need
power for their massive datacenter and the massive energy
(24:51):
demand created by AI, plus otherfactors too.
Right, but AI and data centersis what keeping the power
generation demand in thenewspapers and in the news these
days.
So, getting to understand whatothers are doing in that regards
and adding my perspective froma solution provider to those
(25:15):
type of programs and demandcapacity issues, so I think
that's quite.
That would be quite interesting.
Speaker 1 (25:23):
Absolutely.
If any listeners are interestedin joining Augustine in the
panel and myself in ChicagoOctober 22nd through the 23rd,
you can register for ExecutiveSummit at eventstmsatodayorg and
we are offering listeners ofthe show a special coupon code
for 10% off and you can use thecode move to summit 10.
(25:46):
So very excited for that and tohave you there.
Shippers panels are always oneof my favorite things.
Just hearing your guys'sperspective and really getting
our executives, our sales andmarketing leaders, to be able to
hear directly from you guys isincredibly important, which is
awesome.
(26:07):
So we started this conversationreally talking about how you
like to guide other people'scareers and be a part of that.
So you do lead supply chainoperational excellence and not
just the processes but thepeople, which is something
you've addressed.
That's important to you and Ithink that addressed, that's
(26:27):
important to you, and I thinkthat this is really going to be
in line with a lot of the restof the programming at Summit
this year.
So we have our keynote talkingabout leading in turbulent times
and how.
We have another speaker talkingabout you know how to do things
on a global scale, and wetalked earlier about tariffs and
how.
That's a huge question mark foreverybody and what that's gonna
(26:48):
mean.
But how are you cultivatingthese high performing, resilient
teams in a moment when talentchallenges are just as critical
as the technology and aseverything else that's going on
right now?
Speaker 2 (27:03):
Yeah.
So first of all, I think wehave a quite diverse group of
people that work.
I'm also very proud of thatdiversity that we have in the
team.
So if you look and I was sayingbefore we are a team of 64
these days.
We have some plans to grow theteam further, the team further
(27:31):
um in in within those 64 people,65 people I can count 14, 15
different nationalities andbackgrounds, right.
So so that's quite uh, adiverse pool of talent there.
Um, with its rates and itschallenges too.
Right, because now we we allcoming from different means of
life and cultures and that alsois something we all have to
navigate.
So first diversity, right, andthen that brings diversity of
(27:56):
opinion, that brings diversityof ideas, and I really like to
foster, with my team, thecritical thinking.
There's some things that wehave done over the last two
years or so trying to fosterthat critical thinking from
lunch and learns from articlediscussions that we do monthly.
(28:18):
Some of them are voluntary, Imean, some of them are part of a
curriculum of training toupskill the team.
We just came two weeks ago fromrunning our annual supply chain
summit here in Orlando where wehad our entire supply chain
(28:38):
organization for three days,roughly 170 people, and, yes, we
did have panels, yes, we havecontent presentations, but it
was a lot of fun, right, tryingto share with the team from Luau
night Hawaiian type night and Ithink that foster culture,
(29:01):
collaboration.
People really in organizationreally look forward for that
event right.
Right, there's a lot ofanticipation, as you have for
your summit.
Right, there's a lot ofanticipation and momentum going
into into these events and Ithink that's really what builds
culture and and and a tight, atight team that can navigate all
(29:21):
these turbulences.
There has has been a lot of,really a lot of into everyone in
supply chain shoulders.
Right, everyone has gonethrough a lot of difficulties
and challenges over the lastfive years, right, starting from
the pandemic A lot of efforts,a lot of pressure.
Having fun is a key part ofwhat we do.
(29:44):
If we are not having fun is akey part of what we do.
If we are not having fun, it'snot just about the next shipment
, right, it's not just about.
It's really what we're doing,how much value we're adding and
how much fun we're having whiledoing it.
So all that helps navigatethrough turbulences and stress
(30:06):
and, yeah, difficult momentswhich we all have in our
business daily right, so we justhave to be able to remove
roadblocks and help the team toovercome those situations.
Speaker 1 (30:22):
I agree.
I think that when people arepassionate about what they do or
having fun, it gets throughthose hard moments a lot better,
and when you have a team thatyou can trust to help kind of
guide you through those moments,it's really important.
So you talked about that.
You talked about the fun, youtalked about having the
diversity of your team, whichleads to diversity of thought,
to create the best and strongestteam.
(30:44):
And then earlier you talkedabout allowing your team to do
the work and not kind ofmicromanaging them and doing all
the things even though you maylike to do it.
Are there any other leadershipor cultural shifts that you're
really championing that alignwith the bigger transformation
supply chain right now, or didwe already hit on all these
(31:05):
bigger points that you're doingalready?
Speaker 2 (31:07):
No, the other one that I can think of right now,
which is a leadership trade in away, and typically we all
should constantly be gettingbetter at, is change management,
right?
So we embarked in a supplychain transformation over two
and a half years ago, roughly,and there has been a lot of
(31:27):
change pushed to the team interms of the way we work, who we
work with, which suppliers weuse, how we do contracting,
which systems we use, and thatis a lot of change for people.
A lot of change comes withstress.
Change comes with the ability,or having the ability, to pivot
(31:52):
and react quickly and adaptquickly.
So how we lead through thatchange and change management
process, I think that's one ofthe key leadership aspects,
sometimes underrated, right,sometimes overlooked in a way.
So that's the other one how allthat diversity of opinions, of
(32:17):
thought, of ideas or backgroundscan help us navigate through
all that change.
And we are changing in themiddle of a turbulent
environment, which is somethingalso to consider.
So the alternative is what?
To stay stagnant and stay.
That may not help us.
So we have to adapt.
(32:38):
The environment adapts quicklyand we need to react to that,
while we're also sharpening oursaw, in a way.
Speaker 1 (32:48):
Absolutely Well.
I appreciate you.
Sharing everything that youshared today Definitely makes me
think about a lot of differentthings, which is great.
I have one last question foryou, and this is the question I
ask everyone that comes on theshow, and that's if you could go
back in time and advise ayounger Augustine anything, and
this could be personally orprofessionally.
When would you go back to andwhat would you say?
Speaker 2 (33:17):
Oh, that's a tough one.
Only one thing that's a toughone.
So I would say it's don't beshy to don't hesitate to show up
and don't hesitate to show thevalue that you add.
Right, you talk about impostersyndrome at the beginning, and
that's something that resonateswith me, especially in my
earlier years.
(33:37):
Right, so make sure you findyour success story and that
success story may drive yourcareer further.
Right, and it helps you advanceyour career.
Um, not success story from abeauty contest perspective.
Right, not to put lipstick oneverything, but um, just
(33:58):
understanding the value youadding and be able to lead or
operate with a gr growth, with agrowth mindset, how that can
help you.
It's difficult, not the nextshipment.
What's going to help you moveon on on your career is those
success stories.
Either you change something oryou created something or you
(34:21):
improve something and that keepsyou going.
So be more aware of that'sprobably what I will tell my
20-something.
Speaker 1 (34:34):
I will say I think that's a great one.
I think, yes, with impostersyndrome or doubting yourself,
because if you're looking andyou're like, oh, I have a
different idea or a differentperspective, it scares you in
your earlier parts of the careerbecause you're like, why am I
thinking differently, why ittakes a long time to make that
(34:57):
shift, and you're like, no, it'sgood to have different.
It's good to have thatdiversity of thought, to have
different people with differentideas, because if you just take
the first idea every time, it'snot ever going to be the best
one.
You know you have to really sitthrough that.
So that took me a long time tolike, oh, I have a different
perspective, I have a differentperception on this, but that's
good, that means we're talkingabout it and we're putting out
(35:18):
the best output we can becauseof that.
Speaker 2 (35:20):
So Yep, absolutely that's it no-transcript next
(35:53):
month thank you, looking forwardto see everyone in chicago.
Bye-bye.
Hello everyone and welcome to On the Move, a show
where we share transportationsales and marketing success
stories.
I am Jennifer Karpis-Romain,executive Director of the
Transportation Marketing andSales Association, a trade
nonprofit educating andconnecting marketing and sales
professionals in transportationand logistics, and today on the
(00:44):
show, I'm very excited to haveAgustin, who is the VP of
Logistics and Warehousing atMitsubishi's Par Americas.
Welcome to the show, agustin.
How are you doing today?
Speaker 2 (00:52):
Hey, jennifer, glad to be here.
Thanks for the invite andbuilding momentum into our
October event, right.
Speaker 1 (01:00):
Absolutely.
You are going to be one of ourfeatured panelists at the
Executive Summit, which isOctober 22nd through the 23rd,
so I'm very excited to talk toyou today, to get to learn a
little bit more about you andthen get to meet you in person
in October.
Speaker 2 (01:15):
Perfect.
Speaker 1 (01:16):
So you built a pretty robust career in logistics and
supply chain, which has led toyour current role at Mishpishi
Power.
What path took you here andwhat has been that, like those
big defining moments along theway?
Speaker 2 (01:29):
Cool.
Yeah, I always start to like tostart from the beginning, right
.
So I started roughly 20 yearsago in logistics.
That wasn't planned, right.
I kind of stumbled into alogistics role and then I stayed
and I stayed for the last 20years.
(01:50):
So that was back in Argentina.
I was born in Argentina, inBuenos Aires, only came to the
US roughly 10 years ago.
It's been quite a ride over thelast 10 years and, yeah, so I
started from the trenches in away, right.
(02:11):
So these days, yes, I lead ateam, yes, we talk strategy, we
set the tone of what logisticsfor Mitsubishi Power Americas
looks like, but it wasn't always, uh, that way.
That wasn't always my rolewithin the team.
Um, so I started really as alogistic analyst almost as a
logistic clerk, to be honest,and just running, first running
(02:35):
errands for the logisticsdepartment and then doing
documentation, managingshipments, managing shipments,
working at the warehouse withthe inventory colleagues, and
then I always interested intoimproving things right, try to
change things for the better,hopefully for the better.
(02:56):
So always interested in drivingchange, driving culture within
the teams, no matter the size ofthe team, no matter the size of
the team and no matter my rolewithin the team.
I was one of those guys thatwanted to do more and get
engaged right.
(03:16):
Getting engaged is probably oneof my the drivers of my career
and those defining momentsprobably was when you get to
from a team lead to a managerright.
Getting into into leadingothers, being able to show how
(03:37):
you can influence others into apositive way, also helping
others to grow and develop.
That, for me, has been alsohelping others to grow and
develop.
That, for me, has been the mostimpactful and defining moment
in my career.
More than shipments, more thanprojects in a way.
So be able to help others grow,that allows me to grow right.
(04:00):
That's probably what Igravitate in my logistic career
and actually in my logisticsleadership journey in a way
Right.
So now, over the last couple ofyears certainly evolved more
into a broader supply chain, notjust the logistic aspect, right
, but this is pretty much whatmy journey has been it's pretty
(04:28):
much what my journey has been.
Speaker 1 (04:29):
I love that One.
So many of us end up inlogistics and supply chain by
accident and then we stay here,and I also really liked how you
talked about that.
This defining moment for you isreally being able to help other
people in their career and howthat helps your journey, because
that's something that I havecome into my own with as well
over the past couple years.
I feel like for a while I hadthis imposter syndrome and where
(04:50):
I felt like I wasn't qualifiedto do anything and it was the
moment that I started mentoringpeople and helping other people
in their career that I was likethere was like a light bulb that
switched.
I was like, oh, I do knowthings and I can help other
people and I do have value andI've built this career and I
have all this experience, andthat was like a huge defining
moment.
So I really that resonated alot with me, because that's how
(05:12):
I feel as well.
Speaker 2 (05:13):
And it's really how we can, in a way, when you try
to separate yourself a littlebit from the, from the trenches
and the day to day not separate,to like, isolate you, but try
to see the broader picture, thebigger picture, and focus on the
right talent, the right people,empowering the people.
(05:35):
I also had that impostersyndrome for a very long time,
kind of questioning if I was upto these leadership roles, what
is expected?
I do have high expectations,always for me, for the team.
So navigating through all thatit's a constant defining moment,
(05:56):
in a way, never-ending definingmoment.
Speaker 1 (05:59):
Absolutely, and it sounds like your role now really
blends that logistic strategy.
And it sounds like your rolenow really blends that logistics
strategy digitalization,process improvement, building up
your team so obviously thatbuilding up your team part
excites you, but how do you putit all together and keep things
moving along for your company aswell?
Speaker 2 (06:23):
Yeah, in my role.
Certainly we are in the powergeneration business right.
Mitsubishi Power is the leadingprovider in solutions and
equipment for power generationand therefore we support my team
supports the three mainbusiness units that we have.
So manufacturing projects ornew units right, new power
plants, and then service right,where we support our service,
(06:48):
our customers, with service overthe 15 years, 20 year programs
and so on.
So I have people in those threeverticals.
That's more into execution,really, and I do have a large
warehousing team Then also haveresponsibility over contracting
(07:08):
for logistics and transportationright, which is a team of two
people doing all the contracting, rfps more the commercial side
and over the last couple ofmonths also got into supply
chain operational excellence,which is broader digitalization,
(07:29):
talent development, governanceprocesses and so on, not just
for logistics but for our entiresupply chain team.
So I think it's a good blend ofstrategy right, where I focus a
little more on strategy, culture, governance topics and so on.
While I have a strong team,overall, we are a team of 64
(07:53):
people in my organization, so Ido have a strong team that takes
care of the business and takecare of the operations happening
in each of those businesses.
So I grew up from, as we weresaying before, I grew up from
the operation, right, so that'swhat I started.
So I have a tendency to want toget involved, right, so I try
(08:21):
to stay not away, but let theteam work on the operation
itself, try to focus more onenabling people, right and and
removing roadblocks, uh, forthem to shine, and and really
setting the strategy, setting,uh, what we call a logistics um
north star.
We kind of know where we wantto go, right.
(08:44):
It's up to us as a team todefine how we do it.
That's why I don't like to callit too much of a logistics
strategy.
I think a North Star isprobably a better fit in this
case.
It's more of a framework, andhow we get there is not just up
to me to define, but as a team,right, so that's how I try to
(09:08):
build culture within the team,and it's bridging the strategy
into operations and the otherway around, right?
It's a constant feed of ofideas absolutely.
Speaker 1 (09:23):
And what kind of challenges do you typically face
then when coordinating, likebreakBull or HeavyLift logistics
across these global major megaproduct projects that you guys
do?
And then how can your logisticspartners help you with that?
Speaker 2 (09:38):
Yeah, so that's a good question because we I think
we have a lot of diversechallenges depending on which
business or which business unitwe are supporting in a way.
Right, so the challenge is ourmanufacturing team, um handling,
where we handle all theinbounds for them into our
factory in in savannah, georgia.
Right.
So when we handle all thoseinbounds, a constant flow of
(10:01):
containerized cargo, air freight, regular full truck loads and
so on.
Same for our service team.
That that's a lot of hotshotsexpedited freight, but mainly
air freight and full truckloads.
Right, yeah, we have step decks, we have some specialized
equipment, but pretty much it'sa lot of shipments, fast-paced
(10:22):
environment.
There's always someone at siteworking on an outage for a
customer that needs that goldenbolt that we just missed and we
need it right away.
Right, we can have the crewwaiting on site.
So there's a lot of those kindof last minute and type of
inquiries that rely on a lot ofon service level.
(10:44):
Now, those are certainchallenges.
Now, if you go to the projectbusiness right, it's more about
an engineer solution budgets,risk, how we manage risk, how we
manage the quality.
If we are lifting a millionpound piece of equipment, right,
(11:04):
that's a different type ofchallenge from a hot shot type
of challenge from a hotshot notdifferent, not more or less
important, just different.
Right, having a crew waiting ora customer waiting for us to
deliver a bolt or a washer thatwe missed for whatever reason,
or that is needed, can be asimpactful as delivering a gas
(11:30):
turbine right From scratch.
So that's really why it's thedifferent challenges and
different sides of the business.
So it's about quality, it'sabout risk and service level, I
would say.
And your other question was howproviders can help now and
(11:54):
navigate with all that.
I think it all depends of theblend of of providers we use and
and the type of providers weuse for each of those segments.
In a way, right we have, we havesegmented in, in a way, the
market into the providers we mayuse for this business unit may
not be the same ones we use forour project business we have to
(12:17):
be smart about.
Lots of providers will say Ican do it all and I get that.
I've been speaking a lot aboutthat lately in speaking
engagements and so on.
But really, what are youexcelling at, what are you best
(12:38):
and what you can provide valuein each of those segments that
we have?
Speaker 1 (12:44):
Absolutely.
I love that you touched on that.
That's something that I talk tomy members a lot about that.
One of the biggest mistakes thatI think people do in their
sales and marketing is that, oh,we can do it all and you guys
are like we don't care that youcan do it all.
What can you do for what I needyou to do?
And I feel like there's amissed opportunity there.
There are some businessfunctions that being all in one
(13:07):
and being able to do everythingis great.
Like I love when, like, atechnology can do everything for
me, because I don't want to loginto eight different things.
But when you're talking aboutlogistics and making sure that
your stuff gets from point A topoint B in the way that you need
it, on the time that you needit and the trust that you need
to be able to do it, you need toknow how they can do that for
you, and you do have biggerparts.
(13:28):
So what does that look like?
And so having that talk trackof making that personalization
to you guys, I think, isincredibly important.
Speaker 2 (13:34):
So and there are a lot of providers that are a lot
of providers that really can doit all.
The question is, can they excelat, at at doing it all, or do
they excel at a piece of it?
And I think, for us asshippersippers, for me always
the key has been to identify whocan excel from a provider, from
(13:57):
a perspective of our, ourpeople talent right, it's talent
to action, basically rightwhere, where we can put these
people to shine.
Either you are a provider, acarrier or, um, one of our, one
of our colleagues in the team.
Are you doing what you do bestand what you do better, right?
(14:20):
So?
So that applies both sides andwe have to.
We shaper, from my perspective,we have to be very, very, I
would say, careful but open, tobe able to segment that in that
way.
Speaker 1 (14:33):
And with so much turbulence, transformation and
global supply chains right now,is there a key trend that you're
seeing that's really going toshape up over the next year?
Speaker 2 (14:44):
In terms of turbulence and uncertainty.
I would say certainly tariffsright, that's one of the key
topics and the uncertaintyaround tariffs.
In a way, there's a stop-and-gotype behavior that we have seen
over the last nine months or so, where something gets announced
(15:05):
, then later postponed and backagain and so on.
So that adds uncertainty interms of how we make decisions.
The horizon to plan and decideis really very short and then
has been over the last fiveyears, nothing new to what I
will say.
But I think it's about pickyour poison right.
(15:27):
The next bottleneck, the nextdisruption is going to come.
You just have to plan and havethe resiliency to be able to
pivot quickly from poorcongestion to potential poor
strikes, to lack of capacity.
(15:48):
So it's like, again, pick yourpoison.
And sometimes we make decisionsunderstanding the risk and that
somewhere in that transit,somewhere in that chain, we will
find the risk.
And then we have to weigh okay,which is the risk we're taking
right, which one we can absorb,which one we have to sometimes
(16:11):
deal with it and live with it.
So I think it's uh,infrastructure when it, when it
comes to projects, right, whenit comes to heavy units, we move
a lot of units by rail.
We, we, we face, uh degradinginfrastructure in the US in many
(16:31):
different ways.
Right, so our equipment getsbigger, larger, which adds
challenges to transport.
On the other side is alsodegrading infrastructure in
terms of road bridges and so onright, so you have to be able to
balance all that and understandwhat the risks are.
Speaker 1 (16:55):
And as we look out, you know, the next 12, 18 months
, are there any emergingcapabilities or technologies
that you believe will becomereally essential for logistics
teams and being able to kind ofhelp you navigate some of those
challenges?
Speaker 2 (17:09):
Yeah.
So I think we need to separatethe cut through the noise with
all these um ai bus right.
So firm believer on strongbeliever in in ai and
capabilities, uh, I think overthe next couple months, if not a
year, we will really see whatare the use cases that survive
(17:30):
and what are the players thatsurvive with through all this ai
, especially when it comes tologistics.
Um, I don't think we have foundyet and a lot of us struggle
really with the shippers,struggle with data right, we try
to talk ai before we starttalking or organizing and our
data and make our data robust.
(17:51):
So that's a bridge.
That has been in my experience,not just here but also in
previous companies I work for,and always has been about the
data, data accuracy,availability, how fragmented the
data is in corporations, andthat's probably what we need to
embrace AI.
(18:12):
So I think AI, how we canaccelerate that, and also not
just for the major AI-driventools, but also how our teams
embrace AI in their day-to-dayactivities, right, how we can
cut through their more redundantstill necessary, right, but
(18:34):
repetitive type work.
We can optimize that with aiand focus on the meaningful,
impactful and value adding uhtype of task.
So I think that's going to beaccelerated over the over the
next 12 months or so.
Um has been really acceleratedover the last um years, I would
say, but still I don't thinkwe're quite there.
Speaker 1 (18:56):
There's a lot of pause, so we need to try to cut
(19:16):
through the noise and all thebells and the whistles and
everything that's happening, butI like when you're like we have
to do our own data, make surewhat our starting point is, and
that's something that I think alot of companies can resonate
with and should really bethinking through.
If you're adding anything new,any new technology, whether it's
AI or not, what do you want itto do?
(19:38):
And that will help you cut outa lot of the noise instead of
just gravitating to everythingthat you see that's out there.
What is it that you need?
What will make your team better, more efficient?
What is it that you need?
What will make your team better, more efficient?
What are you looking to be ableto do better, faster, and then
go from there?
I feel like that's such a key.
Speaker 2 (19:58):
Absolutely, and two examples of that is first, it's
like we have been talking aboutblockchain bill of lading for
how long 15 years, yeah Right,never came to a mass adoption of
those.
And then the other thing, whichis more of something I read a
(20:18):
few weeks ago, is 90% of theAI-related implementations of
big corporations are failing.
That's 90% Right, so there'sstill a lot of room to go.
Everyone is trying to invest inAI or saying we do something
(20:39):
related to AI, but really what'sin the backbone of it, which is
data, and that's what weprobably should be focusing
before.
Kind of try to work before werun right.
Speaker 1 (20:56):
I agree.
So, switching gears a littlebit, you will be a panelist at
this year's TMSA ExecutiveSummit, which we teased a little
bit at the beginning of this.
But what are you lookingforward to coming to this event
and getting to be a panelist for?
Speaker 2 (21:10):
I think it's.
I never participated before inthe event, so for me it would be
the, for me and my team wouldbe the first time.
So I'd like to see a moreintimate type of discussions
with real talk about I mean,this is an executive summit,
right?
So what are we at the executivelevel?
(21:31):
What are the strategies webring in?
Less sales pitches, right, andmore honest and real discussions
about what we are experiencingshippers, brokers, carriers but
in that more intimate setup witha leadership tone, right, not
really the sales pitch.
So that's what I'm reallyexpecting for this one, and also
(21:55):
understanding from others, inthis case, the panel I will be
joining.
It's a good example of that.
I think you all did a good jobputting together a quite diverse
panel.
We all three come fromdifferent industries, so
probably same challenges orsimilar challenges, but for me
(22:19):
it's about understanding howother industries are tackling
those challenges, what othersare doing, how those challenges
affect them.
That could be in a very, verydifferent way.
That they affect the powergeneration business, right, if
you're talking to in the foodindustry or on the tech side,
(22:40):
I'm sure it's going to bedifferent strategies of what
they're doing, that, what we aredoing here in the power
generation or energy sector.
So that real talk and also thatdiverse type of exchange is
what I'm really looking for.
Speaker 1 (22:58):
Well, I think that you'll get that when you come to
Executive Summit, which isexciting and, yes, you're a
panelist on a shippers panelthat's moderated by andrew
silver, and your other umpanelists will be from kihi,
distributors and google, sowe're really excited about this
panel.
We actually had this panelsecured for months now, and so
(23:20):
it's really exciting to have itcome to fruition and be able to
have it roll out um soon.
I like that you talked about.
Yes, we put people togetherthat might be having the same
problems, but there's adifferent perspective.
You guys are dealing withcommon challenges, but things
will be different in yourdifferent segments, different
industries.
Is there any unique perspectivethat you think that you have
(23:41):
that you're hoping the attendeeswill walk away with?
Speaker 2 (23:44):
Yeah, it's more about I would say I can talk about
more of the project logisticsside right, the big heavy bulky
type cargo, which brings theirown set of challenges.
There are some, maybe some,touching points.
If we have Google on the panel,data centers, ai that's driving
(24:10):
the power generation demand forsure.
That's one of the key driversof the growth we see in the gas
turbine market.
Right, how we serve those datacenters, how we power and
energize those data centers,those data centers, how we power
and energize those data centers.
(24:30):
So the investments in terms ofinfrastructure that tech
companies have to go throughthese days the Googles, the
Amazons, the open AIs of thisworld, microsoft, they're all
going through the same type ofinvestment because they need
power for their massive datacenter and the massive energy
(24:51):
demand created by AI, plus otherfactors too.
Right, but AI and data centersis what keeping the power
generation demand in thenewspapers and in the news these
days.
So, getting to understand whatothers are doing in that regards
and adding my perspective froma solution provider to those
(25:15):
type of programs and demandcapacity issues, so I think
that's quite.
That would be quite interesting.
Speaker 1 (25:23):
Absolutely.
If any listeners are interestedin joining Augustine in the
panel and myself in ChicagoOctober 22nd through the 23rd,
you can register for ExecutiveSummit at eventstmsatodayorg and
we are offering listeners ofthe show a special coupon code
for 10% off and you can use thecode move to summit 10.
(25:46):
So very excited for that and tohave you there.
Shippers panels are always oneof my favorite things.
Just hearing your guys'sperspective and really getting
our executives, our sales andmarketing leaders, to be able to
hear directly from you guys isincredibly important, which is
awesome.
(26:07):
So we started this conversationreally talking about how you
like to guide other people'scareers and be a part of that.
So you do lead supply chainoperational excellence and not
just the processes but thepeople, which is something
you've addressed.
That's important to you and Ithink that addressed, that's
(26:27):
important to you, and I thinkthat this is really going to be
in line with a lot of the restof the programming at Summit
this year.
So we have our keynote talkingabout leading in turbulent times
and how.
We have another speaker talkingabout you know how to do things
on a global scale, and wetalked earlier about tariffs and
how.
That's a huge question mark foreverybody and what that's gonna
(26:48):
mean.
But how are you cultivatingthese high performing, resilient
teams in a moment when talentchallenges are just as critical
as the technology and aseverything else that's going on
right now?
Speaker 2 (27:03):
Yeah.
So first of all, I think wehave a quite diverse group of
people that work.
I'm also very proud of thatdiversity that we have in the
team.
So if you look and I was sayingbefore we are a team of 64
these days.
We have some plans to grow theteam further, the team further
(27:31):
um in in within those 64 people,65 people I can count 14, 15
different nationalities andbackgrounds, right.
So so that's quite uh, adiverse pool of talent there.
Um, with its rates and itschallenges too.
Right, because now we we allcoming from different means of
life and cultures and that alsois something we all have to
navigate.
So first diversity, right, andthen that brings diversity of
(27:56):
opinion, that brings diversityof ideas, and I really like to
foster, with my team, thecritical thinking.
There's some things that wehave done over the last two
years or so trying to fosterthat critical thinking from
lunch and learns from articlediscussions that we do monthly.
(28:18):
Some of them are voluntary, Imean, some of them are part of a
curriculum of training toupskill the team.
We just came two weeks ago fromrunning our annual supply chain
summit here in Orlando where wehad our entire supply chain
(28:38):
organization for three days,roughly 170 people, and, yes, we
did have panels, yes, we havecontent presentations, but it
was a lot of fun, right, tryingto share with the team from Luau
night Hawaiian type night and Ithink that foster culture,
(29:01):
collaboration.
People really in organizationreally look forward for that
event right.
Right, there's a lot ofanticipation, as you have for
your summit.
Right, there's a lot ofanticipation and momentum going
into into these events and Ithink that's really what builds
culture and and and a tight, atight team that can navigate all
(29:21):
these turbulences.
There has has been a lot of,really a lot of into everyone in
supply chain shoulders.
Right, everyone has gonethrough a lot of difficulties
and challenges over the lastfive years, right, starting from
the pandemic A lot of efforts,a lot of pressure.
Having fun is a key part ofwhat we do.
(29:44):
If we are not having fun is akey part of what we do.
If we are not having fun, it'snot just about the next shipment
, right, it's not just about.
It's really what we're doing,how much value we're adding and
how much fun we're having whiledoing it.
So all that helps navigatethrough turbulences and stress
(30:06):
and, yeah, difficult momentswhich we all have in our
business daily right, so we justhave to be able to remove
roadblocks and help the team toovercome those situations.
Speaker 1 (30:22):
I agree.
I think that when people arepassionate about what they do or
having fun, it gets throughthose hard moments a lot better,
and when you have a team thatyou can trust to help kind of
guide you through those moments,it's really important.
So you talked about that.
You talked about the fun, youtalked about having the
diversity of your team, whichleads to diversity of thought,
to create the best and strongestteam.
(30:44):
And then earlier you talkedabout allowing your team to do
the work and not kind ofmicromanaging them and doing all
the things even though you maylike to do it.
Are there any other leadershipor cultural shifts that you're
really championing that alignwith the bigger transformation
supply chain right now, or didwe already hit on all these
(31:05):
bigger points that you're doingalready?
Speaker 2 (31:07):
No, the other one that I can think of right now,
which is a leadership trade in away, and typically we all
should constantly be gettingbetter at, is change management,
right?
So we embarked in a supplychain transformation over two
and a half years ago, roughly,and there has been a lot of
(31:27):
change pushed to the team interms of the way we work, who we
work with, which suppliers weuse, how we do contracting,
which systems we use, and thatis a lot of change for people.
A lot of change comes withstress.
Change comes with the ability,or having the ability, to pivot
(31:52):
and react quickly and adaptquickly.
So how we lead through thatchange and change management
process, I think that's one ofthe key leadership aspects,
sometimes underrated, right,sometimes overlooked in a way.
So that's the other one how allthat diversity of opinions, of
(32:17):
thought, of ideas or backgroundscan help us navigate through
all that change.
And we are changing in themiddle of a turbulent
environment, which is somethingalso to consider.
So the alternative is what?
To stay stagnant and stay.
That may not help us.
So we have to adapt.
(32:38):
The environment adapts quicklyand we need to react to that,
while we're also sharpening oursaw, in a way.
Speaker 1 (32:48):
Absolutely Well.
I appreciate you.
Sharing everything that youshared today Definitely makes me
think about a lot of differentthings, which is great.
I have one last question foryou, and this is the question I
ask everyone that comes on theshow, and that's if you could go
back in time and advise ayounger Augustine anything, and
this could be personally orprofessionally.
When would you go back to andwhat would you say?
Speaker 2 (33:17):
Oh, that's a tough one.
Only one thing that's a toughone.
So I would say it's don't beshy to don't hesitate to show up
and don't hesitate to show thevalue that you add.
Right, you talk about impostersyndrome at the beginning, and
that's something that resonateswith me, especially in my
earlier years.
(33:37):
Right, so make sure you findyour success story and that
success story may drive yourcareer further.
Right, and it helps you advanceyour career.
Um, not success story from abeauty contest perspective.
Right, not to put lipstick oneverything, but um, just
(33:58):
understanding the value youadding and be able to lead or
operate with a gr growth, with agrowth mindset, how that can
help you.
It's difficult, not the nextshipment.
What's going to help you moveon on on your career is those
success stories.
Either you change something oryou created something or you
(34:21):
improve something and that keepsyou going.
So be more aware of that'sprobably what I will tell my
20-something.
Speaker 1 (34:34):
I will say I think that's a great one.
I think, yes, with impostersyndrome or doubting yourself,
because if you're looking andyou're like, oh, I have a
different idea or a differentperspective, it scares you in
your earlier parts of the careerbecause you're like, why am I
thinking differently, why ittakes a long time to make that
(34:57):
shift, and you're like, no, it'sgood to have different.
It's good to have thatdiversity of thought, to have
different people with differentideas, because if you just take
the first idea every time, it'snot ever going to be the best
one.
You know you have to really sitthrough that.
So that took me a long time tolike, oh, I have a different
perspective, I have a differentperception on this, but that's
good, that means we're talkingabout it and we're putting out
(35:18):
the best output we can becauseof that.
Speaker 2 (35:20):
So Yep, absolutely that's it no-transcript next
(35:53):
month thank you, looking forwardto see everyone in chicago.
Bye-bye.
Popular Podcasts
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
Cardiac Cowboys
The heart was always off-limits to surgeons. Cutting into it spelled instant death for the patient. That is, until a ragtag group of doctors scattered across the Midwest and Texas decided to throw out the rule book. Working in makeshift laboratories and home garages, using medical devices made from scavenged machine parts and beer tubes, these men and women invented the field of open heart surgery. Odds are, someone you know is alive because of them. So why has history left them behind? Presented by Chris Pine, CARDIAC COWBOYS tells the gripping true story behind the birth of heart surgery, and the young, Greatest Generation doctors who made it happen. For years, they competed and feuded, racing to be the first, the best, and the most prolific. Some appeared on the cover of Time Magazine, operated on kings and advised presidents. Others ended up disgraced, penniless, and convicted of felonies. Together, they ignited a revolution in medicine, and changed the world.