March 18, 2025 • 37 mins
In this episode of Printing's Alive, Jon Bailey from Precision Proco discusses the company's evolution, specialization, and commitment to a customer-centric approach. The conversation delves into innovation, the role of customer feedback in shaping marketing strategies, and the impact of company size on culture and leadership. John highlights the importance of employee engagement, the leadership approach, and their recruitment philosophy. The episode also covers storytelling, industry gossip, and the exchange of ideas. Mental health awareness and work-life balance are emphasized as crucial components of a healthy work environment. The episode concludes with John's closing remarks and a glimpse into future plans.
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Episode Transcript
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(00:10):
Hey, everybody.
Welcome back to another edition of PrintingsAlive.
And today, we are, blessed with a guest.
We have, John Bailey of Precision Proco out ofThe UK.
How you doing there?
Doing really good and nice to be blessed with aguest.
I like it.
I like it.
And I just made that up as I was going.
So I probably won't remember to ever use thatagain.
(00:31):
So it'll be your your your welcome when we doit.
Good.
Thank you.
Great.
So, thank you for coming on.
Appreciate it.
You know, part of what I'm trying to do is justget everyone in the world of print, to come on
and talk with me about anything print becauseprint touches everybody in the world.
And my really belief is without us, withoutprint, the world does not exist.
(00:52):
Well, I couldn't agree more.
I couldn't agree more.
And look.
I'm right in the middle of peak season.
So if I'm too quick, it's it's because I've gotstuff on.
But, you know, I can definitely, back that upbecause right now, we're we're batshit crazy on
volume.
So people are definitely being touched by Clintat the moment over peak season.
Cool.
So, hey, I wanna compliment you on the websitebecause it's pink and I happen to like pink,
(01:14):
although I'm wearing a d scoop sweater.
Some merch just so you folks know when you giveme merch, I wear it and it advertises you get
it.
And I didn't wear it because it's you andyou're part of d scoop.
But I do love the website.
K.
So let's get into it.
Tell me about Precision Pro Co because you guyshave a bit of a story.
You've done many things.
You do many things, and I believe you'vepositioned the stuff you've positioned the
(01:36):
company to be in a really good place for, youknow, what we're what's going on in the world
and where we're going.
Yeah.
Look.
You know, we know the print's changing.
It's been changing for years.
Everyone thinks it's, you know, it's dead.
It's it's completely not dead.
It's just completely different.
Right?
So you just have to approach it different.
You have to address customer issue different,and you gotta keep moving.
That's what we we believe in.
The only thing we've we've been consistent atis change, and the whole business has been
(02:00):
brought up to understanding the get readybecause tomorrow is gonna be different.
So we try and move very quickly.
You know, we've done some mergers.
We've done some acquisitions.
We've we've sort of, got ourselves andnavigated through lots of different places to
where we are now.
And now we are a business we we call ourselvesbasically human driven, tech enabled, smart
production.
(02:20):
That's really what we're about.
So it's about celebrating human design andcreativity, not over processing stuff.
It's about automation and being smart and usingtech to enable and amplify the good stuff we're
we're about, which is the creativity piece.
So we kind of we're in all spaces in print,Warren.
We're in, mass customized consumer market, bookof one.
(02:43):
We're in POS and in store retail, and we're indirect mail and and commercial work as well.
So, just two things quickly.
I like that I don't see equipment on yourwebsite when I go to it.
And that's a message really to every otherprinter who's listening.
Yes.
As owners, we love equipment, but the peoplethat we sell, they have no idea about it.
So They don't they don't give a shit.
(03:03):
Right?
That's we talk about us giving a shit.
Our customers don't give a shit about whatwe're producing stuff on.
So they wanna know what we're gonna do with it,what it's gonna do for their business, and how
we're gonna make them look good.
Right?
And we talk about making it easy to choose andeasy to use.
That's all they care about.
Can I buy print from you as easy as it is forme to go on there and press click on an email?
If I can and you're gonna get me a betterreturn in that email, then I'm gonna use you.
(03:27):
And that's basically it.
Yeah.
That's exactly what I was gonna say.
It's great.
And then, you know, I mean, it, you know, themarketing.
Tell me what you do because this is anotherarea that a a lot of printers I'll say most
printers don't market themselves, yet we do allthe marketing stuff for every major brand and
agency in the world.
What do you guys do to market yourself?
(03:48):
Well, it's a bit like a builder's porch.
Right?
When you go to a builder's house, their it'stheir house is normally the one last one that
gets done.
And I think us as printers, you know, sufferfrom the same thing because we're so busy
looking out for a custom party.
What we do is we we we start with what we calla force multiplier, which is a military term,
which is basically you don't send in the groundtroops until you've sent in the the, airplanes,
(04:08):
right, to get rid of the infrastructure.
So what we'll do is we'll highlight who we'reafter.
We'll highlight what market we're after, andthen we'll subliminally market to those people
whether we sponsor a roundabout outside theirhouse, or we make sure that when they're
driving to work, they see the billboard withour name on it.
So by the time I send the ground troops in,they might have sat next to me at a dinner, or
they might have sat neck heard my namementioned in an awards dude that we sponsored
(04:30):
that they're involved with.
So by the time my ground troops ring up andthey say we're ringing from Precision Pro, they
go.
I know about you guys.
I've heard about this.
I've heard about it.
We try and sort of do it and break it down.
And then we also we set we we talk content.
We don't sell to people.
We tell them what we're the stuff we're doing.
Right?
So what have we done that's interesting?
What have we done from other customers?
And we get customers to talk about us.
(04:52):
And because, look, we're all the same.
Right?
When we're buying kit, we wanna hear fromanother supplier's customer before we buy.
No matter what
hear from the manufacturer.
We wanna hear from the manufacturer, which iswhat these groups all about.
I won't talk about these groups, but that'swhat these groups about is let's listen to my
peers what's good and what's not good.
And we want the same from our customers, so wewe find that that works.
Yeah.
I love that.
(05:13):
I mean, if I go back in time and maybe I wasahead of my oh, I'm always ahead of my time,
but we used to do tons of samples of differentthings that we were doing because we were
buying different equipment and UV and enginefives and whatever.
And I would say to the team, let's just go withour ideas and show people.
Don't ask them if they have anything to quote.
Let the other morons ask them what they have toquote because then they sound like they just
(05:33):
wanna take an order.
If you go in there regularly and show them whatyou're doing and you're excited and you're
passionate, they're gonna remember that theyhave something to quote, and then they're gonna
ask you.
Yeah.
There's two there's two phrases we use a lot.
One one is we were I don't know if I what theswear language thing is is, so I'll try and
keep it down, but we work effing hard to makeit look this casual.
Right?
That's one of our things.
(05:54):
So we want people to think it's casual, but wework incredibly hard at all the detail to make
it to make it really slick.
And the other thing is that no one's ever leftus for giving them a bad idea.
Right?
So no one's ever no customers ever said, didn'tlike that idea, so I'm leaving you.
That doesn't work.
It doesn't happen.
They want more ideas.
So we push push push innovation, push new stuffto them.
(06:14):
We have a a a customer suite on-site here wherewe bring them in and we do training sessions on
data, how to get more out of your data, how toget more out of your print, what new finishes
there are.
And we bring in third party vendors andpartners that we work with on embellishment,
what can be done there to add value on newtechnology.
And we just try and stimulate the minds inwhat's possible.
(06:37):
I think it's in the old days they used to callthem lunch and learns.
Yes.
They did.
Lunch and learns.
Yeah.
Yeah.
But that's that's an old term.
How many employees do you have?
About four fifty.
Yeah.
I know.
Did you notice I stayed really firm when youasked me that?
Yeah.
Yeah.
Because you're both into the no.
So four fifty, the average family is fourpeople.
(06:58):
So you're really employing and looking after1,600 people Yeah.
With their families.
Yeah.
And that burden is heavy.
Well, I think I think any owner who's reallyinto his business Yeah.
Carries that burden because you care for thepeople.
Yeah.
You know, it's always what came first, thechicken or the egg.
I think in our world, nothing moves withouteverybody working together.
(07:19):
Yeah.
And and you think about it when you think ofour production.
Right?
So on our peak day this year at, it'll probablybe round about the 20 well, probably a couple
of days' time.
Right at the November is probably we'llprobably produce on one day two million items
in one day that have gotta go out the door on atwo day SLA.
Right?
If you've got four fifty people and you'rerelying on 2,000,000 items going out correct
(07:41):
because little Johnny needs the correct card,right, not someone else's card that may be not
appropriate, for example, You gotta you gottahave these people.
They gotta have your back, and you gotta havetheirs, and you gotta trust them because
there's no way you can deliver that without it.
So I haven't got it now.
So, yeah, it it's look.
It's a it's a thing we take very serious, andyou mentioned about being in the business.
I'm I'm in I'm in.
(08:02):
Right?
This is not this is not one of those businesseswhere I sit around and and wait for things to
happen.
We we have to keep keep on it and keep workingon it and supporting people.
You know, you say you're in, to everybodylistening, especially owners.
I think that's important because if you're notin, then you don't have the leadership.
Yeah.
Right?
Yeah.
It's like what I it's like I tell everybody,any company before they start something, a
(08:24):
marketing plan, a business plan, whatevercampaign.
If the CEO, the president, the owner is not inat the top excited and passionate about it, he
cannot expect his team to to succeed with it inthe way that he's thinking.
Yeah.
And we talked about it this minute at the startabout the change.
There's so much change going on.
And if you're not if you're not in the lead ofthat change and comfortable in that change and
(08:45):
showing that you are in control of that change,it very quickly in our world becomes chaotic.
And when it becomes chaotic, people worry, andthen one worry kicks in.
People don't know which direction, and theymight trust you and wanna work for you.
But if they haven't got that clear direction,very easy these days with the speed of change
to go off go off grid.
So you've gotta be really, really focused, Ithink.
(09:05):
But you gotta be you gotta be focused and yougotta keep them in the game because when they
turn their head for a second, our equipment'smoving so fast that there's a cost to that lose
your concentration.
Yeah.
There is.
Yeah.
Right?
So you wanna keep And you're also up againstthose stuff, I mentioned about, you know, being
human driven.
But my my point on that with the AI and tech isto amplify it.
Right?
And as businesses, not just us, not just ourindustry, but we are guilty of it as well.
(09:28):
We're driving these KPIs and escalates becausewe have to because production and management,
mark margin is so tight.
Right?
So you've gotta get those efficiencies.
But the minute you over process and you crossover that creativity curve, you're done for.
Because you you don't if you lose that, thehuman element of creativity even in a
production environment, you might you've donethe same as everyone else that's always gonna
(09:51):
also automate.
And when everybody's automated and everybody'sAI'd up to the max and everybody's doing the
same stuff and it's all good enough and thiskind of stuff, when that happens, the only
difference maker is the personalities and thecreativity of the people you've got.
So if you lose that, you won't get it back.
So I then I think that's a big a big lesson forus.
Oh, I totally agree.
(10:12):
So now next question is based on that is yousaid 450, family members.
How do you work the culture?
What is your culture, and how do you maintain,you know, a good feeling, a sense of family
Yeah.
Because it gets harder.
I mean, I remember when I had a few people andthen it got a little more and a little more, I
(10:35):
always made it a point because I learned froman elder gentleman that he knew the name of
every person in his company.
And when you bump up to someone, you pump whenyou bump into someone or you're introducing
someone and you could introduce every person inyour company when you're walking a customer
through, makes the people working for you feelpretty good.
Yeah.
It does.
But it's hard with that many people.
No.
It's it's it is it is becoming harder.
I don't know whether that's because I'm gettingolder and my memory's going or whether whether
(10:57):
it's just a lot of people.
Right?
But there's that as well.
So I no.
I I can walk around and I know everybody, and Irecognize them.
Do I know everybody's name at 04:50?
Probably not if I'm if the truth be no.
And we have a lot of foreign workers now aswell, which makes it even more complicated,
right, with respect.
So Yes.
But
what we try and do is we try and we we we I'd Ilike to run the business in a very straight
(11:19):
way.
Right?
I'm very straight with people.
I address situations very quick.
There's no such thing as a hard conversation ifit's a genuine conversation, and I truly
believe that.
So I drive that through my leadership team, whoare responsible for departments, and we run we
run that in a high trust contract.
So if things are green and good, you don't needto tell me because I'm I trust you.
If it's red, that's when you flag it.
And if we mess something up, you flag it.
(11:41):
We jump on it, and we help each other out.
So we have that kind of relationship where it'sit's a trusting.
And then what we try and do is we drive itthrough the different sites.
So we drive we make sure all the sites areconsistent and they're familiar, but they also
have their own unique personality.
So London is a different personality thanSheffield because it's a different region, a
different area.
But Right.
We're all consistent.
(12:02):
But we have all our numbers visible on all thesites.
So what are our sales?
What are they working on?
A ninety everyone has ninety day plans, andthey're all visible so people can see my ninety
day plan with what I'm working on.
And so we just try and give that clarity, andwe make people realize, you know, we've all got
responsibility and we've all got a job to do,and we try and treat each other like the next
(12:22):
customer.
That's a big thing.
So I try and work with my leadership team togive them what I would if they were my
customer, and it we try and do that above andbeyond.
So it's so it's you create a culture of tryingto make each other succeed rather than help
each other to fail.
You know what I mean?
And that's a big that's a big shift.
I I I wanna promote to everybody, and it's oneof the things I offer is to to discuss with
(12:44):
owners, you know, culture, the culture in theirbusiness.
And, you know, to even review it, I mean, Iwhen I started my business and I had my
business, you know, we were 10 people.
It was one thing, thirty, fifty, 90, a 20.
It starts to it changes.
But I was so conscious maybe because I wasyounger and I mean listen we had all young
people everyone's going to the same raves onthe weekend so it's a little hard to pretend to
(13:06):
be different on Monday when you're all feelingthe same.
But when you make people feel good they whenpeople feel good, they do more.
And they do more because they feel good, notbecause they have to.
Yeah.
My different orienting people is most peoplemost people wanna come to work, do a really
good job, feel like they've delivered, beappreciated for delivering, and go home feeling
(13:27):
like they've done a good day's work at alllevels.
Right?
Me, everyone wants to do that.
That's becoming harder and harder in businessbecause we expect so much, and there's no time
to celebrate anymore because no sooner do youdo something really well, you're having to
squeeze even more fun out of it.
Right?
Because we're not allowed to have fun anymorebecause the world's gone crazy.
We have to try and I believe we have to createmore of those water cooler moments again, more
(13:49):
of those sitting in the canteen chat, more ofwhat did you watch on telly last night.
And if anything good's gonna come from the AItechnology shift, it's that.
It's we'll use AI to amplify the time thathumans can have talking to humans again and
feeling like they're going home, like they'vedone a good job.
That's that's that's the best thing.
I'm I'm gonna run a campaign that says bringback bring back the water cooler.
(14:11):
Totally.
Totally.
Right.
Because create the moments of clashingtogether.
And and With all the I don't want to insultanybody, but with all the liberal movements and
talks and everything out there, you'll hearfrom comedians.
They can't be comedians anymore because youcan't even tell the joke.
Yeah.
Right?
I wanna go back to telling jokes.
(14:32):
Yeah.
I don't wanna go back to telling jokes whereeveryone takes the joke as a joke Yeah.
Because that's what it's meant for.
Don't analyze it.
Yeah.
I I get things change in the world's shed.
I I I'll be honest.
I I think we're really lucky.
We've we've got a a business here where I feellike people can talk and have fun and enjoy
themselves.
Of course, it's stressful times.
Right?
Never be doing that all the time.
But, actually, we've managed to keep a lot ofour old fashioned business mentality in.
(14:57):
All the bad stuff's gone.
You know?
It's health and safety good.
Diversity's good.
That you know, looking after people's good.
Care, mental health, and well-being is great.
All that's all the stuff, the good stuff that'scome from these changes is all there, but we've
managed to keep the ability to have a laugh aswell because I think it's so I think you can't
do this without trying to do that.
(15:18):
I mean, inch interestingly, we've just had asession now before I joined this where my my,
manufacturing director is celebrating histwenty fifth anniversary today of being here
today.
And we've just gone down and presented himsomeone downstairs, and the shop floor stopped
and come over, and there's a hundred people.
You you didn't give him a watch, did you?
No.
No.
No watch.
Okay.
Good.
I don't
(15:39):
want him clocking off.
Right?
But we give him this card.
You know?
It wasn't even a money thing.
We just stopped, and we all spent, what, tenminutes just to celebrate him and we did.
And it was just lovely because a hundred of allthe press just stopped for a minute.
Just stopped for a minute.
Yes.
Name of the How how happy did he smile and howbig was his you know, just for the
appreciation.
You know I hate this.
(15:59):
I shouldn't you shouldn't do this.
I you know I hate it, and you could tell people
we're doing it.
You know you hate it.
Was perfect, and he sent an email after saying,you know, I you know, I love this place.
I would never be anywhere else.
And book and it's just, you know, stuff likethat.
And so that is the sort of stuff I do make thetime for, and I always do an intro for new
starters.
So every every month or two, I do a new startersession where I sit and meet all the new
(16:21):
starters, and we talk and we introduce eachother and we talk about Oh, very cool.
History and what we I talk about how thebusiness started because I say, you come here,
you think we're like Amazon.
Right?
But this is my house.
So when I see things on the floor like rubbish,I pick it up because I spend Oh my god.
I clean the toilets.
If the toilets are blocked, I'll clean thetoilets.
See, there's no hierarchy because this is myhouse.
(16:41):
And if you're in my house, I expect you totreat my house.
But, likewise, I treat you the same.
And we have that with every new starter.
It's so funny that you say my house because Iremember, one year I went to Japan to visit one
of the manufacturers, RMGT or R GMT.
My dyslexia kicks in.
(17:02):
And, when I went there, I was just blown awayon how they operate, how precise, how clean
everything was.
I was taking pictures everywhere.
And, when I got home, it was crazy because ofthe whole jet lag thing.
So I'm up at, like, three, four in the morningand nothing to do.
So what do I do?
I go to the office.
I go to the office.
I walk around the plant, and I am rip roaringmad.
(17:24):
The place looks like a pigsty.
You know?
When you're finished on the cutter, why did younot pick that paper up?
Whatever.
Anyways, first thing I do, 07:00, everyonecomes in.
I call a big meeting in the room for everybody,and I wanna and I tell them, I wanna tell you
about my trip, And I wanna tell you what Ilearned and what I saw.
And I
got all these great pictures of places anddoing and whatever, and then I bring up the
(17:46):
warehouse and the factory, and I start going,oh my.
Look how clean that is.
Look how clean it is.
And then I turn around and like, folks, this ismy house.
If you
wanna live in my house, all I ask is that yourespect it.
Yeah.
Or are you okay if I come to your house andwalk with my shoes on the couch?
You know what?
I think I think I think what happens in a lotof businesses now, we recruit people.
(18:08):
I have various things about recruitment.
I have the coffee cup test, for example.
So if you come for an interview with us and youhave a cup of coffee and we're talking, if at
the end of that interview, you don't offer totake your cup to the cleaner and you leave it
on the table, you don't even get a secondinterview.
Doesn't matter how good you are.
Right?
Because you interview for culture.
You don't interview for talent.
I I I got the talent thing.
We can we can do the experience.
You you if you if you haven't if you're not thetype of person to do that, you're you're not
(18:31):
the type of person to to take your cup, you'renot the right in the right place for me.
Mhmm.
Is awesome.
That reminds me of hearing the story about theZappos hiring in Vegas.
Yeah.
And
they would have they would fly people in, andthey would all put them in the same truck.
And the person driving was actually head of HR.
(18:52):
Yeah.
And just listening to the conversations,listening to the interaction, listening I
remember reading one where one guy was talkingnegatively to another person, this and that.
And when they got to the place, that personnever made it beyond the reception area.
I always I always remember.
You know what?
I won't mention any names to protect theinnocent.
I'm sure they're not listening now.
But I always remember I was on holiday, and Iwas driving back from holiday, and I needed to
(19:13):
pop into work.
So I have my flip flops and shorts on.
Right?
And you know how old this was because I was onthe shop floor in flip flops and shorts, which
you've never got to lap.
Yeah.
Yeah.
So
I'd stopped in, and I walked onto the shopfloor.
And I looked, obviously, And my then,production director was on the shop floor
talking to a new employee who just started thatmorning.
And as I walked over, I said to the guy, Isaid, how are you doing to my production
(19:37):
director?
And this dude looked at me up and down, and hesaid, who the who the hell are you?
And you could see the face of the other guygoing, oh, my oh, my I said, I'm I'm no one.
He went, oh, right.
Okay.
And he just sort of ignored me, blacked me, andI just said to, the other guy said, he's gone.
So what I said, you're gone.
Now out.
Well, I'm sorry.
I said, out.
I own this place.
(19:57):
You talk to me because you think, oh, I'msorry, but nice to meet you.
I said, no.
No.
No.
No.
You talk to me the same as
you talk to everyone else.
Out.
And he That was I marched him out.
Undercover boss.
Exactly.
Without a film crew.
Well, I marched him out, and you could seeeveryone going, oh, no.
Why did you do that?
I said, nope.
That's it.
But I think that that sort of stuff isimportant, and and we we jump back to saying
(20:21):
about getting people on the slot.
It's not people's fault.
Right?
And this is the bit print people make mistakeof.
They sit and they moan about employees, andthey sit and they slag each other up off, and
then they don't address the situation.
And that's just cancerous, and it just createsthe wrong culture.
We don't we don't do that.
If I if I've got a problem with you, you knowabout it, and you know about it in a very fair
(20:42):
way, which is I'm gonna give you an opportunityto solve it.
But right now, that's where I'm feeling, andwe've gotta solve it or not.
Right?
And I'm very I'm very adamant about that.
People think say you you're so direct and so sostraight.
I say, yeah.
But no one's sworn out me because they knowwhere they stand and it's really fair.
And the bit that people know is if what whatwhat I'll do is when they come and people don't
know it's your house.
They don't understand that once upon a time,you had four employees and you were here till
(21:07):
midnight booking jobs in because it's a startup, it's a private and they don't know that
because they turn up and they see these bigoffices, they see 400 people, they go, this is
there's money everywhere.
There's they don't know.
So I show them the building.
I show them the building that I moved into.
I show them my picture of me printing this up.
I show them the history.
I say, look.
Now you know there's no re there's no excusebecause you now know.
(21:31):
And people go, wow.
I never realized that.
Of course, we're gonna look after it becauseyou've taught them not to jump on your sofa.
You've taught them not to treat you as badbecause you and but but we don't do that.
We just get mad at employees for not maybedoing what we think they should do, but they
don't know.
Well, we you know, we people everyone needs toknow the story.
Yeah.
Right?
And and and I like and I like that you do theyou know, when you every couple months, you
(21:52):
have new people come in.
They need to know.
They need to feel.
The people that have been with you the longestthat know it don't say it because they've been
there so long.
And I find, you know, business is storytelling.
Yes.
Be
it to the customer, to your employees.
And I I find that everybody enjoys a goodstory.
Everybody enjoys to know that you worked hard.
Everybody enjoys even when you tell them themisery part, but you crawled out of it.
(22:16):
Yeah.
Right?
And it just means that you're a fighter andthat you're gonna do.
Yeah.
You know, the biggest thing that I've learnedin life is, you know, our I think every
industry is the same.
With our industry, there's a lot of talk.
Everybody knows everything about everyoneelse's business.
Yeah.
Right?
And I learned this.
Wasn't maybe the best time, but I learned whatI got when I got divorced.
(22:37):
And I will just say me and my ex, and I hateusing the word ex.
We are great.
My kids are great.
Never said a bad word about her, and what yousay about your ex is what you teach your
children.
So just another little bit of a life lesson onmy print podcast.
Always say nice things.
But I remember when that happened and, youknow, within your own community, you were
people talking and then people say this.
And then I start hearing from people, oh, Ican't believe that settlement you made her and
(22:59):
you did that.
Or people talk like that.
And I go, really?
I go, you heard that?
I go, were you in the room?
I said, because I don't think that I spoke.
I don't think my, you know, ex wife spoke.
The lawyers didn't speak.
I said, so please tell me, where did you getthat information?
Yeah.
And then
they go white and they shut up because they'recalled.
Yeah.
Right?
Called out.
So my message to everyone, what I do is, unlessI hear from the horse's mouth, I don't repeat
(23:23):
that stuff.
Yeah.
I agree.
Because every person I'm sorry.
It was what every person who says it, itchanges a little.
Yeah.
It does.
Yeah.
The old Chinese whispers.
Right?
So That's what's important.
I think
I think on that, it's quite interesting thatyou talk about that.
I I've I've I've I've never got involved inother people's politics business wise because
everyone has everybody, you know I
put my own.
They're in really truck they're they're verytrouble.
(23:44):
They're running out of cash.
Well, tell me about it.
I know this.
I know.
Right?
You know?
Oh, they've done this with this because I know.
Because I'm in the same you know?
So so there's always just the stones.
Right?
And there's and you just I just don't celebratepeople's downfall or wish people bad whether
they're our biggest competitor or not becauseit very quickly can turn around and look
straight
at you.
(24:05):
Harm.
Exactly.
So I'm I've always always stayed out of otherprinters' businesses and news.
And whenever I've had people go, oh, did youdid you know about these guys?
I go, no.
Not really.
Well, they're a big competitor, Jaws.
Doesn't matter.
Makes no difference.
If I spend my time worrying about what they'redoing, I'm losing what we're doing, and that's
always been a thing.
But the reason I do all the d scoop stuff andthe and the sheet for brain stuff and the
(24:29):
sharing stuff is I truly believe to stay aheadif I empty my bucket of all my ideas and I
share them.
Yes.
People will try and copy and try and keep upand try and which is great because it pushes
the industry.
But by the time they've copied and replicated,we've changed and we're on to the next thing.
And so I've always built a network on sharing,not on gossip.
(24:51):
And that's always been my philosophy to keepdoing a building.
We could be brothers.
Should known each other earlier.
Because from the day I started in business, I Idon't come from a business family.
I didn't every learning all my learning is onmy own.
Yeah.
All my experiences have cost me millions ofdollars.
Right?
I could probably teach a a a class onrestructuring at an MBA school, but it's
(25:14):
always, yeah, you always just gotta be straightup.
You you really have, you know, you'reinterested in hearing your story.
We were talking obviously before the story.
And and the questions I was asking was what wasit like?
How did you deal with this?
Because, you know, I'm sat here and thebusiness is good and we're busy and they say,
oh, but I'm not stupid enough to know that atsome point in in time, I'm gonna be in a period
(25:34):
where it's gonna be difficult.
So it's it's always interesting to to to callyou.
You know what?
I it wasn't on my mind to tell, but I'm gonnatell because of what we're talking about.
I'm gonna tell you a little story about, aboutjust never knowing people.
So I was always going to things.
I I joined the entrepreneur organization, putmyself around other business owners and other
industries that were young folks.
It's like a board of directors.
(25:55):
I used to go to every print meeting.
I was always, like, by fifteen years younger,the youngest guy at these print things because
I didn't know.
And selfishly, I was going to learn, but I wasalso going to make connections and maybe
hopefully do, do some business.
And I've always done that.
And and then in terms of sharing, when when wewhen I bought my big press and I would bring
people in and people say, I'm competitors andpeople say to me, like, why you bring the
(26:18):
competitor in?
I go, because I want them to see what we'redoing.
I want them to be a little nervous.
I want them to think about doing it.
Yeah.
I said, but get this.
They're never gonna do it the way we're doingit because we created it.
Correct.
Totally agree.
Right?
%.
And and and then on on people and meetings.
So I had experience once and you talk aboutbeing open and and always the truth.
(26:40):
So, I did a book for somebody in real estateand then they gave my name to somebody else, an
older gentleman, mister Fish, who was in thelock business.
Actually, this guy was probably had built oneof the best lock companies in the world.
Right.
Started in the sixties.
And when he called me, he was 82 to do his bookin his life.
He was doing a museum of locks, and we're doingthat.
And when we're talking, he says to me you knowI own a large format company in one of my
(27:05):
buildings.
What do you mean?
Because I bought it for my son a few years agobut he doesn't really want to be in it and I
also bought it because I didn't want anybody tolose their jaw.
He knows nothing about it.
He goes so come see it.
So I go see it and then he says I want to sellit.
Make me an offer.
So I make him an offer.
Lowball offer just because.
(27:27):
I thought anyway he called me up and he goes nogood no good.
Anyways fast forward I said well, will you atleast give me a last kick in the can?
Fast forward a month, he calls me.
He was away on vacation.
He called I knew where he was.
When he was coming home, he called me in themorning.
He says, Warren, come meet me today.
I've been away and I've been sitting up on thehill looking over to, like, my little vineyard.
Old guy had a place in Italy, and he's like, Iwanna talk to you.
(27:50):
I've been thinking about you.
Well, hope how you've been thinking about me?
Maybe you should tell me before I come.
And, so I go over and we older gentleman, he'sgoing to his office.
There's a round table.
Would you like a tea?
Would you like a coffee?
And there's a little plate of cookies on thetable.
Alright.
Have a cookie.
Okay.
I'm gonna have a cookie.
I'm gonna have two cookies.
I start listening to him, and this is what hesays to me.
(28:11):
He says, I want you to have the company, andI'm gonna tell you how the deal's gonna go
down.
And I'm sitting there and I'm listening.
And he says, okay.
First of all, we're gonna make it you're gonnabuy the whole company.
I'm gonna loan you $500,000.
You're gonna use 200,000 of it to buy thecompany.
You're gonna use a hundred thousand dollars ofit to pay down some of your other debt for
(28:36):
something I had.
He goes, and you're gonna use the other 200 todo the move and get you in because if you buy
the company, you're gonna go bust on the move.
And I am sitting there, like, like, I'mspeechless.
And then he says to me, you're gonna give me 5%interest, and you're gonna start paying me back
when you can.
(28:56):
And I'm sitting there, and I'm I'm I'm I'm I'mnot sure what I heard because that's not
normal.
It's not real.
Yeah.
And I and I and I'm sitting there and I say tohim, and and his name was funny enough.
It was mister Fish.
Go figure.
And, I I say to mister Fish, I go, why me?
Why why would you do that for me?
(29:17):
And he said to me and this is what got me, andI just got goosebumps.
And he says, when we started talking in generaland I asked you about your business and I asked
you questions, you didn't hesitate on onequestion.
You answered me the good, the bad, the ugly.
You told me how you did what you did, and youwere passionate about it.
(29:38):
And, I saw a little bit of me, and he goes,everybody needs some help.
He says, when I had my business, I got intotrouble.
The guy put a hundred thousand dollars in.
He goes, when we sold, he got a hundredbillion.
I said, really?
Do I get the hundred billion?
No.
But it was more the point of my story is youjust don't know who you meet, when, and where.
Exactly.
You must always, for the most part, keep yourchin up.
(30:00):
You must be straight.
You must be honest.
Right?
You must be humble.
Yeah.
I mean, I might I'm I'm I am pretty humble.
I might be might not be so righteous, but I'mI'm pretty humble and very ethical and very
moral even though I can scream loud, you know,and whatnot.
Yeah.
But life and then the better one was didn't endthere.
We did that, and then I had to renegotiate a$2,000,000 bump on a press that was coming up,
(30:25):
the big one.
And I called him up and I said, hey, misterFish.
I said, can you help me out?
Because he used to donate a lot of money to thehospitals.
Right.
When he donated money to the hospitals, hisonly condition was I negotiate with the machine
vendors or the GEs.
Okay.
For the, yeah, for the kit.
Yeah.
Because he because that's that's his business.
(30:46):
I mean, he taught China how to do things.
Anyways, so I called him up and I just said, Ineed some I need some assistance, some advice,
and guidance.
It's, GE, this is what they want.
We're redoing this.
I wanna go three years.
They want two.
They want this interest.
He goes he goes, no.
No.
No.
He goes, we don't like those people.
He said, this is what we're gonna do.
I'm gonna loan you the $2,000,000.
(31:07):
This is the interest rate.
This is what you're gonna give me.
Give me, and then there's gonna be a small buckat the end.
Does that work for you?
And I was like, woah.
What?
And I said, I didn't call you for this.
Anyway, get up the papers, loaned me the money.
I paid them back every single penny.
And, it just big life lessons about peopleUnderstood.
(31:27):
Doing for people, feeling good about what theydo.
And I can't tell you how good I felt.
Yeah.
It it just made me feel that all those years ofwondering what I'm doing.
Yeah.
It took somebody really smart, reallyexperienced to, notice me.
(31:48):
Yeah.
Recognize me.
I think people certain people recognizeintegrity.
And when you're when you're humble about stuffand you tell and you do what you say you're
doing and you you deliver what you say you'regonna do, whether you fail or not is
irrelevant.
If you if you try to do what you say you'regonna do and you've got that integrity, people
recognize that.
And I think there's also a level now of ofvulnerability that I think we need to anyone
(32:09):
who who pretends that everything's rosy all thetime and the businesses are booming and they're
making loads of money and they're wealthy andthey're healthy and everything's great all the
time everywhere in every aspect of their lifeis lying.
So, that little bit of vulnerability, I think,as well right now, people expect a need
because, it shows that integrity, I think.
Yeah.
(32:29):
So we're running out of time.
There's a whole bunch of other stuff that Iwanted to bring up, but we'll do it again.
Okay.
Being that we just being that we just said whatwe said, I just wanna talk about, last was it
last week or the week before on LinkedIn?
Yep.
You and David and Jessica and maybe there wasone other.
Chris Smith.
Yeah.
Chris Smith.
Okay.
Because I don't wanna leave anybody out.
(32:51):
You know, tell us a little bit about the mentalawareness and the health talk.
You said we started
Sorry.
Just before you start, really, when I I sat onthat and, when he was talking and everyone was
talking, like, I felt good enough to put mything down on the side for people to see when
you talk about vulnerability.
(33:12):
Because if people don't see some of the peopleout there that they see all the time, that
like, people look at me and probably think Ilived the life of Riley.
I do not.
My knuckles are raw.
I drag on the ground.
I've been through the worst of everybody, but Ismile because I figured it out.
So I wanna help people like you guys.
But anyway, tell us about that, Randall.
So what
how you've just summarized the importance ofyou being feeling like the end of a session
(33:35):
where you wanna open up and share that isexactly what we set it up for.
So we we met together at in Indianapolis.
I was on stage at I had nine minutes to talkabout how I was stepping down this chair.
I had this big speech.
I decided to rip it up and talk about thestress, the trauma, the difficulties of losing
key clients, change, being brave, suddenly atat at nearly 50, finding myself irrelevant
(33:57):
because my daughter had asked me, was I stillrelevant, and all this sort of stuff.
And it was a really emotional nine minutes, andit hit a chord with a lot of people in the
audience.
And afterwards, David came and said to me, hesaid, we man, we need to do some stuff together
because that really is what I'm about.
And then Jess independently asked me and so didChris.
And we basically found out the four of us werealready talking about it, but we all had that
(34:17):
same belief.
And that is that it's about time for people whoare recognized, who everyone thinks is dead
cheap and life's great, actually starts owningup to the fact that it's not great a lot of the
time.
And it can be good, but you gotta work reallyhard to make it good, and it's not that easy.
So, you know, the old gray beard like me alongwith, you know, Chris Minh who's younger, but
(34:38):
he's he's had his difficulties.
And and David is well documented his mentalhealth challenges in his family, and Jess is a
working mom and and and gone through somechallenge as well in the family, bringing
bringing kids through.
So before of us, we we got together.
We shared all our stories.
We opened up.
So if we're comfortable doing it with eachother, maybe we could do this.
(34:58):
And we did, and we just said, you know what?
This is if we can just help one person in ourone person just hears one of us say something
about ourselves and solves that problem forthem, it's worth it.
So we've started this sheet for brainsinitiative.
It's been fantastic.
We're getting so much support.
We had, you know, sixty, seventy, 80 people nowjoining the sessions.
(35:18):
We've got private LinkedIn page.
I'm just we're just so proud of what we're ableto and and what we've we've created so far this
what we feel is as safe as where people joinexactly like you said.
They join, they listen, and by the end of it,they go, actually, I need to share my story
because I think I can help one other person aswell.
And that's what we're we're really proud ofstarting.
(35:39):
So, actually, at in Long Beach, we're gonnahave a session where we're gonna have, like, a
live one of these podcasts, just so you know,it's fantastic.
And we're also gonna have a a a a place in theshowcase for people to come and talk to us
about mental health and and share and sharestories as well.
So, you know, we're we're really pleased withhow that's going.
It's a bit passion about us.
Yeah.
Listen.
Life life is big.
(36:00):
And I think when we work, you know, even thefive day we're working all the time, even as
owners, we have to acknowledge that our peoplehave families and I get to spend some time with
them.
Yeah.
Right?
Yeah.
Exactly.
Wow.
Anyways, the half of what we talked aboutwasn't really my plan, but those are the best
plans when they don't go the way you want.
Yeah.
You got to
Somehow I felt that might happen.
(36:22):
Yeah.
Really.
Hey.
Just a little.
We can make it a docuseries.
But yeah.
So first, I'm gonna, I'm I'm gonna thank youfor your time and and the conversation.
I gratefully appreciate it.
To people out there, I sure hope you made itthis far.
If you did, tell someone else to stick it outtill the end next time.
If anybody wants to hear anything inparticular, let me know.
(36:43):
If you wanna be on, let me know.
Really, I just wanna promote print.
I wanna promote people.
I wanna promote our industry.
I wanna promote that printing is alive in everyaspect, Maybe changing.
But you know what?
I'm gonna take that as a, as a double doublepromo as I take put that back.
I'm taking a screenshot.
(37:03):
Why is it not screening?
Well, hopefully, it's screening.
I'll take a picture after.
But, yeah.
So everybody, thank you again.
Keep listening, and, we're going global.
So if I could be of any help to anybody, justlet me know.
John, again, thank you all the best, and, wewill be speaking again soon.
We will.
Thank you, Warren.
Hey, everybody.
Welcome back to another edition of PrintingsAlive.
And today, we are, blessed with a guest.
We have, John Bailey of Precision Proco out ofThe UK.
How you doing there?
Doing really good and nice to be blessed with aguest.
I like it.
I like it.
And I just made that up as I was going.
So I probably won't remember to ever use thatagain.
(00:31):
So it'll be your your your welcome when we doit.
Good.
Thank you.
Great.
So, thank you for coming on.
Appreciate it.
You know, part of what I'm trying to do is justget everyone in the world of print, to come on
and talk with me about anything print becauseprint touches everybody in the world.
And my really belief is without us, withoutprint, the world does not exist.
(00:52):
Well, I couldn't agree more.
I couldn't agree more.
And look.
I'm right in the middle of peak season.
So if I'm too quick, it's it's because I've gotstuff on.
But, you know, I can definitely, back that upbecause right now, we're we're batshit crazy on
volume.
So people are definitely being touched by Clintat the moment over peak season.
Cool.
So, hey, I wanna compliment you on the websitebecause it's pink and I happen to like pink,
(01:14):
although I'm wearing a d scoop sweater.
Some merch just so you folks know when you giveme merch, I wear it and it advertises you get
it.
And I didn't wear it because it's you andyou're part of d scoop.
But I do love the website.
K.
So let's get into it.
Tell me about Precision Pro Co because you guyshave a bit of a story.
You've done many things.
You do many things, and I believe you'vepositioned the stuff you've positioned the
(01:36):
company to be in a really good place for, youknow, what we're what's going on in the world
and where we're going.
Yeah.
Look.
You know, we know the print's changing.
It's been changing for years.
Everyone thinks it's, you know, it's dead.
It's it's completely not dead.
It's just completely different.
Right?
So you just have to approach it different.
You have to address customer issue different,and you gotta keep moving.
That's what we we believe in.
The only thing we've we've been consistent atis change, and the whole business has been
(02:00):
brought up to understanding the get readybecause tomorrow is gonna be different.
So we try and move very quickly.
You know, we've done some mergers.
We've done some acquisitions.
We've we've sort of, got ourselves andnavigated through lots of different places to
where we are now.
And now we are a business we we call ourselvesbasically human driven, tech enabled, smart
production.
(02:20):
That's really what we're about.
So it's about celebrating human design andcreativity, not over processing stuff.
It's about automation and being smart and usingtech to enable and amplify the good stuff we're
we're about, which is the creativity piece.
So we kind of we're in all spaces in print,Warren.
We're in, mass customized consumer market, bookof one.
(02:43):
We're in POS and in store retail, and we're indirect mail and and commercial work as well.
So, just two things quickly.
I like that I don't see equipment on yourwebsite when I go to it.
And that's a message really to every otherprinter who's listening.
Yes.
As owners, we love equipment, but the peoplethat we sell, they have no idea about it.
So They don't they don't give a shit.
(03:03):
Right?
That's we talk about us giving a shit.
Our customers don't give a shit about whatwe're producing stuff on.
So they wanna know what we're gonna do with it,what it's gonna do for their business, and how
we're gonna make them look good.
Right?
And we talk about making it easy to choose andeasy to use.
That's all they care about.
Can I buy print from you as easy as it is forme to go on there and press click on an email?
If I can and you're gonna get me a betterreturn in that email, then I'm gonna use you.
(03:27):
And that's basically it.
Yeah.
That's exactly what I was gonna say.
It's great.
And then, you know, I mean, it, you know, themarketing.
Tell me what you do because this is anotherarea that a a lot of printers I'll say most
printers don't market themselves, yet we do allthe marketing stuff for every major brand and
agency in the world.
What do you guys do to market yourself?
(03:48):
Well, it's a bit like a builder's porch.
Right?
When you go to a builder's house, their it'stheir house is normally the one last one that
gets done.
And I think us as printers, you know, sufferfrom the same thing because we're so busy
looking out for a custom party.
What we do is we we we start with what we calla force multiplier, which is a military term,
which is basically you don't send in the groundtroops until you've sent in the the, airplanes,
(04:08):
right, to get rid of the infrastructure.
So what we'll do is we'll highlight who we'reafter.
We'll highlight what market we're after, andthen we'll subliminally market to those people
whether we sponsor a roundabout outside theirhouse, or we make sure that when they're
driving to work, they see the billboard withour name on it.
So by the time I send the ground troops in,they might have sat next to me at a dinner, or
they might have sat neck heard my namementioned in an awards dude that we sponsored
(04:30):
that they're involved with.
So by the time my ground troops ring up andthey say we're ringing from Precision Pro, they
go.
I know about you guys.
I've heard about this.
I've heard about it.
We try and sort of do it and break it down.
And then we also we set we we talk content.
We don't sell to people.
We tell them what we're the stuff we're doing.
Right?
So what have we done that's interesting?
What have we done from other customers?
And we get customers to talk about us.
(04:52):
And because, look, we're all the same.
Right?
When we're buying kit, we wanna hear fromanother supplier's customer before we buy.
No matter what
hear from the manufacturer.
We wanna hear from the manufacturer, which iswhat these groups all about.
I won't talk about these groups, but that'swhat these groups about is let's listen to my
peers what's good and what's not good.
And we want the same from our customers, so wewe find that that works.
Yeah.
I love that.
(05:13):
I mean, if I go back in time and maybe I wasahead of my oh, I'm always ahead of my time,
but we used to do tons of samples of differentthings that we were doing because we were
buying different equipment and UV and enginefives and whatever.
And I would say to the team, let's just go withour ideas and show people.
Don't ask them if they have anything to quote.
Let the other morons ask them what they have toquote because then they sound like they just
(05:33):
wanna take an order.
If you go in there regularly and show them whatyou're doing and you're excited and you're
passionate, they're gonna remember that theyhave something to quote, and then they're gonna
ask you.
Yeah.
There's two there's two phrases we use a lot.
One one is we were I don't know if I what theswear language thing is is, so I'll try and
keep it down, but we work effing hard to makeit look this casual.
Right?
That's one of our things.
(05:54):
So we want people to think it's casual, but wework incredibly hard at all the detail to make
it to make it really slick.
And the other thing is that no one's ever leftus for giving them a bad idea.
Right?
So no one's ever no customers ever said, didn'tlike that idea, so I'm leaving you.
That doesn't work.
It doesn't happen.
They want more ideas.
So we push push push innovation, push new stuffto them.
(06:14):
We have a a a customer suite on-site here wherewe bring them in and we do training sessions on
data, how to get more out of your data, how toget more out of your print, what new finishes
there are.
And we bring in third party vendors andpartners that we work with on embellishment,
what can be done there to add value on newtechnology.
And we just try and stimulate the minds inwhat's possible.
(06:37):
I think it's in the old days they used to callthem lunch and learns.
Yes.
They did.
Lunch and learns.
Yeah.
Yeah.
But that's that's an old term.
How many employees do you have?
About four fifty.
Yeah.
I know.
Did you notice I stayed really firm when youasked me that?
Yeah.
Yeah.
Because you're both into the no.
So four fifty, the average family is fourpeople.
(06:58):
So you're really employing and looking after1,600 people Yeah.
With their families.
Yeah.
And that burden is heavy.
Well, I think I think any owner who's reallyinto his business Yeah.
Carries that burden because you care for thepeople.
Yeah.
You know, it's always what came first, thechicken or the egg.
I think in our world, nothing moves withouteverybody working together.
(07:19):
Yeah.
And and you think about it when you think ofour production.
Right?
So on our peak day this year at, it'll probablybe round about the 20 well, probably a couple
of days' time.
Right at the November is probably we'llprobably produce on one day two million items
in one day that have gotta go out the door on atwo day SLA.
Right?
If you've got four fifty people and you'rerelying on 2,000,000 items going out correct
(07:41):
because little Johnny needs the correct card,right, not someone else's card that may be not
appropriate, for example, You gotta you gottahave these people.
They gotta have your back, and you gotta havetheirs, and you gotta trust them because
there's no way you can deliver that without it.
So I haven't got it now.
So, yeah, it it's look.
It's a it's a thing we take very serious, andyou mentioned about being in the business.
I'm I'm in I'm in.
(08:02):
Right?
This is not this is not one of those businesseswhere I sit around and and wait for things to
happen.
We we have to keep keep on it and keep workingon it and supporting people.
You know, you say you're in, to everybodylistening, especially owners.
I think that's important because if you're notin, then you don't have the leadership.
Yeah.
Right?
Yeah.
It's like what I it's like I tell everybody,any company before they start something, a
(08:24):
marketing plan, a business plan, whatevercampaign.
If the CEO, the president, the owner is not inat the top excited and passionate about it, he
cannot expect his team to to succeed with it inthe way that he's thinking.
Yeah.
And we talked about it this minute at the startabout the change.
There's so much change going on.
And if you're not if you're not in the lead ofthat change and comfortable in that change and
(08:45):
showing that you are in control of that change,it very quickly in our world becomes chaotic.
And when it becomes chaotic, people worry, andthen one worry kicks in.
People don't know which direction, and theymight trust you and wanna work for you.
But if they haven't got that clear direction,very easy these days with the speed of change
to go off go off grid.
So you've gotta be really, really focused, Ithink.
(09:05):
But you gotta be you gotta be focused and yougotta keep them in the game because when they
turn their head for a second, our equipment'smoving so fast that there's a cost to that lose
your concentration.
Yeah.
There is.
Yeah.
Right?
So you wanna keep And you're also up againstthose stuff, I mentioned about, you know, being
human driven.
But my my point on that with the AI and tech isto amplify it.
Right?
And as businesses, not just us, not just ourindustry, but we are guilty of it as well.
(09:28):
We're driving these KPIs and escalates becausewe have to because production and management,
mark margin is so tight.
Right?
So you've gotta get those efficiencies.
But the minute you over process and you crossover that creativity curve, you're done for.
Because you you don't if you lose that, thehuman element of creativity even in a
production environment, you might you've donethe same as everyone else that's always gonna
(09:51):
also automate.
And when everybody's automated and everybody'sAI'd up to the max and everybody's doing the
same stuff and it's all good enough and thiskind of stuff, when that happens, the only
difference maker is the personalities and thecreativity of the people you've got.
So if you lose that, you won't get it back.
So I then I think that's a big a big lesson forus.
Oh, I totally agree.
(10:12):
So now next question is based on that is yousaid 450, family members.
How do you work the culture?
What is your culture, and how do you maintain,you know, a good feeling, a sense of family
Yeah.
Because it gets harder.
I mean, I remember when I had a few people andthen it got a little more and a little more, I
(10:35):
always made it a point because I learned froman elder gentleman that he knew the name of
every person in his company.
And when you bump up to someone, you pump whenyou bump into someone or you're introducing
someone and you could introduce every person inyour company when you're walking a customer
through, makes the people working for you feelpretty good.
Yeah.
It does.
But it's hard with that many people.
No.
It's it's it is it is becoming harder.
I don't know whether that's because I'm gettingolder and my memory's going or whether whether
(10:57):
it's just a lot of people.
Right?
But there's that as well.
So I no.
I I can walk around and I know everybody, and Irecognize them.
Do I know everybody's name at 04:50?
Probably not if I'm if the truth be no.
And we have a lot of foreign workers now aswell, which makes it even more complicated,
right, with respect.
So Yes.
But
what we try and do is we try and we we we I'd Ilike to run the business in a very straight
(11:19):
way.
Right?
I'm very straight with people.
I address situations very quick.
There's no such thing as a hard conversation ifit's a genuine conversation, and I truly
believe that.
So I drive that through my leadership team, whoare responsible for departments, and we run we
run that in a high trust contract.
So if things are green and good, you don't needto tell me because I'm I trust you.
If it's red, that's when you flag it.
And if we mess something up, you flag it.
(11:41):
We jump on it, and we help each other out.
So we have that kind of relationship where it'sit's a trusting.
And then what we try and do is we drive itthrough the different sites.
So we drive we make sure all the sites areconsistent and they're familiar, but they also
have their own unique personality.
So London is a different personality thanSheffield because it's a different region, a
different area.
But Right.
We're all consistent.
(12:02):
But we have all our numbers visible on all thesites.
So what are our sales?
What are they working on?
A ninety everyone has ninety day plans, andthey're all visible so people can see my ninety
day plan with what I'm working on.
And so we just try and give that clarity, andwe make people realize, you know, we've all got
responsibility and we've all got a job to do,and we try and treat each other like the next
(12:22):
customer.
That's a big thing.
So I try and work with my leadership team togive them what I would if they were my
customer, and it we try and do that above andbeyond.
So it's so it's you create a culture of tryingto make each other succeed rather than help
each other to fail.
You know what I mean?
And that's a big that's a big shift.
I I I wanna promote to everybody, and it's oneof the things I offer is to to discuss with
(12:44):
owners, you know, culture, the culture in theirbusiness.
And, you know, to even review it, I mean, Iwhen I started my business and I had my
business, you know, we were 10 people.
It was one thing, thirty, fifty, 90, a 20.
It starts to it changes.
But I was so conscious maybe because I wasyounger and I mean listen we had all young
people everyone's going to the same raves onthe weekend so it's a little hard to pretend to
(13:06):
be different on Monday when you're all feelingthe same.
But when you make people feel good they whenpeople feel good, they do more.
And they do more because they feel good, notbecause they have to.
Yeah.
My different orienting people is most peoplemost people wanna come to work, do a really
good job, feel like they've delivered, beappreciated for delivering, and go home feeling
(13:27):
like they've done a good day's work at alllevels.
Right?
Me, everyone wants to do that.
That's becoming harder and harder in businessbecause we expect so much, and there's no time
to celebrate anymore because no sooner do youdo something really well, you're having to
squeeze even more fun out of it.
Right?
Because we're not allowed to have fun anymorebecause the world's gone crazy.
We have to try and I believe we have to createmore of those water cooler moments again, more
(13:49):
of those sitting in the canteen chat, more ofwhat did you watch on telly last night.
And if anything good's gonna come from the AItechnology shift, it's that.
It's we'll use AI to amplify the time thathumans can have talking to humans again and
feeling like they're going home, like they'vedone a good job.
That's that's that's the best thing.
I'm I'm gonna run a campaign that says bringback bring back the water cooler.
(14:11):
Totally.
Totally.
Right.
Because create the moments of clashingtogether.
And and With all the I don't want to insultanybody, but with all the liberal movements and
talks and everything out there, you'll hearfrom comedians.
They can't be comedians anymore because youcan't even tell the joke.
Yeah.
Right?
I wanna go back to telling jokes.
(14:32):
Yeah.
I don't wanna go back to telling jokes whereeveryone takes the joke as a joke Yeah.
Because that's what it's meant for.
Don't analyze it.
Yeah.
I I get things change in the world's shed.
I I I'll be honest.
I I think we're really lucky.
We've we've got a a business here where I feellike people can talk and have fun and enjoy
themselves.
Of course, it's stressful times.
Right?
Never be doing that all the time.
But, actually, we've managed to keep a lot ofour old fashioned business mentality in.
(14:57):
All the bad stuff's gone.
You know?
It's health and safety good.
Diversity's good.
That you know, looking after people's good.
Care, mental health, and well-being is great.
All that's all the stuff, the good stuff that'scome from these changes is all there, but we've
managed to keep the ability to have a laugh aswell because I think it's so I think you can't
do this without trying to do that.
(15:18):
I mean, inch interestingly, we've just had asession now before I joined this where my my,
manufacturing director is celebrating histwenty fifth anniversary today of being here
today.
And we've just gone down and presented himsomeone downstairs, and the shop floor stopped
and come over, and there's a hundred people.
You you didn't give him a watch, did you?
No.
No.
No watch.
Okay.
Good.
I don't
(15:39):
want him clocking off.
Right?
But we give him this card.
You know?
It wasn't even a money thing.
We just stopped, and we all spent, what, tenminutes just to celebrate him and we did.
And it was just lovely because a hundred of allthe press just stopped for a minute.
Just stopped for a minute.
Yes.
Name of the How how happy did he smile and howbig was his you know, just for the
appreciation.
You know I hate this.
(15:59):
I shouldn't you shouldn't do this.
I you know I hate it, and you could tell people
we're doing it.
You know you hate it.
Was perfect, and he sent an email after saying,you know, I you know, I love this place.
I would never be anywhere else.
And book and it's just, you know, stuff likethat.
And so that is the sort of stuff I do make thetime for, and I always do an intro for new
starters.
So every every month or two, I do a new startersession where I sit and meet all the new
(16:21):
starters, and we talk and we introduce eachother and we talk about Oh, very cool.
History and what we I talk about how thebusiness started because I say, you come here,
you think we're like Amazon.
Right?
But this is my house.
So when I see things on the floor like rubbish,I pick it up because I spend Oh my god.
I clean the toilets.
If the toilets are blocked, I'll clean thetoilets.
See, there's no hierarchy because this is myhouse.
(16:41):
And if you're in my house, I expect you totreat my house.
But, likewise, I treat you the same.
And we have that with every new starter.
It's so funny that you say my house because Iremember, one year I went to Japan to visit one
of the manufacturers, RMGT or R GMT.
My dyslexia kicks in.
(17:02):
And, when I went there, I was just blown awayon how they operate, how precise, how clean
everything was.
I was taking pictures everywhere.
And, when I got home, it was crazy because ofthe whole jet lag thing.
So I'm up at, like, three, four in the morningand nothing to do.
So what do I do?
I go to the office.
I go to the office.
I walk around the plant, and I am rip roaringmad.
(17:24):
The place looks like a pigsty.
You know?
When you're finished on the cutter, why did younot pick that paper up?
Whatever.
Anyways, first thing I do, 07:00, everyonecomes in.
I call a big meeting in the room for everybody,and I wanna and I tell them, I wanna tell you
about my trip, And I wanna tell you what Ilearned and what I saw.
And I
got all these great pictures of places anddoing and whatever, and then I bring up the
(17:46):
warehouse and the factory, and I start going,oh my.
Look how clean that is.
Look how clean it is.
And then I turn around and like, folks, this ismy house.
If you
wanna live in my house, all I ask is that yourespect it.
Yeah.
Or are you okay if I come to your house andwalk with my shoes on the couch?
You know what?
I think I think I think what happens in a lotof businesses now, we recruit people.
(18:08):
I have various things about recruitment.
I have the coffee cup test, for example.
So if you come for an interview with us and youhave a cup of coffee and we're talking, if at
the end of that interview, you don't offer totake your cup to the cleaner and you leave it
on the table, you don't even get a secondinterview.
Doesn't matter how good you are.
Right?
Because you interview for culture.
You don't interview for talent.
I I I got the talent thing.
We can we can do the experience.
You you if you if you haven't if you're not thetype of person to do that, you're you're not
(18:31):
the type of person to to take your cup, you'renot the right in the right place for me.
Mhmm.
Is awesome.
That reminds me of hearing the story about theZappos hiring in Vegas.
Yeah.
And
they would have they would fly people in, andthey would all put them in the same truck.
And the person driving was actually head of HR.
(18:52):
Yeah.
And just listening to the conversations,listening to the interaction, listening I
remember reading one where one guy was talkingnegatively to another person, this and that.
And when they got to the place, that personnever made it beyond the reception area.
I always I always remember.
You know what?
I won't mention any names to protect theinnocent.
I'm sure they're not listening now.
But I always remember I was on holiday, and Iwas driving back from holiday, and I needed to
(19:13):
pop into work.
So I have my flip flops and shorts on.
Right?
And you know how old this was because I was onthe shop floor in flip flops and shorts, which
you've never got to lap.
Yeah.
Yeah.
So
I'd stopped in, and I walked onto the shopfloor.
And I looked, obviously, And my then,production director was on the shop floor
talking to a new employee who just started thatmorning.
And as I walked over, I said to the guy, Isaid, how are you doing to my production
(19:37):
director?
And this dude looked at me up and down, and hesaid, who the who the hell are you?
And you could see the face of the other guygoing, oh, my oh, my I said, I'm I'm no one.
He went, oh, right.
Okay.
And he just sort of ignored me, blacked me, andI just said to, the other guy said, he's gone.
So what I said, you're gone.
Now out.
Well, I'm sorry.
I said, out.
I own this place.
(19:57):
You talk to me because you think, oh, I'msorry, but nice to meet you.
I said, no.
No.
No.
No.
You talk to me the same as
you talk to everyone else.
Out.
And he That was I marched him out.
Undercover boss.
Exactly.
Without a film crew.
Well, I marched him out, and you could seeeveryone going, oh, no.
Why did you do that?
I said, nope.
That's it.
But I think that that sort of stuff isimportant, and and we we jump back to saying
(20:21):
about getting people on the slot.
It's not people's fault.
Right?
And this is the bit print people make mistakeof.
They sit and they moan about employees, andthey sit and they slag each other up off, and
then they don't address the situation.
And that's just cancerous, and it just createsthe wrong culture.
We don't we don't do that.
If I if I've got a problem with you, you knowabout it, and you know about it in a very fair
(20:42):
way, which is I'm gonna give you an opportunityto solve it.
But right now, that's where I'm feeling, andwe've gotta solve it or not.
Right?
And I'm very I'm very adamant about that.
People think say you you're so direct and so sostraight.
I say, yeah.
But no one's sworn out me because they knowwhere they stand and it's really fair.
And the bit that people know is if what whatwhat I'll do is when they come and people don't
know it's your house.
They don't understand that once upon a time,you had four employees and you were here till
(21:07):
midnight booking jobs in because it's a startup, it's a private and they don't know that
because they turn up and they see these bigoffices, they see 400 people, they go, this is
there's money everywhere.
There's they don't know.
So I show them the building.
I show them the building that I moved into.
I show them my picture of me printing this up.
I show them the history.
I say, look.
Now you know there's no re there's no excusebecause you now know.
(21:31):
And people go, wow.
I never realized that.
Of course, we're gonna look after it becauseyou've taught them not to jump on your sofa.
You've taught them not to treat you as badbecause you and but but we don't do that.
We just get mad at employees for not maybedoing what we think they should do, but they
don't know.
Well, we you know, we people everyone needs toknow the story.
Yeah.
Right?
And and and I like and I like that you do theyou know, when you every couple months, you
(21:52):
have new people come in.
They need to know.
They need to feel.
The people that have been with you the longestthat know it don't say it because they've been
there so long.
And I find, you know, business is storytelling.
Yes.
Be
it to the customer, to your employees.
And I I find that everybody enjoys a goodstory.
Everybody enjoys to know that you worked hard.
Everybody enjoys even when you tell them themisery part, but you crawled out of it.
(22:16):
Yeah.
Right?
And it just means that you're a fighter andthat you're gonna do.
Yeah.
You know, the biggest thing that I've learnedin life is, you know, our I think every
industry is the same.
With our industry, there's a lot of talk.
Everybody knows everything about everyoneelse's business.
Yeah.
Right?
And I learned this.
Wasn't maybe the best time, but I learned whatI got when I got divorced.
(22:37):
And I will just say me and my ex, and I hateusing the word ex.
We are great.
My kids are great.
Never said a bad word about her, and what yousay about your ex is what you teach your
children.
So just another little bit of a life lesson onmy print podcast.
Always say nice things.
But I remember when that happened and, youknow, within your own community, you were
people talking and then people say this.
And then I start hearing from people, oh, Ican't believe that settlement you made her and
(22:59):
you did that.
Or people talk like that.
And I go, really?
I go, you heard that?
I go, were you in the room?
I said, because I don't think that I spoke.
I don't think my, you know, ex wife spoke.
The lawyers didn't speak.
I said, so please tell me, where did you getthat information?
Yeah.
And then
they go white and they shut up because they'recalled.
Yeah.
Right?
Called out.
So my message to everyone, what I do is, unlessI hear from the horse's mouth, I don't repeat
(23:23):
that stuff.
Yeah.
I agree.
Because every person I'm sorry.
It was what every person who says it, itchanges a little.
Yeah.
It does.
Yeah.
The old Chinese whispers.
Right?
So That's what's important.
I think
I think on that, it's quite interesting thatyou talk about that.
I I've I've I've I've never got involved inother people's politics business wise because
everyone has everybody, you know I
put my own.
They're in really truck they're they're verytrouble.
(23:44):
They're running out of cash.
Well, tell me about it.
I know this.
I know.
Right?
You know?
Oh, they've done this with this because I know.
Because I'm in the same you know?
So so there's always just the stones.
Right?
And there's and you just I just don't celebratepeople's downfall or wish people bad whether
they're our biggest competitor or not becauseit very quickly can turn around and look
straight
at you.
(24:05):
Harm.
Exactly.
So I'm I've always always stayed out of otherprinters' businesses and news.
And whenever I've had people go, oh, did youdid you know about these guys?
I go, no.
Not really.
Well, they're a big competitor, Jaws.
Doesn't matter.
Makes no difference.
If I spend my time worrying about what they'redoing, I'm losing what we're doing, and that's
always been a thing.
But the reason I do all the d scoop stuff andthe and the sheet for brain stuff and the
(24:29):
sharing stuff is I truly believe to stay aheadif I empty my bucket of all my ideas and I
share them.
Yes.
People will try and copy and try and keep upand try and which is great because it pushes
the industry.
But by the time they've copied and replicated,we've changed and we're on to the next thing.
And so I've always built a network on sharing,not on gossip.
(24:51):
And that's always been my philosophy to keepdoing a building.
We could be brothers.
Should known each other earlier.
Because from the day I started in business, I Idon't come from a business family.
I didn't every learning all my learning is onmy own.
Yeah.
All my experiences have cost me millions ofdollars.
Right?
I could probably teach a a a class onrestructuring at an MBA school, but it's
(25:14):
always, yeah, you always just gotta be straightup.
You you really have, you know, you'reinterested in hearing your story.
We were talking obviously before the story.
And and the questions I was asking was what wasit like?
How did you deal with this?
Because, you know, I'm sat here and thebusiness is good and we're busy and they say,
oh, but I'm not stupid enough to know that atsome point in in time, I'm gonna be in a period
(25:34):
where it's gonna be difficult.
So it's it's always interesting to to to callyou.
You know what?
I it wasn't on my mind to tell, but I'm gonnatell because of what we're talking about.
I'm gonna tell you a little story about, aboutjust never knowing people.
So I was always going to things.
I I joined the entrepreneur organization, putmyself around other business owners and other
industries that were young folks.
It's like a board of directors.
(25:55):
I used to go to every print meeting.
I was always, like, by fifteen years younger,the youngest guy at these print things because
I didn't know.
And selfishly, I was going to learn, but I wasalso going to make connections and maybe
hopefully do, do some business.
And I've always done that.
And and then in terms of sharing, when when wewhen I bought my big press and I would bring
people in and people say, I'm competitors andpeople say to me, like, why you bring the
(26:18):
competitor in?
I go, because I want them to see what we'redoing.
I want them to be a little nervous.
I want them to think about doing it.
Yeah.
I said, but get this.
They're never gonna do it the way we're doingit because we created it.
Correct.
Totally agree.
Right?
%.
And and and then on on people and meetings.
So I had experience once and you talk aboutbeing open and and always the truth.
(26:40):
So, I did a book for somebody in real estateand then they gave my name to somebody else, an
older gentleman, mister Fish, who was in thelock business.
Actually, this guy was probably had built oneof the best lock companies in the world.
Right.
Started in the sixties.
And when he called me, he was 82 to do his bookin his life.
He was doing a museum of locks, and we're doingthat.
And when we're talking, he says to me you knowI own a large format company in one of my
(27:05):
buildings.
What do you mean?
Because I bought it for my son a few years agobut he doesn't really want to be in it and I
also bought it because I didn't want anybody tolose their jaw.
He knows nothing about it.
He goes so come see it.
So I go see it and then he says I want to sellit.
Make me an offer.
So I make him an offer.
Lowball offer just because.
(27:27):
I thought anyway he called me up and he goes nogood no good.
Anyways fast forward I said well, will you atleast give me a last kick in the can?
Fast forward a month, he calls me.
He was away on vacation.
He called I knew where he was.
When he was coming home, he called me in themorning.
He says, Warren, come meet me today.
I've been away and I've been sitting up on thehill looking over to, like, my little vineyard.
Old guy had a place in Italy, and he's like, Iwanna talk to you.
(27:50):
I've been thinking about you.
Well, hope how you've been thinking about me?
Maybe you should tell me before I come.
And, so I go over and we older gentleman, he'sgoing to his office.
There's a round table.
Would you like a tea?
Would you like a coffee?
And there's a little plate of cookies on thetable.
Alright.
Have a cookie.
Okay.
I'm gonna have a cookie.
I'm gonna have two cookies.
I start listening to him, and this is what hesays to me.
(28:11):
He says, I want you to have the company, andI'm gonna tell you how the deal's gonna go
down.
And I'm sitting there and I'm listening.
And he says, okay.
First of all, we're gonna make it you're gonnabuy the whole company.
I'm gonna loan you $500,000.
You're gonna use 200,000 of it to buy thecompany.
You're gonna use a hundred thousand dollars ofit to pay down some of your other debt for
(28:36):
something I had.
He goes, and you're gonna use the other 200 todo the move and get you in because if you buy
the company, you're gonna go bust on the move.
And I am sitting there, like, like, I'mspeechless.
And then he says to me, you're gonna give me 5%interest, and you're gonna start paying me back
when you can.
(28:56):
And I'm sitting there, and I'm I'm I'm I'm I'mnot sure what I heard because that's not
normal.
It's not real.
Yeah.
And I and I and I'm sitting there and I say tohim, and and his name was funny enough.
It was mister Fish.
Go figure.
And, I I say to mister Fish, I go, why me?
Why why would you do that for me?
(29:17):
And he said to me and this is what got me, andI just got goosebumps.
And he says, when we started talking in generaland I asked you about your business and I asked
you questions, you didn't hesitate on onequestion.
You answered me the good, the bad, the ugly.
You told me how you did what you did, and youwere passionate about it.
(29:38):
And, I saw a little bit of me, and he goes,everybody needs some help.
He says, when I had my business, I got intotrouble.
The guy put a hundred thousand dollars in.
He goes, when we sold, he got a hundredbillion.
I said, really?
Do I get the hundred billion?
No.
But it was more the point of my story is youjust don't know who you meet, when, and where.
Exactly.
You must always, for the most part, keep yourchin up.
(30:00):
You must be straight.
You must be honest.
Right?
You must be humble.
Yeah.
I mean, I might I'm I'm I am pretty humble.
I might be might not be so righteous, but I'mI'm pretty humble and very ethical and very
moral even though I can scream loud, you know,and whatnot.
Yeah.
But life and then the better one was didn't endthere.
We did that, and then I had to renegotiate a$2,000,000 bump on a press that was coming up,
(30:25):
the big one.
And I called him up and I said, hey, misterFish.
I said, can you help me out?
Because he used to donate a lot of money to thehospitals.
Right.
When he donated money to the hospitals, hisonly condition was I negotiate with the machine
vendors or the GEs.
Okay.
For the, yeah, for the kit.
Yeah.
Because he because that's that's his business.
(30:46):
I mean, he taught China how to do things.
Anyways, so I called him up and I just said, Ineed some I need some assistance, some advice,
and guidance.
It's, GE, this is what they want.
We're redoing this.
I wanna go three years.
They want two.
They want this interest.
He goes he goes, no.
No.
No.
He goes, we don't like those people.
He said, this is what we're gonna do.
I'm gonna loan you the $2,000,000.
(31:07):
This is the interest rate.
This is what you're gonna give me.
Give me, and then there's gonna be a small buckat the end.
Does that work for you?
And I was like, woah.
What?
And I said, I didn't call you for this.
Anyway, get up the papers, loaned me the money.
I paid them back every single penny.
And, it just big life lessons about peopleUnderstood.
(31:27):
Doing for people, feeling good about what theydo.
And I can't tell you how good I felt.
Yeah.
It it just made me feel that all those years ofwondering what I'm doing.
Yeah.
It took somebody really smart, reallyexperienced to, notice me.
(31:48):
Yeah.
Recognize me.
I think people certain people recognizeintegrity.
And when you're when you're humble about stuffand you tell and you do what you say you're
doing and you you deliver what you say you'regonna do, whether you fail or not is
irrelevant.
If you if you try to do what you say you'regonna do and you've got that integrity, people
recognize that.
And I think there's also a level now of ofvulnerability that I think we need to anyone
(32:09):
who who pretends that everything's rosy all thetime and the businesses are booming and they're
making loads of money and they're wealthy andthey're healthy and everything's great all the
time everywhere in every aspect of their lifeis lying.
So, that little bit of vulnerability, I think,as well right now, people expect a need
because, it shows that integrity, I think.
Yeah.
(32:29):
So we're running out of time.
There's a whole bunch of other stuff that Iwanted to bring up, but we'll do it again.
Okay.
Being that we just being that we just said whatwe said, I just wanna talk about, last was it
last week or the week before on LinkedIn?
Yep.
You and David and Jessica and maybe there wasone other.
Chris Smith.
Yeah.
Chris Smith.
Okay.
Because I don't wanna leave anybody out.
(32:51):
You know, tell us a little bit about the mentalawareness and the health talk.
You said we started
Sorry.
Just before you start, really, when I I sat onthat and, when he was talking and everyone was
talking, like, I felt good enough to put mything down on the side for people to see when
you talk about vulnerability.
(33:12):
Because if people don't see some of the peopleout there that they see all the time, that
like, people look at me and probably think Ilived the life of Riley.
I do not.
My knuckles are raw.
I drag on the ground.
I've been through the worst of everybody, but Ismile because I figured it out.
So I wanna help people like you guys.
But anyway, tell us about that, Randall.
So what
how you've just summarized the importance ofyou being feeling like the end of a session
(33:35):
where you wanna open up and share that isexactly what we set it up for.
So we we met together at in Indianapolis.
I was on stage at I had nine minutes to talkabout how I was stepping down this chair.
I had this big speech.
I decided to rip it up and talk about thestress, the trauma, the difficulties of losing
key clients, change, being brave, suddenly atat at nearly 50, finding myself irrelevant
(33:57):
because my daughter had asked me, was I stillrelevant, and all this sort of stuff.
And it was a really emotional nine minutes, andit hit a chord with a lot of people in the
audience.
And afterwards, David came and said to me, hesaid, we man, we need to do some stuff together
because that really is what I'm about.
And then Jess independently asked me and so didChris.
And we basically found out the four of us werealready talking about it, but we all had that
(34:17):
same belief.
And that is that it's about time for people whoare recognized, who everyone thinks is dead
cheap and life's great, actually starts owningup to the fact that it's not great a lot of the
time.
And it can be good, but you gotta work reallyhard to make it good, and it's not that easy.
So, you know, the old gray beard like me alongwith, you know, Chris Minh who's younger, but
(34:38):
he's he's had his difficulties.
And and David is well documented his mentalhealth challenges in his family, and Jess is a
working mom and and and gone through somechallenge as well in the family, bringing
bringing kids through.
So before of us, we we got together.
We shared all our stories.
We opened up.
So if we're comfortable doing it with eachother, maybe we could do this.
(34:58):
And we did, and we just said, you know what?
This is if we can just help one person in ourone person just hears one of us say something
about ourselves and solves that problem forthem, it's worth it.
So we've started this sheet for brainsinitiative.
It's been fantastic.
We're getting so much support.
We had, you know, sixty, seventy, 80 people nowjoining the sessions.
(35:18):
We've got private LinkedIn page.
I'm just we're just so proud of what we're ableto and and what we've we've created so far this
what we feel is as safe as where people joinexactly like you said.
They join, they listen, and by the end of it,they go, actually, I need to share my story
because I think I can help one other person aswell.
And that's what we're we're really proud ofstarting.
(35:39):
So, actually, at in Long Beach, we're gonnahave a session where we're gonna have, like, a
live one of these podcasts, just so you know,it's fantastic.
And we're also gonna have a a a a place in theshowcase for people to come and talk to us
about mental health and and share and sharestories as well.
So, you know, we're we're really pleased withhow that's going.
It's a bit passion about us.
Yeah.
Listen.
Life life is big.
(36:00):
And I think when we work, you know, even thefive day we're working all the time, even as
owners, we have to acknowledge that our peoplehave families and I get to spend some time with
them.
Yeah.
Right?
Yeah.
Exactly.
Wow.
Anyways, the half of what we talked aboutwasn't really my plan, but those are the best
plans when they don't go the way you want.
Yeah.
You got to
Somehow I felt that might happen.
(36:22):
Yeah.
Really.
Hey.
Just a little.
We can make it a docuseries.
But yeah.
So first, I'm gonna, I'm I'm gonna thank youfor your time and and the conversation.
I gratefully appreciate it.
To people out there, I sure hope you made itthis far.
If you did, tell someone else to stick it outtill the end next time.
If anybody wants to hear anything inparticular, let me know.
(36:43):
If you wanna be on, let me know.
Really, I just wanna promote print.
I wanna promote people.
I wanna promote our industry.
I wanna promote that printing is alive in everyaspect, Maybe changing.
But you know what?
I'm gonna take that as a, as a double doublepromo as I take put that back.
I'm taking a screenshot.
(37:03):
Why is it not screening?
Well, hopefully, it's screening.
I'll take a picture after.
But, yeah.
So everybody, thank you again.
Keep listening, and, we're going global.
So if I could be of any help to anybody, justlet me know.
John, again, thank you all the best, and, wewill be speaking again soon.
We will.
Thank you, Warren.
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