#79 William Leahy - Charting a Path for Veterans in American Manufacturing Excellence - Tales of Leadership

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
You're listening to the Tells the Leadership podcast
.
This podcast is for leaders atany phase on their leadership
journey to become a morepurposeful and accountable
leader what I like to call a pal.
Join me on our journey togethertowards transformational
leadership.

Speaker 2 (00:19):
All right team.
Welcome back to the Tells theLeadership podcast.
I am your host, Josh McMillian.
I'm an active duty Army officer, I am the founder of McMillian
Leadership Coaching and I am anArmy leadership coach and I'm on
a mission to create a betterleader what I like to call a
purposeful, accountable leaderor a pal and my vision is simple
I want to impact one millionlives in the next nine years

(00:42):
because we've already been onone year of that journey by
sharing transformational storiesand skills.
And on today's episode, I'mbringing you a transformational
leader, william Bill Leahy.
He's the founder of RenaissanceReliability.
Rr is a visionary leader on amission to elevate America's
manufacturing to global heightsby championing innovation,

(01:05):
reliability and manufacturingefficiency.
In the aftermath of hisbrother's tragic suicide, the
United States Marine Corpsinfantry officer, in December of
2022, bill turned personalgrief into a commitment to
combating veteran suicide, whichI absolutely love, and we're on
that same mission.
This led to establishingunturning steel, aiming to

(01:30):
bringing veterans andmanufacturing together.
The convergence of thesemissions has birthed the
collective goal of re-imagingwhat it means to be made in
America.
Bill's dedication earneduntitled steel, a documentary,
the prestigious 2024 BestCultural Innovation Award from

(01:51):
the University of Tennessee, inKnoxville, and everything
reliability.
In his manufacturing career,bill has excelled in various
roles, demonstrating expertisein root cause analysis, rca,
reliability, centeredmaintenance, rcm and other
continuous improvementmethodologies.
He is a former US Army captain.

(02:13):
Bill has a an incredibleleadership journey, beginning
within the United StatesMilitary Academy and being an
NCAA Division I Army West PointHockey Player.
His academic accomplishmentsinclude a bachelor's in West
Point, an MBA from theUniversity of North Carolina,
chapel Hill and a reliabilityand maintainability

(02:36):
implementation certificationfrom the University of Tennessee
.
Bill currently lives inSoutheast New England and he is
a purposeful account of theleader.
This was one of my favoriteepisodes that I filmed.
So, without any further ado,help me welcome William Bill.
Welcome to the Tells theLeadership podcast, brother.

(02:57):
How are you doing?

Speaker 3 (02:58):
I'm great Thanks for having me.

Speaker 2 (03:01):
Yeah, I think a good opportunity to start and I
always like to kind of set theboundary of each episode is just
take the time to describe whoyou are to our listeners.

Speaker 3 (03:12):
Oh man, who I am in the short amount of time.
Yeah, maybe.
That's maybe not the answer notpopping directly into my mind
either tells me that I need tothink about it a little bit more
or I'm really full of myselfand can't can't bring it into 30
seconds.
But who I am?

(03:32):
Yeah, so I'm a manufacturer anda veteran graduated from West
Point 2009.
I got into manufacturing andreally found an awesome home
there, and advocacy for themanufacturer community and the
veteran community have kind ofbecome the central part of my

(03:54):
life with this project thatwe're doing, called on Turning
Steel.

Speaker 2 (03:59):
It's funny when I reach out to you.
Originally, I'm part of anaccountability group I dare to
say mastermind.
It's like a group of activeduty veterans that are across
different branches of DoD andone of my accountability
partners, jason, he's gettingready to get out.
I looked this dude up onLinkedIn and I really love what

(04:21):
he's doing.
I was like I got to reach outto him and I got to bring him
onto the show.
So thank you for taking thetime, because if anyone's
listening to this, it's 6.30 inthe morning.
I keep pretty crazy hours, sothank you for indulging me on
that.

Speaker 3 (04:38):
Yeah, this is much earlier than I've been awake in
a while.
I think the entrepreneurshiproute after I left the army and
got into that, the idea ofwaking up whenever you want is
such a privilege.
I take advantage of it.

Speaker 2 (04:50):
Dude, I don't know if I'm ever going to get into that
.
I get up at like four in themorning now and it's like
ingrained in who I am, yeah goodfor you.

Speaker 3 (05:00):
I did the 23 in me on the DNA study and it came back
and told me that my natural wakeup time is 8.30 and I said I
knew it the whole time.

Speaker 2 (05:10):
I love that man, Before we kind of start digging
into your leadership journey andwhat you've been doing, could
you take the time to define howyou see leadership in your own
words?

Speaker 3 (05:22):
Yeah, leadership is such a beautiful thing.
It's really an art To me.
I think of it more as an artbecause it's the relationship
piece of it and it's notcompelling people to do things.
But it's high.
Well, they go with.

Speaker 2 (05:42):
sorry, I don't know my daughter is better than you
are for the moment.
It is no worries, my son comesin sometimes and he may or may
not be wearing any clothes.
So yeah, that's the privilegeof having little kids.

Speaker 3 (05:54):
Yeah so I think leadership is either the natural
or trained ability to kind ofinfluence people around you to
perform as best they possiblycan.
I think it's, and I say thisthis is one of the tag lines
that I use all the time, but Isay that the United States will
never.
It's not a resource issue withus, ever.

(06:16):
It's about resourcefulness, andI find that that's really one
of the key pillars of leadershipfor me is making the most of
the resources that are allaround you.
It's not just about people, butit's all the resources that you
have in.
Leadership is leveraging thoseto the best of your ability to
reach the end state that youdesire.

Speaker 2 (06:36):
I love that, brother.
The US isn't a resource issue,it's a resourcefulness issue, so
we can basically solve anyproblem that we want, as long as
we can fund.
There's a book out there.
It's called Dan Solve.
And who, not how, and you don'thave to understand the how
necessarily to do something.
You just got to find the rightwho to help you get through
whatever obstacle or whateveroperational environment that

(06:58):
you're in right now.

Speaker 3 (07:00):
And I love that, and that's one of the cool things
about leadership is ittranslates across all these
different things.
So, you mentioned that.
And then in manufacturingthere's a great guy named Ron
Moore and he wrote a book.
He's actually a former WestPoint guy and Army officer and
all that stuff, but he wrote abook called what Tool Win?
It's the same idea.

(07:20):
You don't have to understandall the inner workings of a
factory or any of that stuff,but if you understand the
problem, understand the toolsetthat you have and can make that
decision.
That's about all it takes.

Speaker 2 (07:34):
So let's start pilling back down again on your
leadership journey.
Where do you think that started?
And really one of the questions, too, that I would love to hear
is what pushed you to go to theUnited States Military Academy,
because I know that that's likea three or four year kind of
pipeline from a lot of myfriends.
It's not something that youjust decide to do.

(07:54):
Your senior year I'm going tothe West Point Academy.
That's something that you haveto like, mentally prepare for
and start actively pursuing wellwithin your youth.

Speaker 3 (08:06):
Yeah, it's an interesting thing.
So I'd say the majority ofpeople that serve as academies
or legacies of some kind have abackground in it, and I was no
exception to it.
So my father was a recon marineand went through the Naval
Academy in the early 70s.
He graduated 75.
So that part of it has alwaysbeen kind of in my mind.

(08:29):
My dad had the ring I alwaysadmired as a kid and so that'd
be great to get one of those.
But to be completely honest, inmy younger days I was not very
much looking into the future andhow things were going.
So my journey to West Point Iguess the seeds were planted.
But I was playing hockey in theNorth American Hockey League in

(08:51):
Montana and some of the scoutsfrom the West Point hockey team.
I got ahold of me and startedwatching my career a little bit,
following along, and thenoffered me an appointment
through the athletic departmentessentially.
So I got recruited to playhockey.
When they told me I could go toschool for free, get an

(09:11):
opportunity to get a greateducation and serve my country,
it was a no brainer at thatpoint.

Speaker 2 (09:18):
That's awesome man.
I have a buddy of mine.
I'll keep his name out BecauseI think he's doing great things
for the country right now.
But he was a football playerfor West Point.
He was an offensive llama andI'll never forget the story of
we were in Afghanistan and wehad those giant gravel-sized pit
rocks within our cop so it wasreally hard to run around but we

(09:40):
needed them because of thestrikers and stuff that we were
driving around.
David, which was already 270pounds, like Lean 270 pounds
decides he's going to go run onmy treadmill Like the only
functional one I have for my cop, left with a rucksack with like
75 pounds in this rucksack.
So it's like 350 pounds of manon this treadmill.
He just breaks it, doesn't tellanyone, and I go to work out

(10:03):
that evening and I go to turnthe treadmill once I dented in
and like hey, like a meteor hitthis thing.
I'm like David, did you breakmy treadmill?
Yeah, I just didn't want totell you, I swear.
So that's always interestingman like being able to play like
college sports but also go toWest Point from the football

(10:23):
standpoint.
He had to lose like 70 poundswhen he commissioned and he had
like six months to do it.
What was that like for you?
Playing NCAA like Division Ihockey and being a cadet?

Speaker 3 (10:36):
It was, I don't know.
It's one of those things.
It's just kind of you wake upand do it.
It's really a time warp likeweird place to be.
But yeah, you start at the endand it's like the longest thing
you've ever done and it ends ina blink of an eye.
But being on the, being a hockeyplayer and having that actually

(10:59):
makes the transition intosomething like this very easy,
and actually a lot of the, a lotof the things we're applying
today into our veteran programconsisted of.
This is like setting theconditions for an easy
transition.
Transitioning into West Point,like you said, that's a big
decision, so people think aboutit their entire lives.
Like my dad started writingletters to Naval Academy in

(11:19):
eighth grade.
It's he's much more focusedthan I was.
But yeah, the transition piecethe things we're always looking
for is community, purpose andcertainty in it, and so, coming
in as a hockey player, I knew alot of the guys on the team
already.
I knew we were all gettingrecruited for the same thing.

(11:40):
You have a built in communitywithin this little, even more
intimate space.
With the hockey team, you hadthe purpose.
You've got a team that you'replaying for, that has a mission
and yeah, so hockey was a greatway to easily transition into it
and then, while we were inthere, it kept us out of some of

(12:01):
the bullshit that we had todeal with, because you'd go up
to the hockey rink for four tofive hours a day.
So when your freshman year,when all your classmates are
getting harassed, you're gettingharassed in different ways
which aren't as, which maybe area little easier to stomach.
So it was great, yeah.

Speaker 2 (12:20):
So completing that time and it's funny because I
think you and I were at JPLMaround the same time.
Commission you do directly outto the JBLM.
What was the first unit thatyou were assigned to?
I'm curious.
And did you guys deploy?

Speaker 3 (12:37):
So I went right after graduation, the Fort Benning
and then out to Fort Lewis and Iwent to 49 Manchu, it's fourth
brigade over there and I spentTwo years there.
I got there they were in Iraq.
They had about three monthsleft so I did not join them,

(12:59):
hung out on rear detachment.
So that was my intro into thearmy.
Was Was that?
So nothing, nothing veryglamorous.
So two years there, then at thecareer course back to Fort
Lewis and then I got out shortlyafter that, but it's about six
years.

Speaker 2 (13:15):
Hey you're.
You're an infantry officer too,right yeah.
So what did you?
Did you choose that coming outof the yeah?

Speaker 3 (13:24):
yeah, so and that's that's kind of a cool.
Just about the serviceacademies that's kind of neat is
that it changes what people'sinterests are over time or what
the coveted MOS is are.
And when I was in at this timeso we were 2005 was when I
started so 2005 your a coupleyears into the war at this point

(13:48):
in time.
So the the demographic of who'svolunteering and who's who's
pursuing these, theseappointments at the academy,
changed a little bit.
So you got a bunch of peoplewho are very, very I Wouldn't
say like willing or anythinglike that, but yeah, I guess,
willing to, willing to go overand fight, yeah, and as a result

(14:08):
it changes.
So in peacetime you get a lotof whiz kids and that kind of
stuff there that aren'tnecessarily it's in for a fight.
So there's there's focus moreon like I guess you could call
them their professional skillsor it's more transferable skills
, yeah.
And then when I was there, itshit to completely.
We have 230 infantry spots andthat was one of.

(14:31):
That was the first demo us togo out.
So we actually had guys addingyears to their contracts Before
even getting started just to bean infantry officer.
So it was, it was really cool,so all my buddies did infantry.
That was the Decision I madeand at that point in time, my
older brother was.
He was a Marine Corps infantryofficer, my dad was a Marine

(14:53):
Corps infantry officer andthere's this huge long line of
Marine Corps infantry officers.
Except maybe, the naval Academydid not have a hockey team, so
that was the other reason Iended up there.
West Point has a division oneteam, so that was that was
really the choice, and there'sno way I was going to Air Force.

Speaker 2 (15:11):
Yeah, so I I think you chose the right decision,
right Like because you and Ihave the same path.
I was an infantry officer forten years until I transitioned
out of into a functional area,but I almost joined the Marine
Corps and I was in the delayedentry program until I found out
that I could go be a cadet incollege and I was like, oh well,

(15:34):
maybe I should go enjoy my life.
And I pulled out of thatprogram to go join ROTC and in
college.
And then, they know, long storyshort, here here I am today.
I'd love to hear, before westart the transition, of you
getting out and what you're onright now, when you, when you
were in, especially where youtook over that rear detachment

(15:55):
what were some of the, theleadership challenges that you
had to face during that time?

Speaker 3 (16:01):
Oh, man, at that period in time, I guess the
leadership challenge was really.
It was really an internalstruggle at that point.
Yeah, because you know it was.
Expectations were just gettinggetting blown up left and right.
Because that's just, that'sjust how it is, like you and
again, another transition periodright out of.

(16:22):
They call the the transitionfrom a first-class cadet to a
second lieutenant.
The greatest demotion in themilitary.
That's kind of it is becauseit's you're at a place where you
can't spit without hitting akernel.
Everyone around you is just,you know, top-notch, super
strong, and all of that, andthat the picture is painted for

(16:45):
you, whether you do it in turnor your for yourself or whatever
.
But you have these expectationsfor what the army is gonna look
like when you step into it,what your platoon is gonna be,
what all these experiences areand that was a hard thing for me
to To grapple with Was that allof these?
It was nothing like I wasexpecting.
You know, particularly that theunit was, was overseas and to

(17:08):
get there it's not your step.
Again, it's not a platoon thatI took over on day one, it was.
It was a company of peoplegetting med boarded and doing
that sort of thing.
Yeah, that's where the thingdid.
I say I was, yeah, that that wasdifficult for me.
So the leadership piece of itand and I did, I struggle with
this and I'll fully admit that Iwas, I could have and should
have done a lot better, but,yeah, as a result of that, I

(17:31):
kind of I kind of regressed.
And so you're questioning a lotof, yeah, why I was there, what
I was doing, what is leadershipis kind of a existential crisis
at that point in time and but,but this is, and that's why this
I didn't get to do a lot ofthings that I wanted to do, yeah

(17:52):
, when serving, and I carried alot of guilt with me for a long
time.
So you have friends that youknow my, my brother, yeah, my
friends, all these guys thathave gone over sacrifice, and
you didn't get the opportunityto do that.
It's uh, yeah, it's a difficultthing.
So the but now with this, withthis project that we have, which

(18:16):
I'm sure we'll get to talkabout in a second but the One of
the things I love most about itis I see it as an opportunity
for me to kind of make amendsbut the leadership faults that I
had then, because I fully meantlike I was not the leader that
my soldiers deserved when I gothim, whether we were, whether we
were going to go through allthe training and deploy together

(18:37):
whatnot, or it was myresponsibility to Lead the
platoon up to the point as longas I could to get him Situated
for the next guy to do that Icould have done better.
So this is this.
I really see this as anopportunity for me to Kind of
make things right and serve thesoldiers the way I should have.

Speaker 2 (18:56):
It's funny.
I really believe that ourexperience and the military is
all luck, if that makes sense ofhow we show up to you the
timelines that they're there,because it really is the first
and a second lieutenant.
You're so malleable and youcould either go down a toxic
path if you have Bad mentors andbad leaders and bad examples,

(19:19):
or you can go down a morepositive path.
Then my experience, I think,was almost polar opposite.
We were getting ready to deployto Afghanistan a very kinetic
firefight.
There was, I called the dreamteam, some of the best officers
some of them now are at thehighest tiers of so-called that.
I was with within, as platoonleaders, some of the best

(19:39):
non-commissioned officers that Iever had the chance to work for
.
So I was in the the green grass, I guess, if that makes sense
and I felt as if I Was in anenvironment of where everyone
was a meat eater.
So I was grown in that type ofculture of where, hey, I did not
use my brain, I was straightlike a strong ranger.

(20:00):
I guess that makes sense.
As a young lieutenant and I hada very jaded view on what
leadership was, because Ithought we know when I Took over
that I wanted to go leadsoldiers in combat.
I wasn't viewing people aspeople, if that makes sense.
I would be in people as objectsto go pursue my own selfishness
.
But I got a very large piece ofhumble pie served to me when I

(20:25):
went to Afghanistan Very earlyon, before I was able to take
over my platoon, and that kindof set me on the the path that
we are today and I, I believe,the same as you like full
transparency.
I don't think that I was thebest leader that I could be and
that now some of the tools andwhat I understand about
leadership and how to influenceand inspire others, I wish I

(20:46):
would have known when I wasdirectly leading 40, a hundred,
250, yeah of our greatest nation, because I could have made a
better choice.
So I choose now to use my time,talents, treasures, exactly
like you, to to make adifference.
So don't don't feel bad,brother.
I really think it's all aboutluck and we use what we have at
the time.

(21:06):
But walk me through that, thattransition piece you getting out
, you starting.

Speaker 3 (21:12):
Yeah, yeah.
So the transition, I startedthat yeah, really, I say from
that captain's square coursewhen I exited there.
That was kind of the theconversation I had with the
gentleman that you knowshuffling you around afterwards,
can't remember the exact title,but branch managers, dude.

(21:34):
I made my branch man, there yougo.

Speaker 2 (21:36):
Oh, I'll wait.
I got a good one for you.

Speaker 3 (21:39):
Yeah.
So here's here's my story withmy, my branch manager, at the
career course and we're sittingthere talking and he's like it
looks to me, just goes.
Do you really want to be in thearmy anymore?
Wow.

Speaker 2 (21:51):
I.

Speaker 3 (21:53):
Said I'd be looking at it's like.
It's like finish my time up andgo, you know, start a family
into all those there.
Actually, at that point in time, we had already started the
family.
So I was, I had one kid in andit was, yeah, to have to move on
, yeah, go ahead, share yourstory with me.

Speaker 2 (22:14):
No.
So I was a branch, came thereat MCC and there were doing all
these different job listings.
I was dead set that I wanted togo to 101st.
I was dead set that I want togo to rock a psalts.
Why?
Because that's where everyonewanted to go and I still had
that Meeter mentality that wasingrained in me as a young

(22:35):
lieutenant of my my colonel,gregory Harkins, all of those
people.
So I go in there, last personthinking that, hey, he's gonna
remember me, I'm the last personhe's going to see.
Total opposite go in there.
There's no other things thatare assigned, so I can either go
be an eyeballer constructor,which offended me, or I could go

(22:58):
be a CTC instructor, which wasabsolutely a no.
So I was like, alright, I knowx, y and z, these people are
transitioning into a functionalarea.
I just started listing out waslike give them a slot that
doesn't matter and then pull meto 101st.
He'd look you know, yeah, helooked at me.
It's like that's not how thatworks.
So there's no other slotsavailable and you need to,

(23:20):
because you have combatexperience.
Go be a platoon leader or a CTCinstructor.
In my mind was like fine, putme in a CTC because I've already
done lieutenant thing.
I want to learn how to be acompany commander.
And.
But I walk out of thereCompletely mad.
I totally pissed off branchdidn't get anything that I
wanted and I didn't get myorders cut to me Until 10 days

(23:43):
before graduation because I madebranch in that meeting.
So yeah.
I was not good at soft skills.

Speaker 3 (23:53):
Yeah, yeah, that's a yeah.
That the branch managers yeah,I was.
So you brought me back to that,a conversation I had with them
and that was one of the thingsand maybe this was a great
leadership decision on my pointat the time.
But you know, you leave thecareer course, you're looking at
company command.
That's where you're wanting togo next and Everyone was

(24:14):
describing that as like that'sthe pinnacle of an infantry
officers when you're a companycommander and that's like that,
the greatest time ever.
Yeah, and yeah, I knew that itwas.
Again, thinking back, I waslike I, I do not have this like
this strong desire to do this,or, and I would not be the

(24:35):
leader that these guys are,especially at the company level.
That's, in my opinion, when youknow Army, yeah, I think that
maybe that is like the pinnaclewhen you, we have the, the
greatest influence andresponsibility at that point in
time.
Yeah, but going back to yourusual question, I remember what
you had asked about that thattransition.
So it was like 2014 and Istarted the transition out Again

(24:59):
.
I felt like I had a ton ofunfinished business in the
military or whatever.
But life goes on and you haveto go about those things.
So I'm looking at thistransition, not thinking too too
far ahead of it.
Again, arrogance, thinking thatI'm a West Point graduate and
all this stuff.
They're gonna roll out the redcarpet and throw money at me

(25:20):
because I'm this, that of theother, and that was like one of
the first Expectations thatneeds to get shut.
It's not no one's gonna handyou anything, but, yeah, looking
out at it, in those things thatI talked about a community
certainty, admission or purpose,those are what you start
instantly searching for.
I think that's just a naturalthing.
So the first thing I wasworried about was search,

(25:42):
because I had a wife and a childat that point in time.
Providing for them was, likethat, the number one concern
that I had.
So I started out this, this jobsearch, and I went through one
of those companies that theheadhunting services that reach
out to us every time a Veteranstarts talking about moving.
So Bradley Morris or whateverthose, is one of you.
So you end up doing like 12interviews in a day at a double

(26:04):
tree outside of an airport, andI went and did that.
I did 12 interviews, got youknow 12 offers and you have to
go about choosing one and I hadnot a whole lot of fourth time
in this but I based it off of,really, salary and geography
were the only two things thatlike that.
So I'm making this hugedecision for my family at this

(26:26):
one, like the most vulnerabletimes in anyone's Career, that's
a service members thattransition out of service, and
that's the kind of forethoughtthat I'm putting into this as a,
you know, a captain Do I, avery, I guess, ignorant but
educated captain, didn't reallytake the time to think through

(26:47):
all of these things.
Yeah, so it was.
The transition was was veryloose for me, kind of all over
the place, and I had I had adifficult transition because of
it, because there was I did thatthe certainty yes, it was there
and that I had Money coming inand that sort of thing.
But that the certainty in thatthis is something that I could

(27:09):
do for the rest of life andsustain my family.
I was not there, I was.
I was miserable a lot of thetime For the, for these other
reasons.
One, that community piece I saidtransition into West Point.
You have a hockey team builtinto it and when you, when you
transition from West Point intothe, the regular army, you,
you're surrounded by yourfriends there too, like my first

(27:30):
place, I went to Fort Benning,but there was 230 of my
classmates with me from theAcademy.
I'll move there at the sametime, so it's it's different.
So when I, when I left serviceto move to my family to Oregon,
we didn't have that and Againthe expectation I have is those
are all the environments I camefrom.
You have built in friends thatare all in the same situation

(27:52):
around that stuff, and it wasn'tit.
I was at a sawmill.
I was the youngest person onthe leadership team, the only.
There was several, severalveterans in there, but no, no
one really in my demographicright thing like that.
People were commuting from anhour away in every direction.
So there really wasn't that andI had to go about finding that

(28:13):
community and building it myselfon the outside.
And there's something I hadn'tdone before, a skill I really
hadn't developed.
So, yeah, it was a criticallychallenging and and these are a
lot of the ideas, so that so theprogram we have I'm turning
steel the the focus of it ishelping veterans transition and
integrating the manufacturing,but what is informed, the design

(28:35):
of the program, the curriculumand everything that we do is the
experience that I and the otherdevelopers had in our
transitions that have service.
So we asked ourselves, well,what are the conditions that we
would have liked set for us,like, what are the things that
we could have done?
Because In reality, it's theconditions that dictate the
actions that the people take andthe things that happen.

(28:56):
So what that?
So, if you said the conditionsfor success, things are going to
go really well.
So we said, all right, what arethe conditions?
And it's Community, it'smission and it's certainty, so
how can we provide all of thosethings?

Speaker 2 (29:11):
All right, team.
Let's take a quick break fromthis podcast and I want to
personally invite you to ourprivate Facebook community that
I call purposeful accountableleaders, or pals, and Pals is a
community dedicated to inspiringand developing servant leaders
by sharing Transformationalstories and skills exactly what
tells the leadership is allabout.
My goal is to build a communityof like-minded Leaders that can

(29:36):
share lessons, learn, askquestions and celebrate wins
when it happens.
And my mission in life is clearI will end toxic leadership by
sharing transformational storiesand skills, and you will find
countless Transformationalleaders in this group.
Many of them I have had thehonor to serve with in the
military.
If you want to find a communitythat can help you grow both

(29:57):
personally and professionally,we would love to have you.
You can simply searchpurposeful accountable leaders
on Facebook or click theleadership Resources tab in the
show notes to join.
I am looking forward to seeingyou guys and continuing to grow
together on our leadershipjourney.
Back to the podcast.
I I love that format.
Brother Me thinking about itnow.

(30:20):
Transition piece I was almost inthe same boat as you.
I think I can't remember thename of the head hunter company.
It was right when I was onbrigade staff and I was very
jaded at that point because Ithought that, hey, I should have
had a company by now.
You know, I've been doing verywell in my career.
I have combat deployment, I'vetrained the brigades to go

(30:42):
deploy, all of these things.
But they keep me on staffbecause I was good at that type
of stuff and I remember sittingin my father's barn in West
Virginia over a holiday breaktalking to all of these
different head hunter companiesthat were trying to get me to go
through their pipeline and Ijust didn't feel right about it.

(31:03):
Okay, I can get out, but thatjust seemed like there was such
a fog there that made me feel souneasy and uncertain.
I had a daughter at the point,you know, married.
We were wanting to have asecond child, but I felt that I
have not accomplished what Iwanted to do in the Army and I

(31:23):
still wanted to be in the Armyand serve.
So I chose to stay in and Ithink that that was one of the
best decisions that I ever have,because the second chapter in
the Army, after transitioningfrom a lieutenant to a captain,
was phenomenal.
It was good, it was bad, theugly like a Clint Eastwood movie

(31:44):
.
Company Command was the besttime that I had in my life.
I had the honor of doing twocompanies and it was also some
of the most challengingemotionally times of my life.
Like questioned my leadershipabilities.
You know, when you lose asoldier in a completely
preventable circumstance, it'sreally when you, as the leader

(32:07):
who created that culture and Ihad like a yin yang moment.
I got put in for the MacArthurAward.
I didn't want to go to thatbecause I didn't think I
deserved it at all.
I thought that I did a horriblejob.
But all the other leaders andsoldiers that I had like, hey,
no, you're doing a phenomenaljob.
But I always pushed myself togo as far as I possibly could

(32:29):
and I had to make a decision too.
When I was a company commanderI remember doing a 12 mile rec
march with my first company andmy knee locked up on me when we
were just training for EIB.
And I'm sitting there thinkingI can't have my soldiers or I
can't ask my soldiers to dothings physically that I no
longer can do.
And I had another transitionpoint there.

(32:49):
Do I get out?
But I don't want to get out.
I love the military, I loveserving and I feel like this is
where my passion and I love howyou talk about certainty,
purpose and community, ormission.
I never thought it through thatlens Certainty, purpose and
community, I think is one of thebiggest issues, and it's so
simple that I love that peopletransitioning out and just check

(33:12):
block it.
Is there a community there thatcan engage my heart?
Is there a purpose there,something that I can work
towards every day?
And I call it my Christmasmorning.
I get up every single morning.
I have a smile on my facebecause I know what I'm gonna do
is impactful and it brings mejoy and certainty.
Is it going to allow me tosleep better at night because my

(33:33):
son and my daughter and my wifehave a house, have a stable
income and I can give themopportunities that I didn't have
before.
I love that unturning steelconcept and how could you walk
me through just yeah, yeah, sounturning steel.

Speaker 3 (33:51):
I'll just start to give the three minute version of
it.
So it is a program we'vedesigned.
It's a DOD scale bridge program, which are you familiar with?
Dod scale bridge.

Speaker 2 (34:04):
Let's do a deep dive on that, because I have a lot of
friends that are veryinterested in that.

Speaker 3 (34:10):
Well, feel free to share my number with them.
I am now a DOD scale bridgeexpert.
So this is.
I found this program a coupleof years ago through a group
called Operation Uniform.
So I started to think aboutthis veteran program long before
actually the real thing thatthrust us into the mission.

(34:31):
But this Operation Uniform andI went down to their graduation
and checked it out and theirwhole thing was that they take
service members through thescale bridge program and bring
them in and prepare them fortheir career all the way up into
hiring and placement.
They bring them that far.
But I learned about the programand I was amazed at the
graduation and what they weredoing.

(34:53):
But the formatting is thecoolest thing.
So DOD scale bridge for me.
I'm a company interested intransitioning veterans or
getting them positions tosomewhere, so I design an
offering for them and I take itto the Chamber of Commerce
Department of Defense, scalebridge they're all in the same
thing and you present this tothem and say, hey, this is worth

(35:13):
the investment from the USmilitary into these people that
are transitioning out.
So you get approved at thatpoint in time and this is the
magic is, you get access toservice members up to six months
before they transition out.
So the veterans I get that comeand train with us at our
factories are active duty, sothey remain on the payroll,

(35:36):
they're getting their BAH,they're insured, they're all of
these things and what that givesus an opportunity to do is take
them and match them with amanufacturer that we believe
there's great correlationsbetween their mutual desires to
make it really work.
And they get those months.
The employer gets the time tocheck out and verify the

(36:01):
candidate and then our servicemember gets the opportunity to
see if it's a cultural fit, ifthey wanna work there, if this
is the place thing they wanna bedoing.
So they get an opportunity tokind of explore the civilian
world, build a community therein that space, have certainty
through our certification and,yeah, they get a brand new

(36:22):
mission.
It's really cool.
That's how we're setting theconditions.
So let me go back to the programhere.
I gotta make sure I get thisout, stay focused.
So the program we have is onTurning Steel, so that's our DOD
program.
So it is approved so we canbring veterans.
We did this last summer and ourprogram is partnered with the

(36:44):
University of Tennessee,knoxville.
There are accrediting source.
So they accredited theircertification that we get to put
out, and it's in reliabilityengineering and maintainability
engineering, but it's mucheasier to categorize it under
continuous improvement.
So all the different models thatwe're familiar with, like 5S
and the Toyota model andworld-class manufacturing,

(37:06):
really the militarydecision-making process is
actually very, very similar toall of these things, which is a
great transition, and that oneoccurred to me after when I got
into it.
I'm like it's all the samestuff.
You're conceptualizing things,you're organizing, you're
mobilizing, you're prioritizing,you're just making decisions.
It's all risk mitigation whenit comes down to it.

(37:27):
So it's a natural fit for theseguys.
But so that's the curriculumbase, that we have the positions
.
So I'll go through the steps ofit.
The first step we do is we findthe manufacturers, and this is
something we learned the hardway.
Originally it was we found theveterans first and we were then
trying to find an opportunity tomatch, and it doesn't work that

(37:48):
way.
So we go to a manufacturer andthey said they wanna participate
in this program.
We vet them, so they have to.
We do a little bit of an audit,make sure that right the
conditions are set, we're notgonna send people into a bad
environment.
So there is some backgroundchecking that we do on that side
and then we work with them toget their search criteria
customized search criteria forwhat are the positions that they

(38:10):
have open currently?
And there's about 600,000 inmanufacturing right now open
positions and that's gonna growto like 1.5 million positions in
manufacturing by 2030.
It's crazy.

Speaker 2 (38:22):
I feel I agree with that, by the way, too.

Speaker 3 (38:24):
Yeah, it's nuts, so we're looking to fill these
positions.
So they give us the exactrequirements that they need.
So when we basicallyessentially it's a metal list,
so we take their missingessential tasks, these are the
competencies they need to try to.
We create a custom curriculumfor that, like in the right
person that we're looking for,and at the same time we have a
pool of veterans skill bridgeveterans that have reached out

(38:46):
to us kind of organically andthey tell us where they wanna
work, give us their searchcriteria and, based on these two
pools, then we match folkstogether.
So if you wanna live in myKnoxville area, we've got, you
know, bush, beans, smith andWesson, rubbermaid all of those
are right there in that area andthose are the companies we
would go and say hey, we've gotthese veterans that you know

(39:09):
want to live in this area, wannawork with you guys on all of
these things.
We'll train them up, certifythem in every competency that
you need specifically for yourrole.
We give them the baseline, themanufacturing expertise.
They get a universitycertification from the
University of Tennessee whichtells the entire world that
they're top notch and ready togo.

(39:29):
And the coolest thing about thecertification is our program is
intense.
It's, like I said, three to sixmonths and they're going
through this entire thing andit's project-based.
So they come and train with usfor a week, do like a boot camp
at the university, and then theyactually go to these sites all
over the country and they workwith those manufacturers at

(39:49):
their sites, with their coaches.
We coach remotely and in-person.
It's run like a distancelearning master's program.
At that point in time they gothrough it, but the project they
do has to have tangible value.
They have to produce a casestudy at the end which
demonstrates, you know, theircost savings.
Our expectation is really, I'dsay on average it comes out

(40:11):
about half a million, but youcan.
You have some projects that arehover around a million dollars
and that's, in that short periodof time, cost savings.
With one person who's learningto do it for the first time,
it's absolutely incredible.
So you've got this win-win-winscenario.
So we're just-.

Speaker 2 (40:26):
Oh, Michael Scott, I love it.
Yep, it is.

Speaker 3 (40:28):
It's.
We just got through the wholeseries of my kids.
They love it.
Dwight Shrewd is like a I don'tknow, he's like a demigod
around here.
He's pretty cool, him and RonSwanson that's the other one for
me, but it's yeah, it'sfantastic.
So what we've really done iscreated a take-in thing where

(40:54):
there used to be a lot oforganizations that were you
could chart the same path.
Right, there's I don't know, Ihear I've heard crazy numbers
but say it's 4,500 veteran andmilitary nonprofits and there's
someone that does every littlebit thing you could possibly
imagine.
What we wanted to do again,this is about setting conditions

(41:17):
is how can we create theeasiest path forward, make it as
vertical as possible, andthat's what we've done.
So we take everything fromrecruitment through the
placement.
So after they execute thisproject, they get certified and
then there's thatdecision-making part where
they're gonna have arelationship.

(41:37):
So they'll sit down with thesefolks that they've been working
with for three to six months andthey make an informed decision
about what they're gonna do andif they do not, if it doesn't
work out for them.
Together we have an entirenetwork of other manufacturers
that are looking higher.
Like I said, there's 600,000openings.
It's something that the countryneeds and veterans are a great

(42:00):
fit for it because of themilitary decision-making process
and that's it my favoritereliability engineer of all time
.
He's the head coach on my staffas the Navy Nuke and those guys
are.
They're just incredibly smart,they're understanding of process
and their technical trainingand this is a frustrating thing

(42:22):
for me.
This is actually I don't knowif it's intentional or not or
anything like that, but it's aninteresting thing retention,
talking about retention in themilitary, and you've got to go
like that, and the training thatNavy Nukes go through is, I
would say, probably superior tolike a four year undergraduate

(42:45):
degree in nuclear engineering.
That's the kind of thing.
But when they step out maybe I'mincorrect about this, but they
really do not have acertification or something that
is tangible that they can go outand trade in, and I find that
incredibly interesting.
And the other one that reallysurprised me was one of our
veterans this summer I workedwith.
She was in the medical fieldsand it's the same kind of thing.

(43:08):
She was essentially a nurse forlike 20 years and there was a
lot.
There's so many certificationsI believe she could have had,
but she didn't.
It's really interesting.
So setting the conditions,conditions, conditions,
conditions.
If we can control those, allthe better.

Speaker 2 (43:26):
Dude, I love that whole process and I think six
months, with the whole skillbridge thing, is like the
perfect time, because when I,being in 16 years now, I've
taken over like probably 16different jobs at this point and
six months is that decisivepoint, meaning that, hey, I'm

(43:46):
either going to love this job orI'm not going to love this job,
because I fully understand it.
I understand the people, Iunderstand the systems, I
understand the processes and ifI want to be all in or not all
in, six months is that magicwindow.
And it's like what we'retalking about now, where I work
in so-called acquisitions.
I've been there for six monthsnow, absolutely love it and I
feel fully confident in what I'mdoing, so it makes a better

(44:10):
decision.
I could see that with someonewho's transitioning out that
wants to go be a manufacturingengineer and I love the
correlation that you make andI'm not an engineer by trade and
I'll just state that but I dohave a master's in systems
engineering management from theNaval Postgraduate School.
I have a lot of classes inmanufacturing engineering and

(44:31):
you're spot on one because youidentified that need before that
the US made in America.
That prestige that we used tohave is coming back one, because
I think geographically,geopolitically, we're going to
be just naturally divided overthe next.
Like 10 to 20 years, made inChina is not going to
necessarily be a thing.

(44:52):
I think we're going to do morefocused trading based on
geographic and allied nations.
I think.
Just in my mind, I think that'swhere we're going.
So one of the things that wehave to bring back is that
ability to manufacture and theskills that that takes in.
What better pull than theveteran community?
Because, at the end of the day,every single person now that I

(45:16):
understand what it is projectmanagement, program management,
manufacturing is is leading inthe military.
Every single job that that I'veever had Because you put me as
an infantry bubble right and PEOaviation my first job is I ran
aviation system missionarchitecture and AMSA, all the

(45:37):
systems that go in helicoptersto make them fly and do their
jobs.
I had no idea what they were,but I could correlate my skills
that I was educated in and whatI've done in the past in the
infantry to excel.
I don't need to understand thisfull system, in a way, I just
need to understand the processesand figure out how to refine

(45:57):
them to make them more efficient.
And then I was able to go takeanother job in UAS and that's
where it really got excitingBecause, okay, I understand the
use case, understand how thesystem works and I understand
all the programatics behind itto make it exceptionally grow.
And now, where I'm at, I thinkI manage.
It's crazy, like some of thetwin 60 programs it's it's

(46:20):
insane, but I love it becausenow it's pushing me outside of
my comfort zone.
How can I manage all thesedifferent efforts and not be as
detailed as I need it, but hitthe wave tops to make sure that
it's efficient and effective andthen continue to move forward
so that I'm turning still theframework and the pipeline that
you've created.

(46:41):
And also I got caught this tothe mission essential task lists
.
So metal, which I love to likethat's the acronym metal that
you pull that from manufacturersor jobs and then you align that
with people, what they'relooking for, to connect them,
and then you create the wholepipeline, like, hey, here's a
job in the location thatconnects your passion, your

(47:03):
mission, your purpose, thecertainty that we talked about,
and it's all there.
Yes, beautiful, and could youwalk me through the documentary
that you feel?

Speaker 3 (47:12):
Yeah, yeah, I'll wait one more comment before I do
that.
There there's kind of aninteresting thing that's
happened with with some of this,and I love this setup.
I'm just I'll take the picturefor you.
So for me it was when I boughtbought a house or get married.
That's a huge commitment thatyou're making at that point in
time and you don't necessarilyknow how it's going to play out.

(47:33):
So what we found was, if youget a really neat opportunity so
this is like an internship andat the end of it, at that point
in time, you're forced to havethis real, real, intimate
discussion about thisrelationship that you could be
entering into and you actuallyget to set expectations with
each other, with you know theinformation needed to make those

(47:55):
decisions.
Yeah, they're not only gettingto know each other setting up,
they're setting the conditionsfor a long term sustainable
relationship that's going to befruitful for everybody.
So it's really cool.
But, yeah, so that the filmitself I said I've been thinking
about the certification programand the thing with the veterans

(48:18):
really happened with my wife.
I had started the company, wehad started to have a little bit
of success and I had all this.
You know, red, white and blueveteran owned business stuff on
the, on the webpage and all thethings.
And my wife's like, hey, you'vegot all this stuff on here when
you're going to do somethingabout it.
You can't just put this, youcan't say you're this like
military guy and not do anything.

(48:39):
So that got the ball rolling inmy head about how we could do.
That's the idea, for theprogram started happening and
then my brother began histransition out of the Marine
Corps for the second time.
So he was an infantry officer.
He was at the ball there's aplatoon commander at the Battle
of Marsha, all kinds ofincredible things and he got out

(49:00):
and then went back in to gohelp with the refugee camp to
Fort Dix and bringing those allof our camp friends back.
So it was he was doing that.
And then he led left service forthe second time and he was
going to this transition and itwas the same thing searching for

(49:20):
community and purpose andcertainty and all that stuff.
And I think certainty was thehardest thing for him at this
point in time.
He was born to be a Marine likethat's.
That's what he was.
He's, you know, perfect, for itis that guy and I think he had
so much of his value tied intothat identity.
When he got separated from that, it's kind of like you know who

(49:42):
am I to think.
So he was going through thatprocess of figuring it out and
we had begun talking, because hedid.
He finally took a job and itwould happen to be in
manufacturing and we had beentalking for about him becoming a
student of ours, for any ofthese things that happened like,
oh, we've got this greatprogram, we could use it for
veterans, I'm certain I couldtake.
I could take any kind of juniorofficer, senior, NCR, whatever,

(50:05):
whoever, and I could turn theminto a valuable member of the
main in America community.
So that was how that plantedand we actually started
developing the program togetherand this is such a cool thing.
My brother and I were at theserial our entire lives.
He was, he was four years olderthan me, was just just enough

(50:25):
to wear my sister's older.
Yeah, and it's competitive andwhatnot, but it's from a
distance.
It's like I can compete withhim and his.
You know, physicality cannotoverwhelm me because we're that
far apart where I get to do that.
I know it drove him absolutelycrazy.
But yeah, it was always thedifficult things and competition

(50:48):
was that always, always, alwayslike yeah, yeah, again, look
back, can't do anything about itnow, but everything was
Thanksgiving 2010,.
We you know it was a fistfightin his yard in Camp Lejeune.
We were in there, out there,fighting because, you know, they

(51:10):
were making fun of the army andI got, I got hurt, whatever,
and we ended up doing that andeveryone's sister girls are
crying and yeah, it was a mess.
But so that when this, thiscame about, you know, 10 years
later, and we're really startedto work on something together, I
was really excited and hopefulfor it.

(51:30):
But when he did get into thereality of that position and it
just wasn't underemployed youknow a whole lot of the things
that we could list off and thestatistics that go along with
them it was, it was kind of, itwas the same old same and the
result was, you know, in a lotof ways, predictable and on

(51:52):
December 1, 2022.
He committed suicide and thatwas.
That was really the thing thatthrew us into this whole heart.
So the the name on turningsteel.
I was hanging out with one ofhis friends that I just met us a
seal team guy and he was there.

(52:13):
We were at the after thefuneral, we were looking at
pictures or whatever it was inthe hotel lobby and we came
across this one of an M wrap.
My brother was in when it, whenit blew up and it was just this
gnarly massive piece of steel.
I'll send it to you so you canhave it for the show, so
whatever you want.
And we're there looking at thatand he's telling me all these
stories and he said was he was a.

(52:34):
He was a seal team breachers.
So when we would breach and youknow, obstacle or start an
assault, he would call turningsteel into the radio.
And so, hearing that and thenlooking at this, like the
imagery of exactly that thisjust twisted steel he said, oh,
that's good, exactly that, thisjust twisted steel.
He said, oh, that's kind oflike what we're undoing.
It's difficult, it's returning,never quite be the same, but

(52:58):
it's worth doing.
So that was, that wasun-turning steel.
I've soon as I could.
I got out to Green Bay, which iswhere Sean was, and we did the
project this summer at the veryfactor he was working at.
So it's kind of this gettingthe tie up loose ends.
This is getting to the end andI need to complete the work I

(53:19):
started with my brother andgoing through it.
So we went in the whole hoglast year.
So in a year's time we've doneeverything from set up the
program to now we're.
We're knocking on the doors ofCongress in a year and we made
the decision that we needed tofilm at all.
Does that?
One of the difficult things wehave in this country is it's so
stratified now that the decisionmakers are about you know

(53:42):
there's eight degrees ofseparation between you and where
the dollar gets spent, andthat's a that's a challenging
thing.
It's because then you havepeople far outside of the
community unimpacted that do notunderstand the conditions that
we're living in, drawing upsolutions for us, and that's the
resourceful versusresourcefulness.
Idea again is, if you, if youempower the communities at the

(54:05):
lowest level, like the veteranlevel, those folks are going to
understand the problem and ownthe solution much better, and we
wanted to recreate that withinmanufacturing, create that sense
of accountability to somethinggreater than self, and that's
the main in America.
Piece of the film brings thisto the doorstep of academia,

(54:27):
which is a big one I wanted totarget, for the sake that
they're not.
They're not meeting theirobligations when it comes to us
manufacturing and what they'repreparing their leaders for.
Because when you, your bigleaders, are going through
business schools and doing allthese things and I went through
an MBA program, one of the bestaround at the UNC, chapel Hill,

(54:48):
absolutely loved it, learned aton, but I was disappointed that
in those two years of study youknow the cost of what I do
every day that part of thebusiness was brought up maybe
twice in two years and it wasthrown under the umbrella of
manufacturing overhead.
And I look at it and it says youknow, last year us
manufacturing was estimated tolose $1.5 trillion 11% of gross

(55:12):
revenue to unscheduledproduction downtime.
And that's exactly what ourstudents go and fixes
unscheduled production downtime.
That is what we're eliminating.
That is the risk.
So we've got, we've got theguys for it, we've got just what
they need.
And again, and I think you'lllike this one the, what makes
our people so special, or makesour military people so special,

(55:34):
and just just the remedy to alot of manufacturing's woes is
their implementers.
And what I mean when I say thatis like in the state of
Connecticut.
Here we have a innovation fund.
It's like $75 million.
That's a huge investment andit's all earmarked for
manufacturing itself.

(55:54):
And I've worked around thecountry everything from, you
know pharmaceutical, theaerospace, little Debbie snack
cakes, everything in between,and what you.
What you really find is how wasI going with that one?
I was about to make a killerpoint and I can't remember what
it is anymore.

Speaker 2 (56:22):
So when you're in the middle of a journey, you're
going to start to learn yourpassion and the purpose from
walking through that journey,kind of with your brother, and
then seeing how that impactedhim and going to the name of I'm
turning still specifically fromlike that type of like breach
your mindset and what happenedwas in the that EI, probably IED
, they hit that MRAT vehicle andwhat I'm going to right now I

(56:46):
think is is absolutely beautifuland you hit the nail on the
head of resourcefulness versusresources.
And what better people thanwhat I genuinely believe,
wholeheartedly believe, that ourgreatest resource in this
nation is the people whovolunteer and serve.
One it's a full volunteer forceand everyone who volunteers,

(57:09):
regardless of the reasons, theyare making the cognitive
decision to serve in the time ofturmoil.
I mean, make no doubt about it.
Like what keeps me up at nightis all the different
geopolitical tensions that wehave right now, like this world
is absolutely chaos, but whatinspires me every single night
is the men and women whocontinue to serve.
And then they're problemsolvers and I remember going

(57:33):
back into me being inAfghanistan.
They gave me a mission to goclear five kilometers worth of,
basically, ied fields and builda police station and recruit
Afghan local police.
So what do I have to do?
I had to figure out how to bean engineer to create a road and

(57:54):
build a police station,basically do what Special Forces
does of creating an internaltype of community and law
enforcement local to that areaand then govern that area until
we could connect other areaswithin the larger Afghan pool.
And what did I do?
I went to my men and women, andI remember this one dude,

(58:16):
wetlake.
I'll give him a shout out, jackof all trades.
I went to who, not how, right,like how are we going to do this
?
Okay, who can help me do this?
Wetlake could run basicallyevery type of equipment that we
needed.
He could build the policestation and I had all these
other types of soldiers who hadunique skills that we could

(58:36):
leverage at the time.
So I took the resources that Ihad and that wasn't the issue.
I was resourceful enough tofigure out how to solve those
types of problems.
And it's the same as true nowis that you can take a veteran
I'll just use the hat of like aninfantryman and put them in any
type of scenario or field andif you give them the resources

(58:59):
to be successful.
They will inspire you.
I guarantee it.
They will figure out a way tocreate something better than
what you even thought, becausethey're problem solvers and, at
the end of the day, that's whatall veterans are they're problem
solvers.

Speaker 3 (59:13):
Yeah, and that's all the resources I needed.
You know, distance, directionand motivation.
That's really all they need tofigure out the rest and I didn't
remember you were talking.
It became back to me so it'sthat it was the implementation
piece that I was talking about.
So, $75 million, there'sbillions and billions every year
that they're throwing at stuff,and it's it's usually for
digital transformation or someother buzzword at the time, but

(59:36):
the return on investment forchange initiatives in North
America is less than 50%.
So it's like I think it'sactually 75% of change
initiatives in North Americafail, meaning they realize less
than 50% of their anticipatedROI.
But that's reality and that isbecause we have these great

(59:56):
ideas.
We have all these things, butwe do not have the skills and
the people to implement them,and what you just described is
that infantry officer or it isthose, that those are
implementers.
So give them a direction to saygo.
And when you think you weretalking about your example, it's
the same situation that theseyoung reliability engineers run
into is you have typicallyleadership that doesn't

(01:00:19):
understand your professionbecause it's fairly new and all
these things they have not, hadnot done that before.
So instead of getting likedetailed instruction on how you
go about doing this thing.
It's like, hey, here's afactory, make sure it runs, and
that's about the level ofinstruction that you get.
That is what it's.
I mean, you got to work yourselfthrough it.
So the military decision makingprocess is a great way to do it

(01:00:41):
.
Yep, you know you start, youknow chipping away at it bit by
bit, by bit by bit, until youhave a really good understanding
.

Speaker 2 (01:00:48):
All right team.
Let's take a quick break fromthis episode and I want to share
a leadership resource with you,and that is the resiliency
based leadership program.
Rblp's vision is to create aworldwide community of practice
committed to building andleading resilient teams.
So why do you need to build andlead a resilient team?
Resilient teams are the key toindividual and organizational

(01:01:11):
growth, regardless of being inthe military or in the civilian
workforce.
Building collective teamsallows for exponential growth
and the team's ability toovercome adversity, adapt and,
most importantly, grow.
And in bottom line, up front,resilient teams are just
stronger together.
And here's the fact 99% of thepeople who take that course

(01:01:32):
recommended to others, and I'mone of them.
I would just completed mycertification and I highly
recommend this.
And the great news is it's mostlikely free to you.
And if you're in the military,it is a 100% free to you.
And if you want to learn more,you can look in the show notes
for this episode and find thelink and use the discount code

(01:01:53):
J-M-C-M-I-L-L-I-O-N, and that isalso in the show notes.
Back to the episode.
I used to.
I used to.
I'm looking it up right now.
I used to understand the MDMPprocess intimately because I
used to go through that at thebrigade level as a lead planner,
but I want to look that upbecause now I forgot that skill

(01:02:16):
and it's eating at me Do theystill use it.

Speaker 3 (01:02:20):
I didn't know if they had a new, if a new doctrine
came out or not.

Speaker 2 (01:02:24):
So, 100%.

Speaker 3 (01:02:26):
Yeah, okay, yeah, I thought it was it is.
It's very deliberate, it's verygood, and a whole lot of the
things that I've built into mycurriculum and it's things that
I've taken with me from serviceis a lot of that stuff.
I'm a very I'm an abstractthinker.
I'm kind of all over the place,and it comes to that.
Being in the military reallygave me a lot of tools that
could really help me be moreresourceful with my, my mental

(01:02:49):
capacity.
Otherwise, you know, I'm aspace cadet.

Speaker 2 (01:02:53):
I always kind of go through.
So MDMP for me, when I'mworking through a problem, is
almost too formal in a way, andthere's a new kind of and I'm
probably going to miss itbecause this is like four years
ago but I think it's the rapiddecision making process of where
it takes MDMP but it pushes itthrough a more accelerated
filter where you don't have tohave as much like big picture

(01:03:15):
war gaming and filtering.
I think that that is that isthe pivot, and the key is that
you give people who, with a task, give me a task, give me a
purpose and your desired endstate, and I'm going to hit that
desired end state and it maynot be what you think in order
to get to there, but I'm goingto get there and then I
guarantee, at the end of the day, I'm going to provide more

(01:03:37):
value than what you thought.
So, mdmp, all right.
Lesson one you've received amission, so tell me what you
want.
Then we go into fact finding,mission analysis, course of
action, development, buildingout COAS, war gaming, those COAS
of like.
All right, will these work?
Are they smart, specific,measurable, achievable,
realistic, time based?
And then we compare those COAStogether cost benefit analysis,

(01:04:00):
bang for your buck type thing.
And then we approve thattogether as a team, or the
commander approves that, andthen we issue out the orders to
actually make it happen.

Speaker 3 (01:04:10):
Man, I can't believe how much I ripped them off, Dude
you did.

Speaker 2 (01:04:16):
That's the beauty about people like you that you
can make connections.
Here's the thing.
The military is an untappedresource, not even with their
people, but some of the like.
The TLP is troop leadingprocedures at a more tactical
level.
All of these things exist andthey should be in the broader
community because it helps atthe end of the day.

Speaker 3 (01:04:37):
Yeah, no, I really think.
I believe that the thing thatseparates our military from
every other one in the world isour doctrine.
Yeah, less so than technologyor anything else.
Is just we are.

Speaker 2 (01:04:46):
we are skilled in practice that what we do, the
thing that I believe thatseparates our country from
others, especially within themilitary, is the level of
mission command that we can give.
So think about this is that youknow an E5 someone or a brand
new lieutenant like you, like me?
In Afghanistan, I was in charge, and it blows me away.

(01:05:08):
I was in charge with doingcombat operations, two to three
a day, with over a hundredmillion dollars worth of
equipment, with over 40 peoplethat I had directly assigned to
me, and I was making life anddeath decisions every single day
and I had maybe eight months ofwork experience.
But my leaders entrusted me togive me the authority to make

(01:05:34):
those levels of decisions, andthere's certain things that we
have to go up to leadership toget approval on, like if I
wanted to drop a J-dan orsomething crazy like that.
Yeah, okay, understandable, wehave rules of engagement, but
that that's the beauty about, Ithink, our military is that we
give our junior leaders as muchrisk as they can tolerate and

(01:05:58):
stretch them without breakingthem.
But it also stretches seniorleaders, and I had a great
commander tell me this one timeand it still resonates to me and
I think I bring it up in almostevery episode.
But we have to delegate to thepoint that we feel uncomfortable
, and when we feel uncomfortable, that is the point that you

(01:06:19):
have succeeded in giving enoughauthority and resources to your
team to be successful.

Speaker 3 (01:06:25):
I'm taking that one forever, I know it's powerful
man.
Delegate to the point you feeluncomfortable.
Yeah, what a great performancemeasure.
That's awesome, yeah.
Yeah, I don't know what you'redescribing.
Yeah, it's coaching andmentoring and that's so.
That's one of the I say I wouldsay, probably that framework

(01:06:47):
and that structure from themilitary is one of the things I
am most interested in bringingin, incorporating and
manufacturing the coaching andmentorship that's.
That's.
That really is what willsustain people in those
difficult times and thosetransition periods is having
people they can count on andagain, this is one of the things
we want to set up.
From my experience, I showed uplike new role this is you kind

(01:07:12):
of figure it out and it was veryisolating and lonely and quite
difficult at times.
But having been in theenvironments that I've been, I
understood the value of coachingand mentorship and I went about
and found some, some great oneswithin the organization and the
one this is.
This is kind of cool.
I love how things come fullcircle.

(01:07:33):
So this is so the company thatrecruited me out of the army,
the first one I went to work forI went there, had my experience
with the transition, learnedall that stuff, all these, you
know, had hard times, greattimes, and I left there about
after two years.
I did consulting and startedthe business and everything.
But now we've come back around.

(01:07:54):
It's kind of making a mess ofthem because I wasn't the leader
I needed to be when I was withthem.
But now I get to come back andI'm training I'm actually
training their youngmanufacturing reliability
engineers that are that aretaking over the roles that I
once filled there.
So it's really cool and thementor who really really helped
me out, he's now helping me withthis project with fun turning

(01:08:16):
steel.
So Pat Aikens is his name isjust a fantastic guy.
Yeah, it's.
Yeah, it's awesome and I didnot mention this and I wanted to
so that the factory my brotherwas working at when he, when he
left us, was in Green Bay,wisconsin.
It's a place called the metalcraft meant and they make all

(01:08:38):
the military challenge coins andcustomer recognition that we
love so much.
So there, green Bay Wisconsin,they make yeah, it's, it's an
incredible amount.
If you have a quality challengecoin, it's 100% made in Green
Bay Wisconsin and I got to workin that process for you know, a
couple months this summer andit's just as astonishing the

(01:09:01):
amount of care and love andeffort that goes into those
coins and I think that you knowthat is translated into how
valuable they are to us.
But it's really cool, I'll sendyou.
When I got with it we actuallyhad a coin made for the film and
I'm certainly steel coin thatyou see in production throughout
the movie.
So in the beginning of the movieit's getting die cut and oh,
that's amazing going through thewhole thing, and then this is

(01:09:23):
the knee part.
So those coins that we love,the enameling on them, the
coloring in most instancesthat's all hand painted Really.
Yeah, wow, and that was one ofmy favorite things about this
manufacturing process was itstarts with artwork, because
it's graphic design and all that, and I love how that's
incorporated into it.
So you've got this.

(01:09:43):
A really set of people thatthink completely different than
the rest of the organization asfar as you know what their
competencies need to be.
So it starts with them and thengoes through the whole process
and then ends with artwork onthe back end to hand painting
everything and just all thedifferent steps and things that
have to happen in between.
I think it's.

(01:10:03):
I'm very excited for the film togive a lot of people never been
inside a factory ormanufacturing facility and give
them a peek at all the differentthings that have to happen.
And then you can sit around andlook around yourself and I do
this with my kids all the timebecause they don't you know,
they want to know what I'm doingand all that stuff, and it's
always manufacturing and say ifyou look around you, like for
driving that stop sign, there'sa factory that makes that stop

(01:10:26):
sign, factory that makes the red, the red paint that goes on it
and the reflective tape and allthat stuff there's.
Everything has to bemanufactured and that's how we
create wealth in this country.
It's just, yeah, it's just allworth doing, not kind of become
a manufacturing nerd.
Never thought that would happen, but I absolutely love it.
It's just that's incrediblething.

(01:10:46):
And as far as national securitygoes and giving back to that,
like my biggest client isLockheed Martin and the way they
go about their business at the35 facility in Fort Worth, is
they really, really care aboutthe product and they understand
the consequences that they dotheir job.

Speaker 2 (01:11:04):
Yeah, they make some of the most sensitive military
technology.
You know that we use so and Ihad an honor.
So sorry, we're over an hour.
I typically try to keep this inan hour, but we're both fired
up so we're almost done, noproblem.
There was an opportunity that Ihad to talk to BAE, and this was
over a transponder and in amilitary, and I remember John,

(01:11:28):
which was my industry partner,was like hey, I want you to talk
to some of the people.
And this was right after COVID.
So I was like one of the firstmilitary people that was able to
go to that factory to talk tothe workforce.
It was like yeah, no worries,it's like yeah, it should be
like maybe 15 to 20 people.
Well, there's like 300 peoplein there.
So John's like hey, sorry,there's a little bit more people

(01:11:48):
than what we thought.
So walk in there and I starttalking to them about.
Hey, this system that you'reproducing isn't just wiring,
harnesses that you're puttingtogether and circuit boards and
all of those different things.
You need to understand.
The deeper purpose behind it isthat this system goes in the
air craft.
So what does it do is itprovides positive identification

(01:12:09):
of friend or foe.
So if an aircraft is flying, itneeds to have an immediate
decision if this is going to bean enemy or if this is a threat
that I need to neutralize anddetect, and we cannot allow
aviation operators to hesitatebecause that costs a lot.
So what you're doing isextremely impactful and I went

(01:12:30):
into a deeper story of sharingone of my more vulnerable
experiences.
But it resonated so deeplybecause a lot of the times,
leadership and those levels areall focused on output, like, hey
, how many systems did you dotoday and what is the total
profit of it?
But what we forget is the peoplewho actually do those things
and connecting that Like whatyou do is important and you

(01:12:51):
don't hear it enough, but I'mgenuinely appreciative of you
and everything that you do andthe bigger picture.
Yes, you are doing these small,tedious things, but this is
what it's doing for our nationand then the greatest resource
we have the men and women whovolunteer.
So one of the last questionsbefore we get to the final show
notes that I always love kind ofwrapping up Yep.

(01:13:14):
What would be the best advicethat you could give someone
who's getting ready totransition?
I think this would be abeautiful question for this
episode.

Speaker 3 (01:13:27):
I'll answer that.
But then I have one lastquestion for you before we move
on, so that if I was going totell anybody that's
transitioning out of service, Iwould say find yourself a
transition coach of some kindwhether there's a service out
there or someone who has done itbefore you, that has just gone
through the process, understandsall the pitfalls and the

(01:13:48):
different things that canpossibly happen, and that'll
that'll alleviate 90% of yourheadaches.
Because those people say, hey,I wish I would have taken
advantage of skill bridge, Iwish I would have done this, I
wish I would have done this,this, this, the other, or you
need to talk to this person, andso on, and I just got rely on
your community to help youthrough it.
That would be the biggest thing.

(01:14:09):
But specifically, if you areinterested in manufacturing, go
through, check out our skillbridge offering under it's
actually under the other company, Renaissance reliability, the
company that started, but I'llput, we'll get links to all that
stuff.
Yeah that's it Coaching andmentoring.
Find one Right Part of being aleader is knowing when you need

(01:14:31):
to be, when you need to have beled, I guess to say, or when you
need help and understanding.
Yeah, but my question for youand this is one, this is like
the standard question we askeverybody who's he's gotten
interviewed for the movie foreverything is what does made in
America mean to you?

Speaker 2 (01:14:52):
Oh man, that's a good question.
To me, when I was growing up,made in America, matt,
reliability at Matt, somethingthat was on more on tangible.
I guess it wasn't just aproduct, it was something that
you know was going to work whenit needed to work.

(01:15:13):
With its basic function, it wasgoing to last extremely long
period of time.
That it was something that wasunmatched compared to what the
rest of the world made, becausepeople American citizens were
actually putting their hands tothese things and building it, so
the quality was just absolutelyunmatched.

(01:15:35):
So to me, when I you sayAmerican made, I think that it's
something that you know isgoing to work and that it was
made with love.

Speaker 3 (01:15:47):
Yeah, so great.
Well said, that's no, that'sfantastic.
Yeah, it's an.
It's an amazing thing, it is anideal.
I think it's.
It's Surging back with thereshoring efforts and everything
else that we have.
Manufacturing is so critical tolife and, yeah, there's a lot
of interest in it.

(01:16:07):
We're very excited going intoan election year with the film
and, yeah, some important thingsto talk about.
That's very exciting.

Speaker 1 (01:16:15):
It's time for our final show segment that I like
to call the killer bees.
These are the same fourquestions that asked every guest
on the tales of leadershippodcast.
Be brief, be brilliant, bepresent and be gone.

Speaker 2 (01:16:32):
Question one what do you believe separates a good
leader from an extraordinaryleader?

Speaker 3 (01:16:38):
Uh, self actualization.
I think that's the biggestthing understanding,
understanding where your flawsand where you need help and
Really how you're coming across.
I guess probably the mostfrustrating thing I see is when
leaders don't have a clue whattheir people are really thinking
, not having that, that insightand ability to look into that.
So I think that's probably thebiggest thing.

(01:16:59):
It's like cleaning up your ownhouse before you go and mess
around with other things.

Speaker 2 (01:17:03):
But yeah, I love that question to what is one
resource that someone wholistens this episode can go get
to help them on their leadershipjourney.

Speaker 3 (01:17:15):
On their leadership journey.
Oh, one resource didn't get.
Go get yourself a coach andmentor.
100%, that's what I would say.
If you're looking for onesingle resource that could give
you the most good as a coach ormentor, go find one, don't
settle through one.
They're like therapists you gotto try them out until you find
the right, one great fit, andthen it'll change your life.

Speaker 2 (01:17:36):
Yeah, 100%.
Number three if you could goback in time, it gave your
younger self a piece of advice.
What would it be?

Speaker 3 (01:17:47):
Lord.
This is funny because this issomething I think about all the
time, like, well, yeah, if Icould go back and undo that.

Speaker 2 (01:17:54):
Think we all do that.

Speaker 3 (01:17:56):
Yeah, younger self, mmm.
Yeah, I don't know.
I would probably go back andtell me, younger self to yeah,
take a little more time to be abrother than a, than a
competitor when it comes out toit, so Be it.

Speaker 2 (01:18:14):
I love that man.
So the last one is how can ourlisteners find you and how can
they add value to your mission?

Speaker 3 (01:18:22):
All right, this is an exciting time, so the time for
this is great.
So, coming up soon, on March7th, we have our debut screening
of unturning steel, andoriginally we were going to be
doing it as it was just anin-person thing, but we've
noticed that we have a veryunique opportunity here to do
some massive outreach, so we aregoing to live stream the event

(01:18:44):
as well.
So we're doing at an auditoriumon the University of Tennessee
campus, right in the shadow ofthe football stadium.
There's an old Gothic revivalauditorium, seats like 900, and
we're doing it in conjunctionwith the University of
Tennessee's maintainability andreliability conference.
So there'll be a lot ofindustry folks there and we'll
do the screening for them onWednesday night, but Thursday

(01:19:06):
night's the big one, so it'll belive stream and be all that
stuff.
There is an RSVP page whichI'll send to you, where people
can Either say they're gonnasend in person or they can click
on it and basically securetheir spot with the live stream
link.
We'll get that to you and youcan join us from afar.
Yeah, that's that's.
The biggest thing I do is thatthat's screening on the 7th.

(01:19:27):
It's a very difficult projectto explain in a short period of
time, so you're getting actuallysome focus on it and what
that's gonna look like is we'vegot this is.
This has been.
The best thing about thisproject is the when the
resources come from.
It's really kind of exciting.
I get in the military.
You've got certain channels forwhere you get the resources

(01:19:47):
from, but entrepreneurship it'sjust kind of wide open if you
just got to kind of figure outwhere they're coming from and
through this we ended up withthis, this killer acapella group
to do the national anthem.
That's how it started.
You know, we'll, we'll presentthe colors and then I'll give
like a 20 minute keynote speechGoing through the whole, just

(01:20:08):
how all this thing came together.
We'll screen the film at thatpoint of time and this is a 22
minute short.
So this is actually gonna be ahockey series.
So this was like theexperimental Edition of it, of
where we were messing around inWisconsin and really kind of
screwing things up and figuringout what works.
And then the next one will beus taking a cohort Through the

(01:20:33):
same work, but in the state ofConnecticut.
So hopefully with sub baseGroton, and some of the
manufacturers here will be doingthat and that could be episode
two.
But yeah, so that's that's it.
Get, get some mark on, check itout, hit us up for the the live
stream link.
Go the RSVP page.
That is the absolute best thingyou do.

(01:20:54):
If you attend on Thursday, youwill be a convert by the end of
it.
This stuff's undeniable.
The value of it there's reallynothing argue with.
There's no downside to whatwe're doing.
We're leveraging governmentresources that we're just gonna
sit there and get wasted anywayswe're putting under use.
So it's something we're veryproud of and we know people
everyone's getting behind,because that's that's the kind

(01:21:15):
of project that it is and thekind of passion we throw behind
it.

Speaker 2 (01:21:19):
But I could just tell that you're deeply passionate
about everything that you do,and I think it's.
I'm inspired by the pain thatyou've turned into purpose and
and I always go back to likethis turn Purposeful,
accountable, leader or a pal youare.
You are a pal, and what thatmeans is being able to make hard

(01:21:39):
decisions when other people'swon't, but other is Turned in
pain into purpose and inspiringother people through that
purpose, and it's exactly whatyou're doing, brother.
So thank you for everything youdo, especially towards like
veteran suicide and andtransitions, because that's
something that's near and dearto my heart, and the format that
you provided and what you'regoing to continue to do.
I'm genuinely appreciative ofthis past hour and you know 20

(01:22:03):
minutes that we've had to talk,so if there's anything that you
ever need for me to help youwith your mission, and if I have
the capacity to do it, I wouldlove to do it and thank you
again.

Speaker 3 (01:22:13):
So no, thank you so much.
It was an absolute pleasure.
I love talking about this stuff.
They're important conversationsand and the cool thing about
folks like us is we are not justtalking about it Like we're out
there, we're presenting asolution.
It's not just dialogue fordialogue sake or action for
action sake.
It's meaningful action that'sgonna result in real change.

Speaker 2 (01:22:35):
Bill, thank you so much for being a Gaston tells
the leadership podcast brother.

Speaker 3 (01:22:40):
Thank you so much.
I really appreciate it.
Yeah, and folks could check usout on turning steelcom.
There is a Facebook page and aLinkedIn page.
The easiest way to get in thecontact with me if anybody wants
direct contact is throughLinkedIn, so go find me on there
and I will respond.

Speaker 2 (01:22:55):
I'm a testament to that.
He will respond.
That's how we connect it.

Speaker 3 (01:23:02):
But thank you very much, appreciate it.

Speaker 2 (01:23:05):
Have a great weekend, brother.

Speaker 3 (01:23:07):
Thank you.

Speaker 2 (01:23:11):
All right, team.
It's time for our after actionreview.
That was a phenomenal episode,with Bill in such a deep
Connection that he was able tokind of go through to show how
he was able to turn his pain andto purpose and make an Inspired

(01:23:31):
impact on this world.
And it's funny, I think wespent like an extra 30 minutes
after we got off talking.
I'm so deeply passionate aboutwhat he is doing with helping
transitioning veterans.
This is something that you needto go help and support and, if
you can like financially, whenhe creates a nonprofit
organization, go do it, becausethat is something that is Needed

(01:23:55):
today.
Again, our greatest resourcethat we have is our men and
women, and Transitions are scarybecause if we don't have a
direct task and the purpose ofwhere we want to go, that void
can often be filled by darkness,by fear, anger, depression, all
of those things and Ipersonally, that's the whole

(01:24:16):
reason I do this it really is isthat I'm trying to help build a
better leader, what I call apurposeful, accountable leader,
and if I can do that, it'llimpact thousands of lives,
potentially millions of lives,and that's my vision of pin
impacting 1 million lives tosave a life, because if we have
better leaders, they'll be moreengaged, they'll create better

(01:24:37):
cultures, they'll create betterworkforces, they'll help, be
there and be present and viewpeople as people and not just
Processes or a cog in the largersystem to produce a thing or a
widget.
You have to be engaged, youhave to be switched on, and what
he's doing with transitioningservice members is critical, and

(01:24:59):
how he was able to do that andShare the connection with his
brother and the legacy is tryingto build, for that is is
incredible and he's someone thatyou need to go follow and you
need to support.
So what was the first keytakeaway that I have?
And it's the transition.
This probably, honestly, is thebiggest takeaway that I've
gotten from this episode.

(01:25:19):
When you transition, there'sthree key characteristics or
Criterias that need to be metand number one we always have to
ask ourselves Is there acommunity there, really
accountability team there, thatcan help me when I go transition
?
You have to have what I call anaccountability tree, something

(01:25:43):
that is deeply rooted but alsohas large branches that can
provide shade.
Why?
Because Transitions areturbulent times.
They're scary, they'reuncertain, it's a storm, there's
a lot of things that are goingto come at you at a very rapid
and quick pace.
What you need to someone who isunwavering in their resolve and

(01:26:04):
support but also can provideyou resources and tools and
Mentorship and coaching alongthe way, and you have to have a
community.
Number two out of that ispurpose.
That is the decisive point whenyou transition into a new job,
let's say whatever it is.
But specifically leaving themilitary, transitions and

(01:26:27):
finding purpose, I believe, iswhat makes or breaks the success
of that.
Purpose is so deeply ingrainedin us when we're in the military
because we have a distinctpurpose.
We know when we're gonna get upin the morning's, we know what
we're gonna be doing throughoutthe week, we know what we're
training for.
We have a deep level of purpose.
But when we get out, we losethat and I understand that.

(01:26:49):
Me transitioning out of theinfantry and acquisitions, I
lost my sense of purpose Becauseit was so focused on people and
then now I wasn't leadingpeople anymore and that's one of
the reasons that I went intothis is because I have to have
that outlet of Bringing value topeople and I understand that
purpose is absolutely decisive.
So you need to understand whatthe mission is Before you make

(01:27:12):
that transition.
And then the last one with thattransition piece is certainty.
You have to have the mentalclarity that if I go do
something, it's gonna provide mea stable paycheck, it's gonna
provide me a house for my family, it's gonna be something that I
can do for a very long periodof time and I don't have to
worry about that.
Because when we can do thosethings, when we can connect the

(01:27:35):
certainty of what we want to do,we can have a distinct purpose
and understand the mission andwe have a deep level of
community or accountability,partners or pals, purposeful,
accountable leaders that canembrace us in that journey, in
that turbulent time.
That is what allows us to winand In transitions, and that

(01:27:56):
formula that Bill shared can beUniversal to any transition you
have, and I love it because it'sso simple.
It follows the kiss rule keep itsimple, stupid, right.
These are the three checks thatyou have to understand, the
three blocks that you need tocheck.
If you can do those, you willbe successful in any transition

(01:28:16):
that you do.
All right, team, do me a favor.
If you like the content thatI'm pushing out, make sure you
share my podcast, make sure yourate it on whatever platform you
listen to go follow me onsocial media.
All of these are live streams,so if you want to go watch this
in real time, you can go to myyoutube channel tells the
leadership and see this fullepisode.

(01:28:37):
It doesn't have the a are theopening comments.
It's just the full beatenpotatoes of the episode.
But you also can go toMacmillan leadership coaching
Dot com and get a full blog thatsummarizes the key points
within this episode and findadditional resources there.
And the last thing, if you feelso inclined to do so, you can
support or donate to the show,and everything that I make goes

(01:28:59):
back to Producing better content.
I do not do this for financialgain.
I do this to seek purposereally within my life and try to
make a bigger impact ofcreating more purposeful and and
accountable leaders team.
As always, I am your host, joshMcMillian saying every day is a
gift.
Don't waste yours.
I'll see you next time you.

All Episodes

#79 William Leahy - Charting a Path for Veterans in American Manufacturing Excellence

Episode Transcript

Popular Podcasts

Stuff You Should Know

24/7 News: The Latest

Crime Junkie

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}#79 William Leahy - Charting a Path for Veterans in American Manufacturing Excellence