Episode 211 with Daniela Todaro and Max Ceron

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
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Happy welding.
Hello and welcome to anotheredition of the CWB Association
podcast.
My name is Max Ceron and, asalways, I'm out there scouring

(01:08):
the nation and the globe for themost interesting stories I can
find.
Today I have a wonderful personwho's been an elusive species
to get on the show, but I haveher today and I'm not letting
her go.
We have Daniela Tadaro, who isthe current president of Quality
Plates and Profiles Limited.
Daniela, how are you doing?

Speaker 2 (01:26):
I'm wonderful, Max.
How about you?

Speaker 1 (01:28):
I'm doing great.
I know you already know thisand I know our listeners
probably already know this, butI'm surrounded by Danielas, so
my right-hand woman, danielaTorelli the company wouldn't be
as successful without her, to behonest and you, daniela Todaro.
Last year, when we were workingtogether on projects, there was

(01:51):
a lot of confusion between allthe DTs out there.

Speaker 2 (01:55):
Hey, it's a wonderful place to be, max, so you know I
wouldn't be upset by it.

Speaker 1 (01:59):
Well, and my daughter's name is Daniela.
So you know, there's Danielathere.
It's a beautiful name, name isdaniela.

Speaker 2 (02:05):
So you know there's, uh, daniela's there.
It's a beautiful name.

Speaker 1 (02:06):
Let's just say that, thank you.
So, daniela, you know I've metyou through awmi, which we're
going to get to um.
We've had a number of peoplefrom awmi on the show.
Now we're big supporters, weare corporate sponsors.
Now we're just we're upping ourtier this year.
Actually, I think we're goingto gold um to to be better
supporters of the greatorganization.

Speaker 2 (02:24):
That's wonderful.

Speaker 1 (02:26):
But for yourself, for the people that don't know who
Daniela is, let's start withyour backstory.
So, to be president of such afantastic company, how?
The heck, did you start?
Where are you from?
Where were you born?
Where's your roots?

Speaker 2 (02:44):
Yes, I often wonder that, myself Born and raised
here in Ontario, Canada, youknow I started actually very
humble beginning.
I hate to admit it, but Istarted 21 years ago in this
industry.
It makes me feel old, you know,but but I'm not.
And you know I started verysimply keying orders for

(03:06):
trucking and for a big servicecenter and scheduling logistics
Right Very, very simple stuff.
I had an aptitude to want tolearn the business.
I dived in, I was very vocalabout what I wanted.
Maybe sometimes too much so.
I wanted, maybe sometimes toomuch so, but I'm here today and

(03:29):
I think having that vision,having, you know, that laser
focus on what it is that Iwanted to achieve, helped me
along my path.

Speaker 1 (03:35):
Well, it's crazy because I see two kind of
opposing angles here.
First of all, how did you getinto trucking logistics?
I mean, that's not something onthe pegboard in grade five when
they're like what do you wantto be when you grow up?
I want to do logistics fortrucking.
So what was the connection thatpulled you into that industry
in the first place?

(03:55):
Did you go to school forlogistics or management?
You know what.
You know, I guess.
What was 17 year old Danielathinking in high school?
Thinking she was going to be?

Speaker 2 (04:07):
It's funny.
You ask that I wanted to be abig corporate CEO at the time
and I don't think my dream haschanged much in that regard how
I got in.
Really, it's just networking.
It's about reaching out topeople that you know.
Funny enough, they said, yeah,I have a job in customer service
and so I started throughcollege.

(04:31):
I started, you know, working andlearning businesses and you
know, just kind of found that,found my way into things.
Right, I would ask a lot ofquestions and I still ask a lot
of questions.
I would ask a lot of questionsand I still ask a lot of
questions.
And you know, I found my wayinto logistics because I would
propose ideas, right, and Iwould say, well, what if we did

(04:51):
it this way?
And what if we tried somethinga little bit different?
And I've had some really goodleaders over the years.
That that's with it, right.
And so you know what?
I think you might be good atthis.
Why don't you try your hand?
So a lot of people, you knowthey're trusting me, which I
think is really important.
And then I, you know, had toprove them right.
Right, I couldn't fail.
So I would just jump in, divein.

(05:13):
And so, yes, logistics taughtme a lot.
It is probably one of the mostthankless jobs.
You can never keep everybodyhappy.
There's always somethingfailing or falling through the
seams right.
So logistics is not an easyplace to start, but it taught me
a lot on determination andperseverance.
And then, once I got that underthe belt, you know it was just

(05:35):
what else is next right and Ithink that's the key thing in my
career path was always pushingand finding that next level,
always trying to challengemyself into the next role and
always looking forward right.
So for me, it was not just thebook, the role I'm doing, but it
was you know what's the nextone above this one.
So, as I'm perfecting what I'mdoing currently, you know how do

(05:56):
I prepare for what's comingafter this.
Because once you get to that,that essential part where you
become an expert at what you'redoing, then it's so difficult at
that point to then startpreparing for what's next right,
because you can become reallygood.
So I think that was always forme.
That was always what I did is Ialways just jumped into things

(06:19):
and kind of went.
I'm going to trust in myability to figure this out, and
I did of went.

Speaker 1 (06:25):
I'm going to trust my ability to figure this out, and
I did.
You know, how do you, how doyou find that that cycle, that
ebb and flow of build, grow,jump, because I find that I like
that cycle myself.
I feel like all you know,people that have gotten to, you
know, upper management, seniorleadership roles, have kind of a
similar backstory where it'slike they started somewhere,

(06:46):
learned to do it really well,but at some point you got to
realize that I got to jump andyou don't have to, because you
could be very happy doing thatjob very well for the rest of
your life, probably be paid well, everything would be fine, food
on the table.
But there was something inDaniela that you, you know,
you're learning logistics.
And logistics, I will tell you,is, I agree, is thankless,

(07:09):
because the only time you everthink of logistics is when it's
wrong when it's going right whenlogistics is good, you don't
care.
Things are where they'resupposed to be.
When logistics is wrong.
That's when suddenly you're madat somebody right now for
yourself.
You know you get into thisnumber one it's already
extremely male dominated worldtrucking that you get into the

(07:29):
logistics side, you startvoicing your opinions, you start
getting that trust, that growth.
At what point do you startthinking maybe I'm capping out
or maybe I'm looking for thenext thing?

Speaker 2 (07:42):
So for me, it's always been self
awarenessawareness right.
I think self-awareness is verykey, knowing who you are.
And the funny thing is, onceyou figure out who you are, you
eventually grow right.
So as the years go by, youbecome and evolve into a
different person than you werebefore.
So it's always aboutcontinuously understanding what
it is that you want and thatchanges over time, right?

(08:04):
So for me, having that goal ofwhere I wanted to get to has
been kind of like the lighthouseor the guiding star, right?
It's been my beacon that Icould follow over the years.
So I've always been under thephilosophy that if you build a
really strong foundation foryourself, it's going to get you

(08:24):
places.
And I've always wanted to knowhow the job was done.
Even if I wasn't directlyinvolved in the job itself, I
dived into it, right.
I wanted to dissect it and Iwanted to understand it, because
there's, you know, even today,there's nothing that I would ask

(08:45):
somebody to do that I don'tfully understand what it is I'm
asking for, right?
So for me it's just a curiousnature, right, and I think I
always kind of ask a lot ofquestions.
Some people help you out, somepeople don't, and that's okay.
And I've never been one thatshied away from asking just
because I was going to get a noit just meant.
I asked somebody else right.

Speaker 1 (09:01):
There's an old saying if you don't ask, you don't ask
, you don't get right.
Pretty simple.

Speaker 2 (09:06):
Well, exactly, and I think that that's me.
But I think you know it took me.
It took me a while to learnthat that was not something I
understood from a young age.
You know I I have a little bitof a traditional kind of
upbringing in terms of keep yourhead down, work really hard,
somebody's going to notice you,you know.

(09:27):
So, as much as I do put my handup for projects, I may do voice
ideas.
You know, I wasn't always theone that was saying look at what
I accomplished right, and lookat how much I achieved.
I assumed that it was beingrecognized over the years and I
think you know that was a bit ofa deterrent to my growth at a

(09:47):
certain point.

Speaker 1 (09:49):
And when.

Speaker 2 (09:49):
I started to realize that you needed to be your own
advocate.
Right then it started thingsstarting to move a little bit
faster for me, and I think thatis key, especially with women.
We don't necessarily advocateas much as our male counterparts
and I think, by the way,advocating for yourself is good.
Right, I know there was alwaysa negative connotation on

(10:11):
advocating for yourself.
Everybody's like well, you gotto be humble, and it's not that
you're not being humble, it'sjust letting people know what
you've accomplished.
And actually, a really goodmentor of mine she once told me
she said are you updating yourresume every year?
And I looked at her and I'mlike no, why would I update my
resume every year?
That seems such a tedious task.

(10:31):
And she's like because everyyear you accomplish a whole
bunch of things that you set outto do.
And she said do you keep trackof what you accomplish?
And I had a really hard look atmyself and I went well, you
know, I know them.
She's like, but no, you put themdown on paper and then you show
your boss right and and I wasreally taken aback by that

(10:53):
because I thought you know whatI'm not doing, that I'm like,
but he knows, and she says, no,you know, it is something to
know something, but then toactually have it in writing
right and she's like keep trackof it, and she goes celebrate,
celebrate what you'veaccomplished, especially if
you've hit off a lot of keygoals that you had.
It's very important for you andfor your growth and I followed

(11:15):
it every single day since shetold me that we had that
conversation.
I've been following that.

Speaker 1 (11:21):
I love that.
I love that you know, back homefrom Chile, there's a thing you
throw yourself a parade.
It's a concept of you know it'sokay to celebrate.
You know it's okay to celebrate.
And celebrating a win issomething that doesn't need to
be done alone.
You can celebrate wins withpeople around you and it also
sort of exposes the people thatare your supporters, because you

(11:44):
know, if you're like hey, hey,I did this awesome thing, the
supporters are gonna be likehooray, good job.
But the people that aren'tsupporters are gonna be like oh,
you know they're, they're nothumble, they're not this,
they're bragging.
But that's also good to havethose people on the radar, right
like it's good to know you knowalso who's who's maybe gonna be
not on team, you right?

Speaker 2 (12:05):
Absolutely.
It took me a long time torealize that too right.
It is so important to find outwho your support team is, and
it's actually not difficult,right, when you start paying
attention to other people, andyou're 100% right.
The ones that are the ones thatare congratulating you and
reaching out to you and sayingthat was fantastic, versus the

(12:26):
ones that you never hear from.
I mean, it's as simple as thatand you know, really, kind of
surrounding yourself with theright people and I think you
know you hit the nail on thehead.
Right there is who you surroundyourself with is equally as
important as you know thetechnical side of it or learning
the skills part of advancing inyour career.
It's your community, right,it's your environment, it's what

(12:49):
you know.
And a lot of us always sayenvironment, right, is something
you know we're thrown into, butit's not.
It's something that we chooseand we don't realize the power
we have in making that choice.
Right, it's, you know.
A lot of people say, well,that's the culture and that's
just you know, this is just theway things are, um, but we, each

(13:10):
of us, have the choice to makea difference for ourselves
that's right.

Speaker 1 (13:13):
That's right.
I love that.
Now you said you came from a, atraditional sort of family.
In in that family structure,you know what are they thinking.
You know your family, your mom,dad, your sisters, brothers,
whatever you have at you gettinginto this trades realm.
You know you get into trucking,into logistics and I mean I

(13:35):
wouldn't put you at over fivefoot one maybe I, you know, I'm
kind of it might be a stretchthere.
You know a young woman gettinginto these kind of rough and
tumble areas and and you'recoming in with kind of a mission
.
You're kind of an arrowshooting out of a bow.
What was your family thinkingof your of your career path and
choices?

Speaker 2 (13:56):
so, first of all, your accuracy on the height is
amazing.
Well, I'm only five, five.

Speaker 1 (14:01):
So I, you know i".

Speaker 2 (14:02):
So I sort kings and queens Small, but mighty is what
everybody keeps telling me, soI'm just going to go with that.
So my family thought I wasabsolutely nuts.
My family is a bunch ofentrepreneurs that own their own
business and don't have a boss.
And when I came out of highschool and I said to them,
listen, I want the corporatelife.

(14:24):
Came out of high school and Isaid to them, listen, I want the
corporate life.
They all looked at me like whois this child and she doesn't
belong to us any longer.
Where did she come from?
But I said no, I fell in lovewith the structure and just the
grandness of being in acorporation, the different
levels, the complexity ofachieving the different levels.

(14:48):
It all appeals to me and I said,you know what, like I've
watched everybody around me and,it's funny, even my husband's
family.
I mean, they all own their ownbusiness, surrounded by people
in private sector.
Right, and so know, like I, Iam kind of the one that is often
misunderstood in, uh, in myfamily, uh, but yeah, they, they

(15:11):
eventually, over time, realized, right, I mean, I started, like
I said, I started very entrylevel position and, uh, I
honestly thought they, theythought I wasn't going places.
Um, you know, they saw theclimb, they saw the
determination, they saw me everyday, day in, day out, making
progress and doing it quiterapidly, right.

(15:34):
And so they realized, you knowwhat she?
I think she found her path inlife.
And so now, you know, nowthey're very proud of me.
I hear it all the time from myparents they can't be more proud
.
So now you know, now they'revery proud of me.
I hear it all the time from myparents, they can't be more
proud.
They still have no clue a lotof times why I put up with what
I do or what I do what I do, butI know they're very happy for

(15:55):
me.

Speaker 1 (15:56):
Yeah, I'm not even sure my parents even know what I
do, to be honest.
But you know, for you, once youdecide that you want to go
corporate which I mean is adecision I didn't make that
decision until I was in my 30sand I had been a business owner
and I had been an entrepreneurand I had worked in both for
people and for myself.
But still, the thought of beingcorporate, going for the

(16:18):
C-suites, those things, that's awhole other game.
Right, that's a whole othergame.
And when I decided to make thatchoice and I mean I guess
that's kind of a lie I had acompany kind of make that choice
for me.
They were like you know, youhave C skills, you need to climb
up, but I was lacking a lot ofthe education, coming from
trades industry, and I had to goback to school night school to

(16:39):
learn a bunch of stuff, becausethere's a lot skills to to work
within the executive world thatyou don't get out of university.
You don't get it.
You know working on the floor.
Where did you start picking upthese skills to navigate the
corporate world?

Speaker 2 (16:58):
because they are a different set of skills oh,
absolutely, and then sometimesyou don't realize it, um kind of
the political arena that you'restepping into at times, um, but
you know, you learn as you, asyou go.
You find the right people that,like I said, your supporters we
talked about, um, those willreally help you navigate through

(17:19):
.
Uh, I've always been big onlearning.
I I take certificate programs,I do like Harvard Business
Online.
I'm always learning.
If I can jump into a program, Iwill, but for me, it's about
really understanding the gapbetween what I'm doing and what
I want to do, right.
So moving into different areasthat I'm not comfortable with is

(17:44):
important for me, right.
And it's important for me tofind people that are currently
in those roles.
So I reach out to a lot ofpeople in the roles and I really
start building thatrelationship with them and I
start understanding how it isthat they go both their day.
One of the things that I think alot of us do is we always want

(18:04):
to reach for the next position.
You know, if you're not inmanagement, you want to get into
management.
If you're not in a director,you want to get into director
position.
But a lot of us don'tunderstand what it entails,
right.
So when we get there, you lookback and you go, oh, this is not
at all what.

Speaker 1 (18:21):
I want to do.
I thought I would be solvingthe problems I had instead of
just having a whole new list ofproblems on my table that I
never even thought of.

Speaker 2 (18:31):
Right.
And so I think for me it'sabout understanding the good and
the bad of the role, right, andI don't want to just hear good
things, I want to understandwhat is a day to day, what do
you have to deal with, what areyour struggles, what are your
challenges?
And I really, you know, when Ifind these people that open up
to me and there's a lot ofpeople actually that are willing

(18:51):
to open up about their rolesnot just gloss over and tell me
you know all the good stuffabout it, but really say, well,
this is what my day looks like.
And then when I dissect thatand I go, okay, so this is the
role, this is the challenge.
And funny thing about me is Iseem to like to gravitate
towards the challenge, right.
So the bigger the challengepresented in front of me, the

(19:13):
odds are that I'm going to getdrawn closer and closer to it.
So that for me is, I think, youknow, navigating corporate is
really just about understandingit, right.
And you know, like I said, youdon't have to do every single
role but to have a goodunderstanding of how it
intertwines.
The other thing, too, that Ifound very helpful is I'm an

(19:36):
introvert by nature.
I've taken so many tests andI've come out introverted.
Almost every single time my sonlikes to say well, you kind of
toggle the line, you're anintrovert, but you do really
well in social settings.
Well, thank you.
You know, I've learned tobecome an extrovert, but by
nature I like quiet and I likesolitude and I like to think.

(19:58):
So I have been able to come outof my shell because I you, you
know I read a lot about it andand I I invest my time to, to
practice, as I like to call itright yeah, to work on it, but
like I, come, you have to workon it and when you come out of
like sometimes I come out ofthese big social events and I am
so drained and you see, otherpeople that

(20:18):
are extroverted, that are readyto go, like they are just pumped
and excited and, you know it,it builds them up so that.
So I know where my limitationsare and and because of that I
pair myself up with extrovertedpeople and I keep extroverted
people around me because I relyon that as a strength, right.
So extroverted people are greatbecause they're great

(20:40):
connectors.
I mean, they can connect you toso many people around you, and
that's what I do, right.
And so in order to navigatekind of that corporate chain,
you really do need to understandit, and I think not just from
your level, from all levels.

Speaker 1 (20:57):
Right?
Well, let's go back in time nowbecause I want to see the
continuity of this timeline.
So how long were you in thelogistics gig with the trucking
company to see the?

Speaker 2 (21:05):
continuity of this timeline.
So how long were you in thelogistics gig with the trucking
company?
So actually it was through aservice center that I did their
logistics.
It was pretty straightforward.
I had two trucks at the time Iwent, one truck went one way,
one truck went the other.
And then of course there was allkinds of issues in between, but
soon we grew, the fleet gotbigger and bigger and larger.
So I was there for, I wouldwant to say, about a year before

(21:29):
I started moving into otherareas of the company, and I
think that's key.
Right is the timeline.
Especially when you have a goal, and you have a goal as big as
my goal is, you need tounderstand that you cannot spend
three to five years in each oneof these positions, because if
you do, you're never going toachieve it, you're just going to
run out of years.
So for me it was a matter ofyou know, being in it,

(21:52):
understanding it, and sometimesI would take things on on the
side, right?
So I couldn't necessarily likeit'd be ideal if all of a sudden
you learned and then you gaveit up, and you know timing
doesn't always work that way.
Companies really don't want youmoving around because it just
causes them chaos, because theyhave to find your replacement.
Disruption yeah, yeah, but forme sometimes it was adding right

(22:12):
, so adding additional, addingadditional tasks to my plate,
being able to so, once, once youmaster something, like you get
or it does not have to bemasterful, but once you get
really comfortable withsomething, you get good and
you've got a routine and you'vegot a rhythm.
You know, for me it was alwaysabout, well, can I do something
else?
Like, is there something else Ican do?
Can you add something?

(22:36):
And you know, and it was aboutyou know, I really quickly
started supervising teams, right, and they said, okay, well, if
you could do that, like, let'sget you over here.
And then so I started.
I started managing, actuallysupervising at an extremely
young age, in my early 20s.
Right, which is, first of all,was not easy to do because I was
growing as a person myself inmy career, but then I was also

(22:56):
responsible for others.
However, it did teach me a lot.
I remember saying at the timeyou know, I just need a moment
to work on myself.
Lot, I remember saying at thetime you know, I just need a
moment to work on myself,because I'm working on a team
and I have a team that I'mresponsible for, and then there
was a period in my life where Ididn't have a team any longer
and man did I miss it and theonly thing I wanted was to have

(23:18):
people to help develop it.
And for me, leadership isextremely important, because I
know that it's a privilege to bea leader.
Right, it's not a right, I meanyou get to the level that I'm
at, you really want to work withpeople.
You really want to developpeople.
I've seen a lot of leaders thatget to this position and they

(23:41):
don't find any enjoyment frompeople.

Speaker 1 (23:43):
And I think they're in the wrong place.
They're coasting, yeah, yeah.
So for me it's about the typethey don't find any enjoyment
from people, and I think they'rein the wrong place, yeah, yeah
yeah.

Speaker 2 (23:46):
So for me, it's about the type of leader I want to be
, and I'm always.
I'm always learning for me.
I like self-help books.
I like learning about differentleadership styles.
When I bring managers on, thefirst thing I say is okay, so
you need to pick your leadershipstyle and they look at me and
they're like what are youtalking about my leadership
style?
and I said there's so many outthere, there's so many books
that you can read on what typeof style that fits you best.

(24:10):
And I said, once you understandyour style of leadership right,
and the type of leader you wantto be, I said then it becomes
easier, Right.
And so for me, I'm very muchlike a servant leader.
I like developing people.
That is the most enjoyment Iget out of my day is watching
people grow and, you know,challenging them to hit their

(24:32):
full potential Right.
And so I take that veryseriously in everything that I
do.

Speaker 1 (24:38):
That's awesome.
You know, I literally have mybehavioral report in front of me
right here, because I also I dothem on myself periodically
just to see how I've beenchanging as a person, to see if
there's gaps in my style ofleadership, because it has
evolved as I've gotten older.

(24:58):
And for yourself, you know yougot into leadership young, so I
feel like leaders need to lead.
It's just either not everyoneis built to lead and not
everyone is meant to lead, noteverybody wants to lead.
So when you have someone thatwants it, is built for it and is
going down that path, you wantto support them.

(25:20):
You want them to be the leadersbecause we need them.
Right For yourself to get intothis role so young, you must
have had pushback want tosupport them.
You want them to to be theleaders because we need them
right for yourself to get intothis role so young.
You must have had pushback.
You must have had some.
You know some 40 year olds thatare like I'm not letting this
21 year old tell me what to do.
Who are you?
You know how did you deal withthat as a young person, or even

(25:42):
even today, for for real, forreality's sake.
But you know, as a leader, howdo you deal with the, the
pushbackers?

Speaker 2 (25:50):
Yeah, you know we could talk about adversity and
the challenges I've had to face.
That would be a whole notherpodcast.
But I think the key there isyou know there's probably there
was there's numerous times in mycareer where I was probably
almost fired.
But it's a matter of knowingwhat you want and it's a matter

(26:16):
of finding a path to it.
Sometimes the direct path isnot always available.
There's too many obstacles init, but then you look to go
around right.
And so there's always otheroptions on things, and sometimes
it's completely blocked and youhave to shift gears.
There's been times in my careerwhere the path I thought was
going to get me to where Iwanted to be didn't right and I

(26:39):
had to pivot.
I literally had to go back tothe drawing board and said this
is not working.
Uh, what else can I do?
Where can I go?
But it's understanding whenyou're roadblocked, right um,
because it happens, it happensand there's there's sometimes
there's no way around it, asmuch as you want to try.
And I'm a fighter, right.
So for me it's like I will goto very end, right I?

(27:02):
I don't like failure, but Ireally, you know, I I understood
at a certain point that it'snot failure.
It's failure if I continue tostay when I know there is no
hope of moving forward.

Speaker 1 (27:15):
Right.

Speaker 2 (27:16):
So I think that for me was essential is knowing you
know, knowing when to shift theenvironment, because the
environment won't shift.

Speaker 1 (27:25):
Yeah, that's a great point.
You know I've said it a milliontimes on this podcast I
actually don't even believe infailure.
I went to university forphilosophy and the concept of
failure is something that's verymodern and created by humans.
To basically put things down Innature.
Failure doesn't exist.
Nature is not a natural concept, right, it's something that

(27:47):
we've created as humans.
So for me, failure is not evenon the board.
It's either you tried and yougot your outcome that you wanted
, or you didn't get the outcomeyou wanted, but you got an
outcome.
There was an outcome.
It may not have been what youwanted, but what did you learn?
You know how far off were you.

Speaker 2 (28:03):
What are the?

Speaker 1 (28:03):
processes Because you make the corrections you need
to.
Now I think that in a lot ofways you and I are sisters,
because I generally stay at mostcompanies and this is me
looking back at my career now,five to seven years.
It's kind of like my windowthat I'm with companies and not
because I leave companies angryor upset or I've never burnt a

(28:25):
bridge.
Every company I've been withhas been good.
But I get to a point where I'veworked the systems out, I got
it running smooth, everything'scool, and I'm starting to get
bored, which is not a funfeeling for me when I'm a hyper
person.
So it's like I should be happyin my chair being like
everything's running smooth.
But I go the opposite way.
I'm like I need to do somethingelse, like I got to find that

(28:48):
next challenge yeah.

Speaker 2 (28:50):
Yeah, and the exact same way I am.
It's funny the minute I getbored, I know that's time.
Right, that is my trigger.
As soon as I get bored, Ialways say it's like things run
too smoothly, and then I'm bored, right, I want to find the
challenge.
I'm always chasing thechallenge because I know that
when I'm bored I'm not growing.
Right and I think that is a keyis understanding yourself and

(29:14):
understanding what motivates you.
But you're right, I mean, forme it's the exact same thing as
I need that constant challengeto keep pushing me forward.
You know, otherwise it's it's.
I don't feel useful, I don'tfeel like I'm I'm living up to
my full potential.

Speaker 1 (29:31):
Now, in terms of maybe, I mean this might be a
great time for a break, but inyour continuity, your timeline
here.
When did you get into the steelindustry?
Because you know this is how Iknow you is your connection to
the steel trade.
At what point in your careerdid you make that jump into the
steel trade?

Speaker 2 (29:57):
so I always say to people I was jokingly saying to
people that you either there'stwo ways to get into the steel
industry either you knowsomebody and they, they make you
come in, they put you in, oryou accidentally, um, you
actually fall into the steelindustry and you can't find your
way out.
Um, so I'm, I'm the second, I'mthe second part, like I wasn't
looking to get into the steelindustry.
Uh, believe it or not, it was a,an ad that I saw posted and it

(30:18):
was like seven kilometers fromhome and I thought, okay, let's,
let's try this out, you knowyou gotta start somewhere after
school, right, um, and you know,once you build up the knowledge
, I think there's there's somuch potential to the steel
industry because I, I feel like,even though it's slow to evolve
, um, there's just there's somuch potential to the steel
industry because I feel like,even though it's slow to evolve,
there's just there's so muchpotential here, right, and it's

(30:40):
like the unkept secret or youknow, like it's why aren't more
people coming into the steelindustry?
There's lots of jobs here.
Yes, there's a lot of adversityat times too, but there's just
so much for young people, uh, inthis industry, right.
So, uh, I, like I said, I, Ikind of fell in, I didn't know

(31:01):
what I was getting myself into,uh, but 21 years later, I'm
still here and I haven't left.
And and it's funny because alot of people who know me say
you know, I would never pictureyou doing that, uh, and I said,
yeah, neither, neither did I,but yet here I am.

Speaker 1 (31:16):
Well, I think the key takeaway is that hopefully
fingers crossed this next wholegeneration of people you know,
your age and under now have anexample of.
I can see myself in that job.
You know if people are lookingat you, daniella, and saying I
would have never seen you as CEOof a major company in the steel

(31:38):
industry, well, hopefullyyou've changed that bias for the
next generation and people willsay I do have an example of a
strong, independent woman who'sa CEO of a steel company.
I saw her on a podcast, I sawher at a conference, I saw her
at a thing you cause.
It's always easier to be whatyou can see, right yeah and and
it's, it's, it's hard to, it'sreally hard to dig out your own

(32:01):
niche independently.
That is, that is a lifetime ofwork.
But to see something, to see apath laid out already that makes
it so much easier for someoneelse to continue down that same
road, right no, absolutely, butnot CEO.

Speaker 2 (32:16):
Yeah, almost not quite there president still got
some years ahead of me toachieve that level, for sure, um
, but I'm working on it andthat's.
That's the great thing is I'vegot a lot of uh mentors that are
helping me try to achieve that.
Um, you know, and I take a lotof of course I do a lot of
reading uh, but you're right,you know, getting into this
industry a lot of of course I doa lot of reading uh, but you're

(32:37):
right, you know, getting intothis industry it was such a
challenge because there weren'ta lot of women right in those
executive roles.

Speaker 1 (32:44):
It was.

Speaker 2 (32:44):
It was tough.
There was a lot of women inkind of I call it the middle
level and your sales and yourpurchasing and your HR functions
your accounting right.
You're a man admin um, but therewasn't a lot in the executive
level, so it's funny, every bossI've had has been male until
until recently when I've madethis shift.

(33:05):
Um, our ceo, um over at candirector, which is a parent
company for quality plates andprofiles, is a woman right, and
this is the first time that I'veactually had to report up to a
woman um who then reports intoanother woman, and it's
fantastic, it is.
It is such a breath of freshair.
I'm not saying that my malecounterparts haven't helped.

Speaker 1 (33:25):
I mean, I've got here somehow, right it would be like
me stumbling into a job wheremy boss is spanish and I can
speak my first language.
There's a inherent comfortthere for being with someone
with the same background, race,ethnicity, whatever gender right
.

Speaker 2 (33:41):
Absolutely, and what I'm saying there is it's
refreshing to see that it'schanging.
It's refreshing to see thatthere are more women that are
getting into the industry, whichis nice.
And, like you said, if you cansee it, you can be it.
I've often said that line.
It is so incredibly important,right?
So you know, for me, you knowI'm very lucky to have found the

(34:03):
environment I am right now and,like I said, I'm four and a
half months in on the job.
It's very early beginnings forme.

Speaker 1 (34:12):
All right.
Well, let's take our break nowfor advertisers, and when we get
back from the break here, we'regoing to get into Daniela's
role with her company, what shedoes, how she got there, and
then also we're going to talkabout her involvement with AWMI,
which is how I met her.
So don't go anywhere.
We'll be right back here on theCWB Association podcast.
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(36:03):
My name is max drawn and I'mhere with daniela tadaro.
Uh, coming to us from the gta.
I think you're in the gta.
I just I just assumed, butwhere?
Where are you right now?

Speaker 2 (36:13):
uh, right now we uh quality placement is actually
out just outside of Guelph, inPushlin.

Speaker 1 (36:19):
Okay, cool, cool.

Speaker 2 (36:20):
Just outside of the GTA.

Speaker 1 (36:22):
All right, all right.
So thank you for being with metoday.
Right before the break, we weretalking about you know the
trajectory of your career rightNow, before this job with
Quality Placing Profiles.
What were you doing?
Because when I met you, youwere.
What was the position you hadprevious?

Speaker 2 (36:41):
oh, I was a general manager for about a little over
four years, uh, for anothercompany in the service center.
So so each one, like I've onlybeen working at three companies,
uh, believe it or not.
And and it's just funny, yousaid your time span was five to
seven years at a company.
It seems like mine, you knowmine is always 10 years, yeah,

(37:05):
and so this is the third companyI've been at and I don't move
around a lot in terms ofdifferent companies, but I do
move around inside the companyquite quite a bit in my history
terms of different companies butI do move around inside the
company quite quite a bit in myhistory.
So yeah, so in the last decadeof my career, you know, I was
anywhere from being on the salesdesk to you know, sales manager

(37:26):
, product manager, generalmanager.
So I did a lot of differentroles in that 10 year time span.

Speaker 1 (37:34):
And then what made you make the jump?
You know, like I'm sure youknow, we were talking about
looking for the new challenges,like would you have gotten the
same opportunity with where youwere, or was this to chase the
position, or was it for thecompany?

Speaker 2 (37:51):
A little bit of everything, I think, in that
answer.
For me it was knowing when itwas my time right and knowing
that I needed to grow.
And sometimes it's unfortunate,but sometimes things don't
always line up the way you wantright.
It was just going back tounderstanding your environment
and understanding what it isthat you need, what it is that

(38:13):
you need, you know, and as muchas I wanted to continue to stay,
I knew that I needed toprogress forward, right.

Speaker 1 (38:24):
And so for me, it was the opportunity.
Now you are also involved withAWMI and you've been involved
with them for over 10 years now,so your career is at about a
21-year mark.
You said so half your careeryou've been connected with the
Association for Women in theMetal Industries group.
What connected you to them 10years ago, 11 years ago?

(38:45):
What was it that?
Did someone bring you in?
Did you?
Was your work?
Did they send you?
How did that work for you?

Speaker 2 (38:53):
So at the time my company, they sent me there.
I was, I was brand new, I wasso green to the industry, uh,
and they said, hey, do you wantto go to these meetings?
And I thought you know whatthis is.
I said, sure, right.
And like that, that's, that'salways me, like I always try
something new stuff there forlong.
Yeah, but I'm gonna, I going totry it out.
And so you know, I went to themeetings, I listened to the

(39:17):
speakers, I watched the womenrunning the chapter and I just
thought this is wonderful.
At the time, like I said, I wasyoung and I was green and the
thought of doing that one day,it was kind of a little bit
intimidating.
I'm not going to lie, and Ithought no-transcript you to

(40:21):
fill the treasurer role.
Uh and I looked at her and Iwent.
You know, I like making money.
I don't necessarily like youknow keep a track of it on the
book.
Um, and I said I don't havethat skill set there.
I'm like I'm on the other endand she said no, you know, I
think you'd really enjoy it.
We can really use you and yourskill set.

(40:43):
So I joined the board and itwas, I think, five it was five
years ago and I loved it.
I mean what it taught me?
And you're never too young tojoin a board, like I thought.
I thought I was.
You know like, how am I goingto do that?
Look at these women.
But it's the women that makeyou better.
It's having access to all thedifferent skill sets, right?

(41:05):
So that was kind of amisconception of mine early on
where I thought, no, I don'tknow enough to be relevant,
right, and that's not the case,right.
So these boards, you learn.
You learn by the people aroundyou, uh, and and you try
something different, right?
So what I like about being onthe board is is I found out that
actually I'm not that bad atbeing a treasurer.

(41:25):
It was not as daunting as Ithought it was going to be, um
it was.
it was challenging, for sure,but it was a new skill set that
I got to learn and I got to trymy hand at it and, to be honest
with you, then be able tounderstand it now at work right.
And these are a lot of skillsthat you're learning through the
AWMI you can bring back to yourjob right.

(41:47):
So it's kind of training you inadvance.
Like I said, you're alwayspreparing for the next tool
Sometimes you don't know whenyou're going to need it right
preparing for the next rolesometimes you don't know when
you're going to need it right,and sometimes you know you look
back and go hey, I do haveexperience with that and it does
help you.
So from treasurer I jumped intothe vice president role and I'm
president of the Toronto chapter, which was my former role, and

(42:08):
I previously held and just movedinto regional director right
now Northeast Regional Directorfor the awi.
So um, now continuing to grow,even with the association, as
I'm growing myself with my owncareer.
It has helped me along the wayand I think one of the biggest
things that has helped meovercome is, um, my fear of

(42:29):
public speaking, which a lot ofpeople every time I've I've
gotten you to do it.
You've done a great job oh well,thank you, I I don't, I don't
feel that way.
I I've always been very I thinkit's my introverted self going.
Really, I gotta talk to peopleright now.
Um, it was always verychallenging for me and and so on
the board hosting these events,uh, like, I was always the

(42:52):
behind the scenes, like let mecreate the budget right and like
let me, let me you know, let meyou know, like kind of drive
the sales team, or let me figurethis out from the you know kind
of a leadership perspective,but yeah, but I mean being in.
It's funny because, you know,being a chapter president, you
are very much in front of a lotof the events, right, so you

(43:13):
have to speak front of a lot ofthe events, right, so you have
to speak.
So it has made me a lot morecomfortable doing this, which
has actually translated reallywell in my career, because, as I
was continuing to advance, youknow, I'd be in front of more of
the executive team or theshareholders of the company
board members, right, so it'svery important skills that have
helped me throughout my owncareer, right, and I think

(43:35):
that's what a lot of peopledon't realize it is a big time
commitment but it pays out, itreally does pay out.

Speaker 1 (43:42):
It really does.
Yeah, I, you know the parallelsof the association with the
Canadian Welding Bureau.
You know I, I volunteered as amember, became treasurer it's
weird Like this is weird but Ialso got voted in to be
treasurer.
It's weird like this is weird,but I also got voted in to be
treasurer.
And then I got to be vicepresident and then president of
my local chapter before I becameexecutive director for for
national.
Now, what I always like to tellpeople that are younger, that

(44:04):
are like why volunteer, why be apart of these extra things?
You don't get paid.
You know.
You gotta take time out of yourday or out of you know.
I always say it's it's likeeight to 16 hours a month.
You know, think about that.
You know, if you know to giveit a time capsule for what you
need to invest.
But one of the things that Iloved so much about the

(44:24):
association environment anyassociation environment is that
the roles you have in your realjobs have nothing to do with the
roles that happen at thisassociation.
So you could be the presidentof the biggest company in town,
but when you come to thismeeting, I am the treasurer,

(44:45):
you're just the member and Ineed to learn.
I'm going to learn these skillsway ahead of time, right way
before.
If I would have waited just inmy company to climb the ladder
and learn these things, it wouldhave been years, decades.
But at the association you canlearn these roles, you know,
kind of fast track becausenumber one associations always

(45:07):
need help volunteers, theyalways need volunteers they
always need people to come inand and you get to be and you
get to learn and you get toexperience those things like
public speaking, doing a budget,being in charge of an event,
getting speakers in um, allthese little things that you
don't realize how importantthese are till you're at work a

(45:28):
year later and suddenly you haveto organize something.
You're like I know how to dothis, I know how to keep track
of this, I know how to talk topeople, make those phone calls,
whether you like it or not, it'sanother thing, but at least
you're more comfortable doing itright right, even negotiating
contracts.

Speaker 2 (45:44):
I mean there's, there's so much um that you can,
you can gain right and thenetworking alone.
You don't even realize.
Uh, but I've, I've utilizedthis network that I've built
over the years, not just throughthe board members but the
membership people you're meetingat events um the knowledge,
right.
So you, like I said I, you know,I've always looked for people

(46:04):
in roles that I've wanted toachieve, um, and then really try
to build relationships withthem, and what I found was, like
you can, you can meet thesepeople at these events, right?
Right, because in these eventsyou'll have all different types
of positions in the room andwhat's fantastic about it is
there's usually like a common,like you're going because you're

(46:25):
interested in either what isbeing presented with the people
that are there, right, so it'seasy to break the ice, it's easy
to start having theseconversations and you never know
who you're going to meet.
I think you know the key isgetting out of that comfort zone
and really experiencing whatthe industry has to offer.

(46:45):
I meet a lot of people that arevery much they stick with their
company and they don't kind ofdeviate and they don't branch
out and they don't, you knowthey don't do much outside they
don't kind of deviate and theydon't branch out and they don't
you know they don't do muchoutside and for me, you really
need to experience it all.
You really need to understand,you need to build your
connections and you're youactually are when you bring all

(47:06):
that back, those connections canhelp your companies right.
It's not just about theindividuals, it's about what you
can bring back both ways forthe business itself.
So, yeah, I definitelyencourage people to get out.
I'm a big fan of it.
Toronto has seen a huge amountof growth in the last couple of
years.
Now I believe they are thesecond largest packer in the

(47:29):
association.
And they went from probablybeing one of the smallest maybe
five years ago to now being likethe second largest.
So it's an incredible story andI think you know it's all built
on community.
It's all built on the womenthere that that have that vision
and they want to move itforward.
It was funny because I I oftentold my boss, um, when he asked,
I said you know, I'm runningtwo businesses here, right?

Speaker 1 (47:51):
and he looked at me and we do business.

Speaker 2 (47:53):
I said, yeah, the non-profit is a business as well
.
I mean we do the exact samething we take taxes we, you know
, like host events and I saidit's uh, it's important that you
understand.
You know the magnitude of thework that I do outside and you
know, and the amount of umconnections I build within my

(48:14):
own company because of it right.
So, being able to talk to yourexecutive team and the
importance of being a part ofthe association.
There's a lot of workinternally as well that it
builds, so a lot of people don'trealize.
When you join associations,it's not only a great way for
you to gain the experience andthe networking that you need,
but it's also especially if yourcompany is not involved in it

(48:36):
it's a great way to bring yourcompany in with you and it's a
great way for you to get facetime with potentially executive
leaders that you, you know youwouldn't have had the
opportunity to sit in front of,so there's a lot of benefits to
it.
I don't think people utilize itquite as well as they should.

Speaker 1 (48:53):
Yeah, and it's very true.
And one of the beautiful thingsI really found about AWMI is
that it really capitalizes onthe intersection of two common
threads.
Because you know, if I go toFabtech USA, for example, as a
huge North American steelconference, there's one common
thread we're there for the steelindustry.
But you narrow that down quitea bit when you go to an AWMI

(49:16):
conference or event or chapterevent, because not only is it
steel trades but it's also women, right?
So now you've really narroweddown on the commonality between
the people attending.
I loved being an outsider at theannual event last year that
that I attended.
You know, I went down there andthere's times in my life where

(49:38):
I very much appreciate andunderstand not having the
privilege because I am a male.
I have a lot of privilege thatI carry just inherently in
society the patriarchy.
Patriarchy affords me thingsthat I'm aware of.
I think a lot of people don'thave that awareness, but I am
aware of that ability that Ihave.

(50:03):
Now I'm at an AWMI conference.
I don't have that.
I don't have that.
I'm like, shh, get out of the,it's not for you, right.
And I loved that.
I loved like, yeah, I got adaughter, I got a sister, I got
a daughter, I got a sister, Igot a mom.
I wish they would have gottenexperience more places in their
lives where it was just 300women, all powerful, all strong,

(50:23):
all helping each other,uplifting each other and I'm a
secondary role in my opinion.
Is that, yeah, not so much, youknow awesome?
And I really really took thatto heart and came back.
I remember coming back to theCWB group.
Like you said, you bring thesethings back to your company.
And I was like, okay, I hookedup with this association, I went
to their annual meeting.

(50:43):
It's awesome, I'm going tobring in the rest of the company
.
We got to partner up becausethat's the kind of stuff that
really makes change right.
Like you got to really empowerpeople and it doesn't all have
to be in little tiny, tiny,scratchy steps.
You can make some bigger leaps.
Like it, it can happen.

Speaker 2 (51:02):
Absolutely, and and that, that feeling that you just
mentioned, um, I felt that manytimes being in conference.
I think it's it's uh, you knowit's hard to explain, but you
come out feeling just reallygood, right.
Right, you come out feelingyou've learned something, you've
networked with some really coolpeople, um, and it and it's
just, it's a very empoweringfeeling, right.

(51:22):
And to try to translate thatback, um, you know, doesn't
always always happen the way youwant it to, uh, but that's when
you say come with me next timeright you drag your boss along
and you say, no, no, you, no,you're going to come and you're
going to feel what I feel andyou're going to see what I see.
And I think it's important,right, I think, you know, for me

(51:42):
it's always very importantabout understanding things from
other people's perspective, youknow, like putting yourself in
other people's shoes, right, andso I'm always trying to
understand my team better.
And if my team said to me youknow, like, I think you know,
you need to come to this event,you need to come see this, I'm
all for it.
And, yes, let me understand whythis is important to you, you

(52:05):
know, and what this does for thecompany as a whole, and I think
it brings you, know, a wholedifferent sense of enlightenment
, right, like when you, whenyou're actually open-minded and
you're and you're doing thesethings with your team, right,
and it builds a stronger bondbetween the two.

Speaker 1 (52:18):
So uh, yeah for sure.

Speaker 2 (52:20):
I mean they're definitely.
You know there's an importanceto the association work for sure
.

Speaker 1 (52:25):
Now what's what's coming down the road then for
Danielle, like you got this jobnow this new job right Four and
a half months in.
Tell us about your role now andwhat you do.
And job now this new job rightFour and a half months in.
Tell us about your role now andwhat you do, and what the
day-to-day for that is.

Speaker 2 (52:39):
Oh, it's amazing because no two days are the same
, you know.
So the role is kind ofall-encompassing.
But right now my main focus isbuilding a strong team, right.
So I mentioned, people are myjob for the most part of the
team.
If you build a strong team, theresults will come right and the
company they'll take care ofyour company and your customers

(53:00):
later on down the road.
So for me it's about reallygetting to know the team I have
and to really strengthen right.
So look at the areas.
You know that that's kind ofbeing missed in the past.
And one of my favorite things toask people and I think one of
the things that's catching themall off guard is, um, I asked
them what they enjoy doing.
I said, of all your jobfunctions, you know all the, all

(53:22):
the things you got to do everyday.
I said, what's the one that youenjoy doing the most?
Um, and are you doing it rightnow?
Maybe it's the thing that youenjoy the most?
You're not even.
You're not even doing.
And they always look at me andthey're like why are you asking
me this question?
Right, like nobody's reallyever asked me the question, but
I think it's important, I think,if we find what we are

(53:43):
passionate about.
I think I just lost my earbuds.

Speaker 1 (53:47):
I can still hear you.

Speaker 2 (53:49):
Not live at all.
Okay, earbuds back in.
But if we find what we'repassionate about, we do a much
better job, right.
So for me, you know, it's aboutreally understanding if people
are happy, right, and I thinkyou know culture.
A lot of times culture gets abad rap, right, and a lot of

(54:10):
places you know it's becausethey don't understand it.

Speaker 1 (54:14):
Yeah.

Speaker 2 (54:15):
No, hr makes me do it Right, like I always hear like
oh, we got to focus on culture,but it's important.
I think you know it's not aboutlike pizza lunches.
It's not, you know, like it'snot about those frivolous things
.
I think it's about you know,understanding the pulse of your
business right, andunderstanding what drives people
, what motivates people, right,and working as a team a lot of

(54:37):
times, you know teams are verydysfunctional.
I'm not saying that's what'shappening at my place at all,
but you know, I've been throughit but we've been through it.
Everyone has yeah there's nocommunication or there's
communication breakdown, and soreally understanding, um, you
know how, how do you break thosesilos right and how do you
bring the team back together,because when the team is a

(54:58):
well-oiled machine, you knowthat's when it runs perfectly,
that's when you know my jobbecomes obsolete, right, and
then that's when I have to lookfor the next challenge.
But yeah, so that's what I'vebeen doing right now is really
understanding the business andfocusing on the people aspect of
it.

Speaker 1 (55:14):
I love what you said there about asking people what
they like.
I mean, that's something thatI've seen done.
I've had people do it to me andI very much appreciate it,
because you know, it's likeasking the runner to swim and
the swimmer to jump and thejumper to fly.
Why would you do that?
You know, like if people havesome natural skill, they're

(55:34):
going to do so much better ifyou tap into that and maybe that
does expose another gap thatyou hoped you didn't have.
But as a manager, well, now youworry about that.
You know, now that's the nextthing that you're going to have
to figure out how to fill orbackfill or whatever it is you
need to do.
But forcing people intouncomfortable positions does not

(55:57):
lead to great work.

Speaker 2 (56:00):
No, no, I'm.
I'm okay with having tobackfill something If the
person's not in the right role.
I'm completely open to that.
Like for me it's.
I don't mind being a little bituncomfortable now in order to
find the right rhythm later.
Right, and I think that is soimportant for a company?
Um, because if, if you don'thave the right rhythm, you're

(56:21):
always going to be out ofalignment, right Like it's never
going to run better.
You're not going to get betterRight and so for me that's
that's crucial.
Uh, like I said, I don't look atit as a problem Like, oh no, if
that person leaves and I'mgoing to have to figure out
what's going on there, I look atit as an opportunity.
Ok, that person's not happydoing that, that means they're
not going to be as productive asthey could have.

(56:41):
I found somebody that reallyloves doing that job, and if I
found something that reallyenjoys it, you know it's going
to be far more productive.

Speaker 1 (56:50):
Now in your first four and a half months.
How much of a learning curvehas this new job been for you as
an incoming exterior leader?
Because there's always a littlebit of a spiciness to that
coming into a company from theoutside.

Speaker 2 (57:07):
You said that so nicely too.

Speaker 1 (57:10):
I've been there.
I've been there.

Speaker 2 (57:17):
I've been there.
I've been there.
It's not.
It's not easy to jump into adifferent team, especially
because you have your way ofdoing things.
I think the other thing theother key thing too is actually
one of the managers I just hired.
He said to me he said it best.
He says different environmentssee different people, right, and
you know, sometimes if you'renot in the right environment the
person doesn't thrive.
Right, and I really kind of Ilistened to that and I I took

(57:40):
that back and I thought you knowwhat that's right, which also
means that the environment thatI came from I can't just try to
then take the, the way I managethat way, and try to apply it
somewhere else.
Right, just because I wassuccessful there doesn't
necessarily mean I'm going to besuccessful doing the exact same
thing here.
So you need to adapt to whatyou have and then really

(58:05):
understand where you are nowright.
So I'm looking at it with fresheyes and, believe me, I'm not
trying to adapt everything Iused to do to the new place, but
I'm trying to understand how itfunctions and how it flows.
And then from there I reallywant to look at it from okay.
So from a continuous improvementaspect, because I really do

(58:26):
enjoy making things better.
You know there's certain thingsthat run really well, there's
certain things that will needimprovement, but even the stuff
that runs really well, can it bemaybe slightly better, right,
and so I'm always kind of wheelsare always in motion, but
that's where you hire.
You know you hire really smartpeople, right, and you bring
smart people or you train peoplethat you know have the

(58:48):
potential, and you get them to apoint where they start telling
you, like this is what I think,this is how the business should
run.
They start bringing the ideasto you because it's not just
about me coming up with all theideas, right, it's about the
team and building.
You know, like I'm not the typeof person that's going to say
this is how it needs to be done.
I'm the type of person that saysokay, come to me and present

(59:10):
the options.
Right, like what are theoptions?
What is what?
Do you think the best solutionwill be here, and oftentimes
they come up with ideas you knowthat I wouldn't have thought of
, because they're doing it dayin and day out, right.
So they are the experts at itand it'd be foolish not to
listen to them, right?

(59:30):
So I think for me it's it'sabout listening to your team,
not micromanaging them, likeallowing them the space to
breathe, the space to come toyou with ideas and to be
creative.
Yeah, building that culturewhere they can come to you and
they're not going to get shotdown and they're not afraid and
I think a lot of places, you see, there's a lot of really good

(59:52):
ideas out there from theemployees and nobody really
wants to say anything becausethere's fear that it's going to
get rejected right, and nobodywants to be rejected and so you
know, that's not the culture I'mtrying to build.
So for me it's important tolike it's a laid-to-right
foundation and then build fromthere.
And I think once you have theright foundation it may take you

(01:00:16):
a little bit of time It'll bemuch stronger in the long run.
Yeah.

Speaker 1 (01:00:19):
Now I have heard a few terms throughout this
interview that I know from mybackground.
They sound like lean and sixsigma words continuous
improvement, finding areas oflacking, supporting making
things that are good words.
Continuous improvement, youknow, finding areas of lacking,
supporting making things thatare good better, you know,
always trying to find those gaps.

(01:00:40):
How important was it for you toget that type of training?
Because I know for myself thattraining was invaluable and I
hear people kind of bash thatcorporate training a lot, saying
all these corporate trainingsare just the same thing over and
over blah, blah, blah, and Idon't, I don't believe that I
find that there's a lot of valuein a lot of these training, uh,

(01:01:01):
styles or courses or or youknow, methods.
What do you think about them?

Speaker 2 (01:01:08):
So I did it myself, actually before my company kind
of rolled out with the program.
But I jumped ahead, Surprise,surprise.
But I jumped ahead and I wentafter it, because it's part of
who I am.
I always like to think that,like efficiency and

(01:01:29):
effectiveness were like my twofavorite words in the English
language.
But so the point is like I liketo make things better.
I mean, I think it's important,right, and so I got my Six
Sigma black belt long before thecompany brought it in, and then
the company, of course, startedfocusing on on it, but I've

(01:01:50):
used it so much Like, I think,even having the understanding of
continuous improvements andways that you can improve the
process right, eliminate thewaste, which is so key,
especially in a business, right,because a lot of times there's
a lot of wasteful steps, a lotof wasteful activity that
there's cost savings to right,and not just cost savings but it

(01:02:12):
just makes people's lives somuch better right.
So for me the importance wasalways there.
But I would say, anybody who'sthinking about doing it.
I often encourage and I'veencouraged in the past my
operations managers for sure toget that done Anybody on the
team that wants to get like, gothrough the certification if
they have the time and want tospend the time to learn.

(01:02:33):
Absolutely, I mean, I don't seea downside to it.
Um, like I said I, I use it allthe time I.
I walk through the warehouseand already you know the wheels
are starting to move as to.
Okay, so why, what?
Why are we doing that exactly?

Speaker 1 (01:02:47):
what's the value stream here?
Yeah right, what's?
the flow, is the flow makingsense, and and so, um, yeah, I
think it's incredibly importantno, and I think that continuous
improvement to yourself is key,because if you can bring in that
attitude of continuousimprovement to yourself, how you

(01:03:08):
assess, how you, what you'relearning to improve your own
procedures, processes,communications translates into
your work, which then turns intowork that is continuously
improving or trying to find newways and or create less waste.
They go hand in hand.
You can't really I guess'mtrying to, you know you can't

(01:03:30):
fake it.
You can't fake that type ofwork.
You know what I mean absolutely.

Speaker 2 (01:03:36):
I I think it's, you know, focusing on, on how to
improve yourself, right, andthere's points where, like I'll
have kind of a lull, like withmy volunteer, with with work,
with family.
I feel like sometimes there'slike there's this point where
I'm like, okay, well, I havesome time, like I want to take a
night class let's learnsomething Like let's go on and

(01:03:57):
learn a new skill or get a newcertificate program, and it
could be totally unrelated towhat I need to do at work, but
it's almost like my brain goesyou're missing something, you
haven't learned something in awhile you haven't read a
self-help book.
You know what are you doing,like you know, feed me, right,
and and so, um, it's ingrained,right, it's ingrained, if, if,
if.

(01:04:17):
like I said, if I'm not learning, then I want to learn right so
I think it's it's a habit thatmaybe you kind of pick up early
on, or maybe not right, but Ithink it is so beneficial
because you never know whereyou're going to use where you're
going to all training and Ithink all training, all training
, like even skill, like evenhabits, right, you can get such
enjoyment or, sorry, not have ahobby.

(01:04:39):
You can get such enjoyment outof picking up a new hobby, right
?
I mean, it could be, like Isaid, totally unrelated to what
you need to do for work, but, um, it's something that you always
wanted to learn and and ithelps you, all hobbies help you.

Speaker 1 (01:04:52):
Like I remember when we as a manager years ago, one
of the things I like toimplement is having professional
development for all my staff.
Like I feel like that's just asa leader, you have to give your
staff space and time to learnon their own, and it's not me
telling you what to learn, it'syou asking me I want to take
this, yeah, or you know, um, andI remember years ago I had, uh,

(01:05:15):
an employee asked me well, canI use this for yoga?
And I was like I seenabsolutely a hundred percent
everything awesome about that,because if you are physically
fit and feel better and breatheand relax and can deal with
stress, you're gonna a hundredpercent do better work for me.
So you know it's it's removingthose barriers to for people to

(01:05:36):
have that self-improvementbecause, number one, they're
going to trust you as a leaderbecause you got their back and
number two, they're going towant to work a little bit harder
for you because you areallowing them to be more than
just a job.
Right.

Speaker 2 (01:05:52):
Absolutely.
I think you know you need tobreak away from from.
You know the societal abuse onthings sometimes.
And you said yoga and at thelast, the last place I worked, I
had a yoga instructor come inand actually teach us proper
stretching.
Not just the office, I have thewarehouse.
You know, everybody.
We went out and we did properstretching throughout the day

(01:06:13):
and how important it is to youknow, just kind of pay attention
to that kind of thing.
And I remember at the time I'mlike you're doing yoga, it's
like, wow, that's, that'sforward thinking of you know,
like not really.
And I said, understanding, youknow the benefits to it.
And I had some very skepticalemployees at the time as well

(01:06:33):
going really you're making me doyoga.
And I said it's not yoga, justdo it.
And after they came back to meand they're like wow, wow, like
I feel so much better.
And I said, of course you doRight, and I'm like you're,
you're taking care of you nowand and I'm, you know, and I
think, in a leadership role nowand I'm, you know, and I think

(01:06:55):
in a leadership role if you makeit okay for them to care about
that kind of stuff, right, itsends a different message.
It sends a message that youknow, I do value you and I value
your health and I think it'simportant that we take care of
each other, right, and that iskey.
And, even though it may belooked on as really that's,
that's out there, I'm like notreally, yeah I need the best
version of you to show up atwork.

Speaker 1 (01:07:14):
So, and I mean I even do that like I mean, sometimes
I look at my leadership styleand I think, oh, I might be
setting some bad examples, but Imean there's days where I'm
overwhelmed, right, there's daysthat I'm overwhelmed and and I
don't want to be that bossthat's like, oh, you gotta put
in your 80 hours this week orelse you're not worth anything
to the company type of attitude,cause I I don't see how that

(01:07:38):
helped the generation before me.
Honestly, I don't know if itgot them anywhere, further than
than anybody else to do that tothemselves.
So, you know, there's days thatI'll I'll have my staff meeting
in the morning and I'll be likeyou know, I don't feel well
today.
I think I'm going to take acouple hours off this afternoon
and just lie down, and andthat's fair, because what's the
point of me, as your leader,trying to do something If I

(01:07:59):
don't feel well?
I'm not going to do it well,and it's not fair to all my
staff.
Let's, let's regroup, let'stalk.

Speaker 2 (01:08:14):
Let's think, and I'll , you know what I mean, yeah, no
, exactly, I think, um, you know, it's important, I think, for
for the leader to to model thatbehavior right.
And so for me, I I'm, you know,I remember the times when I
first started, you know, if youwanted to get ahead, the
conception was that you know,your job is eight to five, but
if you want to get the head, youdo not leave at five o'clock,
because then that's the message,clear message to management,
management.
And then this was communicatedlike an actual word communicated

(01:08:36):
, that you are not interested ingetting a promotion Right.
And I, and I always thought,man, like, so that means my, you
know, whatever my 18 and a halfhours, that I have to work and
I have to show that I'm workingeven harder than that, that, um,
you know that, to show that I'mambitious and driven and that I
want a promotion.
You know, I'm glad that we'restarting to move away from that

(01:09:00):
um because it wasn't balanced.
I mean it.
It burnt people out, it causedpeople to leave and I think it
was the wrong message that we'resending our team.
It was you know, for me, I thinkthat a lot, of, a lot of the
issues we had with a lot ofpeople, um, just, you know, not
engaged is because they wereprobably feeling and I remember

(01:09:23):
feeling it at the same time thatit's you're overworked, right,
you're underappreciated andoverworked.
And I think now it's a matterof you know, us being aware, as
leaders, that we've got to dobetter, especially for our teams
, and we've got to be mindful ofyou know if they, if they are
being overworked or not, right,and you have to.
As a leader, I think you'reresponsible to say something and
to do something, not just tosay something but to do

(01:09:44):
something right and to help themout.
And so my thing is I always askpeople you know, what can I do
to help you right?
And and you know when I'mleaving and I still see
employees that are that are inthe office and you know I'm
guilty too.
I stay late sometimes too, whenI'm working on something and I
want to get it done but it'sbecause you want to do it yeah
well, you do, right.
And then without the screamingkids in the background, right

(01:10:05):
like I want to get.
I want to get my work done, um.
But when I see people and I'mleaving and they're still there
and I always say you know, don'tstay too late, right, and it's
just mindful that you know I seeyou, I know you're working hard
, um, you know, and sometimesit's a matter if you see them
like time and time again, likeif you're there every night, you
know, call it out and say isthere something I can do to help

(01:10:26):
you like or take this fridayoff.
You know like yeah, yeah, Is itworkload?
Is it what is?

Speaker 1 (01:10:31):
it, what is?

Speaker 2 (01:10:31):
causing you to be here every single night, Because
I feel responsible for thatright and I don't want people to
be burnt out.
I want people to be at theirbest.

Speaker 1 (01:10:41):
Right and this is also like my angle on it because
I'm very much burned.
The patriarchy, the patriarchalsystems favor the long hours to
men.
The majority of singleparenting done in North America
is by women.
The majority of caregiving ofchildren is by women.
The majority of daycare hoursare regulated around the 9 to 5

(01:11:05):
workday, which does not favorwomen.
So when it's I want you to work60 hours a week, or I want you
to stay late, or I want you towork Saturdays, or I want you to
work 60 hours a week, or I wantyou to stay late, or I want you
to work saturdays, or I wantyou to work these weird times.
That favors men.
It always favors menstatistically.
So you are immediately, withthat mentality, forcing women
into a tough spot where they'renot able, like if, like you said

(01:11:26):
, it was communicated to you yougot to stay late here to get a
uh, to get ahead.
Well, if you got kids andyou're a single mom, that's not
an option.
So you've basically told yourstaff you're never going to get
ahead because your family'sholding you back.
That is a terrible position toput someone into Right.
So if you want to be equitable,it can't be based off of that

(01:11:50):
right.
It's got to be based off work,not work done, work expected
right right, and it's.

Speaker 2 (01:11:56):
It puts people up at such a disadvantage.
Right and and male or women, uh, you know, like it because it
could go either way.
Right, like the single parentcould be the dad, right?
Well, I was a single dad foryears.

Speaker 1 (01:12:08):
So I just and I was, I remember being like
complaining because I got twokids and I'm single dad and I'm
like what am I complaining about?
I still, I'm still a male, Istill make more money per hour,
I still get you know.
So I I'm experiencing a slightdisprivilege of my situation,
whereas you know, 60 of womendeal with this every day.
So you know what I mean, butit's still.

Speaker 2 (01:12:27):
It's still an equity, no matter which way you look at
it.
I mean, it's still it's still,it's still an equity, no matter
which way you look at it.
I mean, it's still, it's stillnot right and I think shifting
that mindset is is important tomove forward and I and I'm glad
that we're starting to see thatRight and there's more of a
focus on mental health or youknow, because I think you know
the reason and everybody's like,well, in my day we didn't have
mental health and I'm like, well, you know so.

Speaker 1 (01:12:48):
so maybe there was a reason why you think that we
have rates were really high,like I mean geez I mean, the
problem had to start somewhere.

Speaker 2 (01:12:58):
Yeah, exactly but you know, I, yeah, it is.
It's like I said, it's one ofthose things where you choose
the leader that you want to beand I think it is.
It is important for the team tosee that right and and, um, you
know, if you, if you want to bethat, for the longest time I,
you know I was, I was here to bethat nice or that kind or like

(01:13:22):
empathetic person, because thatwasn't what was out there, right
?
I mean what?
You saw, was was the exactopposite of leadership and.
I think now you're seeing thatit's okay.
It's okay to be nice.
Nice doesn't mean weak, that'sright.
No way that I'm a weak personat all, everything that I face.
It just means that you know Iwill put myself in your shoes, I

(01:13:46):
will try to see it from yourperspective, right, and I think
you know, in a way that's that'sstronger than not doing it
absolutely being able to, uh,having a high along along
longevity list, uh, of your, ofyou being able to bend and not
break is way, way better thanbeing rigid, because you're

(01:14:07):
gonna snap eventually, right?

Speaker 1 (01:14:09):
so now, what's what's in the future for daniella?
You know what do you got youreyes on next?
I mean, you just started thisnew job, so I'm sure you got
plenty of work for you for thenext few years, but you're still
a young woman and you still.
You still got a long careerahead of you.
So you know what are some ofthe things that you aspire to do
, or even not necessarily evenwith the company you're at, but

(01:14:30):
even with AW Meyer or otherprojects.

Speaker 2 (01:14:33):
Oh my gosh, you know, for me right now, um, and it's
funny cause I'm always, I'malways looking so far ahead and
and, uh, you know it is very newthe job, but I I'm always
thinking um what's the next stepis so so I don't know.
There's a lot on the plate.
There's a lot there, so I don'tknow there's.

(01:14:56):
There's a lot on the plate.
There's a lot there that I don'tknow if I'm yet willing to
share with the world, um, butkeep in mind there's there's
always plans, there's always astep forward in in where I want
to go and what I want to do.
Um, because it's just, it'sjust the way I dealt, right, and
and um for me right now isbuilding up um, quality places,
profiles, uh, building up theteam and strengthening the team.

(01:15:16):
Uh, and that's fun, right, andI think it's presenting me with
some challenge, uh, which Ienjoy Absolutely.
Uh, and who, who knows whoknows what's next for me?
I think, uh, for me it will beuh, you know it'll be hard to
say at this point it will beawesome, thank you.

Speaker 1 (01:15:36):
And what about with AWMI?
You know, regional director,now you are more involved with
planning and and nurturing thechapters within your, your
region.
How's that and what's thewhat's the world look like for
AWMI, for you going forward?

Speaker 2 (01:15:52):
So this is so much fun for me, uh, this new role,
because before it was justToronto and now it's.
Now it's Toronto and New Yorkand Mid-Atlantic and Pittsburgh,
so there's four chapters withinour region.
Uh, and it's fun because eachone of us or each one of them, I
should say has different setsof challenges, um, has different
strengths, so it is so much fungetting to know each one of the

(01:16:15):
chapters right now.
We have our spring regionalcoming up in March in Pittsburgh
, just bringing the teamstogether.
There's such a wide range oftalent among all the ladies and
I think you know you learn everysingle time from these sessions
.
So really, you know, being onthe International Board of
Directors right now is new,right, and it's only been a

(01:16:36):
couple of months in this role,so there's lots to learn.
And then exposure, of course,to the AWMI International Board.
There's going to be a lot tolearn from there too.
So who knows, I mean maybe in acouple of years or so I might be
on the international board forAWMI as well and and leading

(01:16:56):
from that aspect, but definitelyexciting for me lots of
learning, lots of growth, whichis exactly where I want to be.

Speaker 1 (01:17:04):
Good Well, I'm glad everything's coming up, daniela,
for you.
I'm glad that theseopportunities are there and I'm
glad I met you, because I'menjoying watching your
trajectory and what you do andhow you do it.
I think it's a great exampleand baseline for people to
launch themselves from goingforward.

Speaker 2 (01:17:25):
Absolutely, and there's so much work that the
AWM and the CWB, I think, arelooking forward to in the near
future, so I can't wait to seewhat we do next.

Speaker 1 (01:17:36):
Awesome Any last words of wisdom out there for
the faithful followers as wewrap up with the interview.
You know we have I touched onintersectionality.
That's something that I alwaysam very much trying to think
about when I look at anysituation.
You know, and you cover manycross sections of society that I

(01:17:59):
think are important.
You're a woman, you're a strongleader.
You're you know, you are anadvocate, you're a volunteer For
yourself.
You know a young woman comingup.
You know 18, 19 years old,coming out of high school,
perhaps.
What's the pitch to the steelindustry?
What would you say as a pieceof advice for them looking to

(01:18:20):
get into a great industry for acareer?

Speaker 2 (01:18:23):
I would say for me it's, it's um, a couple of key
things, which is, you know,don't be afraid of trying new
things right, and it doesn'tmean you have to stay there
forever.
It just you know it can lead tosomething really exciting,
right?
So early on, you know if you'reinto a role and you want to put

(01:18:43):
your hand up for anotherassignment.
I found that extremely helpful,not only getting noticed, but
also in learning new skills.
Helpful, not only gettingnoticed, but also in learning
new skills.
And the second thing I wouldsay would be don't let the
thought of somebody saying no toyou prevent you from asking the
question.
If I had to count how manytimes people said no and some

(01:19:07):
slightly and some not sopolitely, you know I would never
get to where I am today.
I think the key is continue toask the question, continue to
ask people for some time, youknow, to spend some time and
maybe, you know, pullinformation from them.
I'm on LinkedIn.
You can reach out to me.
I completely get it.
It's scary to ask people forhelp sometimes.

(01:19:27):
It's scary to ask people forhelp sometimes, but if you
really want to get into a roleand you really want to
understand what it's about.
I encourage people to do thatand to reach out.
Like I said, you may get someno's and sometimes people are
just really busy and they can'thelp.

Speaker 1 (01:19:46):
But other times you know you'll find some
individuals once you get toexactly what you're saying to
being more comfortable withasking.
The amount of people that areout there willing to help is a
lot higher than you expect.
People are a lot moreforthcoming with help than you
realize.

Speaker 2 (01:20:04):
And it's intimidating to ask, and you know, and I
think that prevents a lot of usfrom doing so.
You know, and I think thatprevents a lot of us from doing
so.
I say that because it took me along time to get to that stage
where I was comfortable askingthe questions and sometimes you
know you don't know what to askfor, right, and then that could
be the most challenging part ofasking.
But yeah, you know what I think?

(01:20:25):
Don't let it prevent you.
Don't let it prevent you Don'task, and if you get a no bounce
back, don't let that sit on you.
Now you still ask, and if youget a no bounce back, don't let
that sit on you.
Um, now, if I get no, they justkind of move on like it's, like
it rolls right off me.

Speaker 1 (01:20:37):
I don't even I don't even feel it awesome, danielle,
any shout outs you'd like to sayto anybody before we take off?

Speaker 2 (01:20:45):
uh, just my awesome team at quality plates and
profiles.
Um.
You know I can't do what I dowithout them, so Awesome.

Speaker 1 (01:20:58):
Thanks so much.
You know I love all the, allthe.
You know, all the wisdom thatyou've given us for for being a
young person you have I mean Isay young cause I'm older, so
I'm allowed to say that but youknow, you've been inspirational,
even to me and to the people Iknow, and and my Daniela, who
loves working with you.
We've had great interactionswith you and we look forward to
working with you for a long,long time.

Speaker 2 (01:21:19):
Sounds really good.
Thank you so much, Max, forthis opportunity Awesome.

Speaker 1 (01:21:23):
And for all the people that have been following
along here on the podcast.
The information for Danielawill be available when the
podcast hits.
Like she said, she's also onLinkedIn so you can reach out to
her if you'd like.
And also, awmi is a fantasticgroup.
Check them out online.
They have a great website.
They're also on LinkedIn.
All the chapters also haverepresentations.
We work with them nationallyall across North America and

(01:21:47):
also directly.
The Toronto chapter works withthe Toronto chapter of the CWBA,
so lots of great interactionsthere.
And also directly, the Torontochapter works with the Toronto
chapter of the CWBA, so lots ofgreat interactions there.
If you're a woman listening,make sure you get involved, get
into the trades.
We need you.
We need you badly.
There is, even though you'rehearing about these crazy things
happening and the disruption ofthe systems, that's not going
to change the amount of workthat needs to happen in this

(01:22:08):
country.
So we really need all hands ondeck.
So sign up for whateverprograms you can find, get
involved, ask the questions and,of course, reach out to us
anytime you need us.
Until then, I'll see you at thenext episode and take care.

Speaker 3 (01:22:23):
We hope you enjoy the show you've been listening to
the cwb association weldingpodcast with max.
If you enjoyed what you heardtoday, rate our podcast and

(01:22:44):
visit us at cwbassociationorg tolearn more.
Feel free to contact us if youhave any questions or
suggestions on what you'd liketo learn about in the future.
Produced by the CWB Group andpresented by Max Horn, this
podcast serves to educate andconnect the welding community.
Please subscribe and thank youfor listening.

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