May 21, 2022 • 44 mins
Brenda Chamulak President Tekni-Plex
Harry Buchman CEO Center for Urologic Care of Berks County
Geoffrey Boyce CEO Array Behavioral Care
Jim Kolea CEO PennFleet
Harry Buchman CEO Center for Urologic Care of Berks County
Geoffrey Boyce CEO Array Behavioral Care
Jim Kolea CEO PennFleet
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:10):
Welcome to Executive Leaders Radio, yourspot in the corner office, the radio
show where executives share their secrets tosuccess. Executive Leaders Radio. You're listening
to Executive Leaders Radio this year hostHerb Cohen with my co host Jim Wilson,
Newmark Killipapus Hanlin and Matt Clark CoreCentric. We have a great lineup
(00:31):
of guests for you on our showtoday. Kayleb, could you give us
a rundown please? You said ather We have a great lineup today.
We have Harry Bookman, who's theCEO of the Center for Your Logic Care
of Burks County. We have JimColey, CEO of Penn Fleet, Jeffrey
Boyce, the CEO of Array BehavioralCare, and we have Brenda Shamu Lack,
the president and CEO of Technoplex.Let's get to know our first guest.
(00:54):
How are you Bookman, CEO ofCenter for Your Logic Care of Burks
County? How are you? Whatis the Center for Your Logic Care of
Burks Keunny? What are you guysdoing? So? We see over forty
two thousand patients a year in ouroffice and perform about seven thousand procedures a
year in our ambulatory surgery center forthe largest of year logic care here in
the greater Burkes County region. Wereyou from originally? How many brothers and
(01:15):
sisters? And where are you inthe packing order? Grew up in the
Pocono Mountains right outside of Hazelton,PA. I only have one sibling,
my sister Kellie, and she isyounger than I am. Eight to fourteen?
What's the list of stuff you weredoing eight to fourteen years old?
Eight to fourteen, played football,wrestled a little bit, and actually got
into auto racing. All right,Caleb, give me a hand please,
(01:40):
Harry. That's pretty interesting for aneight to fourteen year old auto racing.
Tell us a little bit about that. How did you get into it?
My father got me into auto racing. He actually was playing a game of
cards, won his first race carduring a hand of poker, and next
thing I knew, we were atthe tracks on the weekend. So what
are some of the things you learnedat the tracks in the weekend? I
(02:00):
learned how everybody had a part toplay and how everything, even if it
seems small, just something as atire pressure affected the overall performance of the
car. And the team. Soattention to detail became really really key for
me. An attention to detail,I mean, you're the CEO of a
medical facility right now. How importantis attention to detail in your day to
day job? It's everything. Eventhe smallest detail can absolutely impact the outcome
(02:23):
for a patient or for the team. Sticking with some of the other things
you were doing athletically, what wasmore important athletics or auto racing to you?
Auto racing? Why is that?You know, I wasn't the greatest
athlete, So for me, Ilearned early on I wasn't going to be
the leader of a team in thetraditional sense, so I had to figure
out how to how to play thebest role I could. So that just
(02:46):
naturally gravitated more to what the constructof an auto racing team was than a
traditional football or basketball team. Sois there someone that helped you kind of
buying that different path when you weren'tsucceeding too much in athletics. It was
my father, just sitting back andwatching him and how he interacted with people
and how he kind of transitioned andhe was a really great athlete, but
as a small business owner and thenwe start a racing cars, just seeing
(03:08):
how you had to interact with peopleto get them to help, especially as
you couldn't pay people. We havemoney to pay people to help with a
race car. So just those relationshipsbringing people along the ride with you.
So now today as a business executive, do you help people get on the
right path? Do you have anymentees? Yes, I meant to a
lot of people here in the organization. Also I have people outside the organization
(03:31):
that I connect with and help themwith challenges in their lives. Mister Wilson,
are you told us in the greenroom that you're racing experience involved a
lot of tinkering with the cars?What kind of work were you doing on
them? So, whether it waswas breakes or tuning the engine or the
tires or weight distribution, all thosethings affected the performers of the car.
So it's all about efficiency right correct. It's how do you get everything to
(03:53):
work in harmony together to get thebest outcome. So what is your approach
to the fishing management of your medicalfacilities? And I think it goes back
to that that concept teamwork. Howdo you engage people in a way that
you know you can throw money ata problem it doesn't mean you're going to
fix it the best way. Sohow do you engage people on a really
intrinsic level and help them think differentlyabout a problem and come up with an
(04:15):
ideal solution. Mister matt Oh,you were obviously passionate about race car driving.
When did that? But now youended up in yourrology. Where did
that transition take place? Or whendid the race car race car passion stop?
I guess I don't know if thepassion ever stop. But one weekend
I came home from college and Ihad found that my mom had sold the
(04:36):
car and said, you know,this is a hobby. This isn't your
life's work. You got to putyour head in the books and get a
degree and find out what you wantto do with the rest of your life.
It's not going to be auto racing. So somehow I found my way
into healthcare. So how does yourmom feel about where you ended up?
She actually is very excited. Mymom was a registered nurse, and I
see, you nurse for over fortyyears, retired about two years ago,
(04:58):
so you know, hearing her storiesof what life was like at the bedside
and figuring out, wow, that'sthat's a really great way to help engage
people in the rich people's lives,and so got into healthcare and absolutely fell
in love with it. Do youhave traits today in terms of how you
lead your business that you took fromobserving how your mom operated in the healthcare
space, listening to some of thestruggles she had giving care at the bedside,
(05:23):
and then figuring out once again,what role I could plan a team
to get everything better around me justgravitated into may being a CEO and healthcare.
Harry, how young are you whenyou first started making money? Around
fifteen? So my mom's father ownedcarnival rides in carnival games, and I
(05:44):
started going with him on the weekends. We were racing and start earning money
that way. Okay, that's quitean interesting place for a young kid to
get their first job. Who doyou learn more from kind of the attendees
of the fair or the co workersthat you're there with. I think the
co workers that were there just whata colorful group of characters, you know,
and just learning how do you relateto people to get them to really
(06:04):
trust you? Come over, playyour game, get on your ride,
because that's what everything was based on. Like the volume of customers. So
does that directly relate to running abusiness and having hundreds of employees underneath you?
I think it's just about relatability.You know, people want to trust
people are working with or people they'reseeing. So how do you build trust
quickly in a genuine, authentic wayand just you know, make the world
(06:27):
a better place? Mister Clark,So your your dad was kind of behind
your your race car passion. Yourmom was behind kind of the healthcare track
you got on. Would you saymother knows best? Yeah? I think
that they really compliment each other well. And what I learned from them is
is, once again, how howdo you play off each other to make
(06:50):
to make any situation better? Um, you know, growing up wasn't easy.
Dad small business owner, so hestruggled mom, you know, working
all different types of shift day,evenings, weekends, holidays, and just
see the dedication they had to useto make a family work is It's one
of the greatest life lessons I've had. What would you say is the what
(07:10):
would say is the biggest challenge orthe hardest part about your your role today?
You know, I think once again, just the competing challenges of healthcare
of you know, you have capitatedpayments for reimbursement and you have ever spiraling
costs. So once again, youcan't spend your way out of any problem.
You have to think creatively to getthe solution. And you realize that,
you know, people are your biggestasset. So how do you really
(07:31):
make sure that they're not just performing, but they're not burning out, that
they still feel a sense of purposeevery day when they walk through the doors,
and they don't just leave exhausted.You know, they have to go
home to their families. And Isaw that struggle personally growing up, how
exhausted my mom was at the endof a shift, you know, and
still trying to be a mom,and be a wife and and be an
activity. So making sure I rememberthese people have families too when they go
(07:54):
home. Were you when you wereplaying sports for you the best player on
the team? Absolutely? Well,didn't that make you feel bad? And
how's how's that a lot of sportsstuff affecting what you're doing nowadays? Yeah?
I think really everybody wants to bethe best at something. But where
I made my piece was if Icould be part of something great and help
in any small way, then maybethat that's the role I had to play.
(08:18):
So sometimes it's behind the scenes work, or it's the coaching or soliciting,
or the learning or understanding how thingswork together makes you a better person.
Maybe not a better athlete, butI think a better teammate. Well,
how's wanting to be a better teammate? Happened to influence your role?
As the says here, you're theCEO for the center. If you were
(08:39):
allowed to care of Burke's County withforty two thousand visits this year, well,
what's the connection there? I thinkit's never about me, and I
think it's the one thing I've learnedis it's never about me. You learn
that even more when you're when you'rea parent, right, it's never about
you. It's about the kids.It's about the family. Here, it's
about the employee. Is there asimilar between being a parent and being a
(09:01):
CEO? I learned more from beinga parent than any business school I've ever
went to, any class I've everattended, any book I've ever read.
Because it's it's about being relatable,it's about being president, it's about trying
to put yourself in their shoes andunderstand what their perspective is do you ever
stop giving? No? Never.I think you have to give to grow,
(09:22):
right. Giving is the gift thatyou can do, and it actually
pays dividends because the more you give, you know, you grow, you
learn, you appreciate um you know, keeps you, keeps you humble,
keeps you relatable. So by giving, it makes you a better CEO.
I think so. And I thinka minute you stop giving, you stop
(09:43):
caring. You know, you becomeselfish, You become kind of locked in
your own bubble, and that's whenbad things happen. So the more you
give, the more you interact withpeople, the more you relate. I
just think it makes you better.Make that the hard way, right.
I think that once you strip backthe bravada of you know, trying to
(10:05):
understanding, learning early on that I'mnot the best athlete. I was never
going to be the star, Okay, So I had to figure that out
early on. And once you getover the why not me? Okay,
Well, what can I be?What can I do? How to be
yourself? What's the way? What'sthe website address for the Center for Your
Logic Care of Burks County. It'sactually Center for Your Logiccare dot com.
(10:28):
We've been speaking with Harry Bookman,CEO Center for your Logic Care of Burks
County here on Executive Leaders Radio.Don't get to visit our website Executive Leaders
Radio dot com. We're back ina moment right after this quick break.
Don't go away. This is HerbCoo and your host of Executive Leaders Radio.
And if you're a business consultant,if you consult to business owners or
(10:54):
to business owners team members, thenwe'd like to speak with you because we're
getting requests from people all over thecountry, from entrepreneurs all over the country
that are starting and building their businesseswhere they're looking for help and maybe we
can help connect you. Why don'tyou email us at consult at Executive Leaders
(11:20):
Radio dot com. That's consult atExecutive Leaders Radio dot com. And perhaps
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com. You're listening to Executive LeadersRadio. This is your host, Herb
(11:58):
Cohen with my co hosts Jim Wilson, Newmark, Calip Hoppus Handlin, Dave
Stoneside or Herbie and Kim Arnold MeridianBank. Let's get them to our first
guest, Jim Coley, CEO ofpen Fleet. Jim, what is pent
Fleet? What are you guys doing? Hey, good morning, Herb.
We do fleet maintenance for companies thatown and operate the old fleet of vehicles.
And where you're from originally? Howmany brothers and sisters? And where
(12:20):
are you in the packing order?So originally from Narberth, Pennsylvania, and
have two brothers, one sister andI'm the youngest, all right, he
in eight to fourteen? What kindof stuff were you doing as a kid?
Building models? Are scars? Fishing, boating, playing basketball? Football?
(12:41):
So these these models that you werebuilding, were they kits you were
buying or were they you know,from scratch? Yes? Yeah, there
were kids I would buy and puttogether? All right? So what did
you enjoy about putting these model kitstogether? And what's that have to do
with who you are nowadays? Ijust love the intricous of building things back
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then, as far as the kidsgoing and today as far as building the
business and compiling a great group ofpeople together. Got you, David,
Jimmy said, you grew up witha stay at home mom and a dad
who had an autobody shop, andyou spent some time as a kid working
in the autobody shop. Tell meabout a few of the jobs you were
doing. Sure, I started outas the estimator, learning about cars,
(13:24):
learning how to write estimates, andworked my way all the way up through
running the business for him. Yourdad had a pretty successful career. What
did you see in him the madehim successful? Just that he would start
early, work late, and nevergive up. Did you bring those traits
forward to run near upen Fleet today? Absolutely? I think that's one trait
that pretty much every CEO has tohave. Kim, you told me as
(13:46):
well that you had a great relationshipwith your older brother and really respected him.
What did you respect about him andhow did that translate to what you
do now? I did? Ijust love that he was really intelligent,
could think outside the box, andwas a really good relatable person. And
what's that have to do with howyou're building your team? Just finding great
(14:07):
people that you can work with,you can get along with, it has
the great culture, and then buildfrom there. Caleb Jim, what was
your favorite sport to play growing up? Basketball? What was your role in
the basketball team, knowing that Iwas allousy basketball player and allowing the team
(14:28):
to help me. So it soundslike you're kind of comfortable with stepping aside
and letting the all stars perform.So I want to ask you what has
that have to do with your managementstyle at penn Fleet. Yes, I
am actually just last year went outand hired a president to run the company
for me because I felt I neededsomebody with a different skill set, and
I promoted myself to CEO, andnow Sandy Rapp runs the business on a
(14:52):
day to day basis. Jim,Jim, how young were you when you
started making money? And nine nine, all the eight years somewhere in that
area. Well, what kind ofthings were you doing? Car washes?
I would I would get sunglasses froma friend's bike store and I would buy
them cheap and sell them high andtake them to school with me. So
(15:13):
I'm not doing anything you understood supplyingthe man. I also, you also
told us about buying a bike oncredit. Yes, so I wanted a
bike really bad and my parents wouldn'tgive me the money for it, and
I didn't have enough saved. SoI talked to the bicycle shop and they
said, hey, you can signup and get credit for it, and
I was like, you know,if that's a great idea, because I
can build my credit and start youngand that's what I do. So what
(15:37):
does that entrepreneurial spirit have to dowith what you do today? I just
I totally believe that it's finding away to accomplish whatever goal it is that
you want, no matter what theobstacle is. And that's what I was
able to do it that bike especiallywell, it sounds to me like,
you know, also, you werelooking forward. You know, you wanted
(15:58):
to build your credit. You know, you're looking forward. And so earlier
we were talking about if we weredoing a good interview, what don't we
know about you? And you mentionedsomething about faith. What was that about
faith you mentioned? M did overthe past fourteen thirteen years, I've found
out that my faith in Jesus Christhas been what's gotten me to where I
(16:18):
am today. Simply because I wasin a drug addict, alcoholic. I
had two brothers that passed away fromdrinking, and I fortunately was able through
the power of Jesus Christ to beable to be saved and be able to
be sober and clean today. Andhave a great business and build a great
business. Should you be emitting allof this on the air that you're that
(16:41):
you were an alcoholic and a drugaddict and now you're the CEO of a
company. Absolutely, it's part ofmy story. It's how I got here
today. So how does this helpyou build your business? The fact that
you're rather humble about who you areand how you got here? You know,
I honestly, I just I couldn'tbe here today if it wasn't for
(17:02):
first Jesus and if it wasn't forthe team that's around me. I'm definitely
not the smartest person. But byputting a group of people together that all
have a different skill set, that'show we succeed. How large your house
small? Is the team? Aboutthirty five employees? And how long have
you been in business? Started intwo thousand and four, eighteen years.
(17:23):
Have any of these people been withyou more than a couple of months?
Oh yes, yeah, probably aboutsixty percent. I've been with me a
decade or more. Why because theycan see the vision. They can see
and they can also see what Jesushas done in me and changed me from
being a person that only cared aboutsucceeding for myself in the beginning. Now
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I want the whole team to besuccessful. I want everybody to have a
good life and to be able tolive from pen Fleet and what we do.
Wait a minute, I thought theCEO was supposed to be a money
grubber and you know, it's me, me, me, me. But
it sounds to me like that's notwho you are. You know, that
sounds like politics, what you're saying. But I think it's different if you
(18:07):
talk to the other CEOs that arehere. Um, that's not It's not
who we are at all. Uhhuh. So you're really concerned about the
team? Do you let me letme ask you a question. When you
hire somebody, you're agreeing to somesort of a compensation, play a base
and a bonus or whatever. Mydo you ever go beyond the call of
duty for your people? Yes,all the time. Why I have an
(18:27):
employee right now whose wife is UMhas terminal cancer. UM. He's going
today to plan her funeral. Ireached out to him this morning and just
said, hey, if there's anythingthat you need on here, and you
know, we helped him send herto Disney a couple of months ago.
Those are things that no matter whathappens in your business, you've got to
be able to help the people thathelped you get there. Why, it's
(18:51):
just what That's how God made us. We're supposed to help each other.
That's the way that if you don'tlisten to the news, this is actually
how how this country is. Thisis what I believe. What do you
mean? I just don't believe thatthe country is as divisive as as the
here today on the news. Ibelieve that, uh, you know,
most CEOs that we we're here,we all want our business to succeed,
(19:12):
not just for us, but forour whole team. So you're saying there's
good news, but all you hearis the bad news, and the good
news is the kind of stuff thatyou're talking about. Am I reading you
correctly? Uh? Huh? Anduh so you want this one this as
opposed to separation, and it soundslike as opposed to a lot of lawsuits
(19:33):
and screaming and yelling. You reallytrust your people, in fact, you
respect your people. Yeah, Ido. I do one hundred percent.
And it's it's difficult, honestly,stepping from the president to the CEO where
you have more of a visionary role, but you know you're trusting. You
have to put more trust in yourteam to be able to operate and run
the business from the day to day. So I'm learning that today. Uh
(19:55):
huh and uh what do you Whatdo you like about your role? What
do you like about being the CEOor the president of this organization known as
pen Lead. I love being ableto be a cheerleader, to be able
to be excited when people succeed,to be able to help them when they
fail, to be able to liftthem up, because that's what so many
people have done for me. Youknow, when I've been down and out,
(20:15):
they've lifted me up and helped meto become the person that I am,
the man that I am today.I thought you're going to tell me
like cars or trucks or something likethat. I do. I love trucks
and I love helping people. Everythingthat you guys are wearing right now has
been in a truck at one timeor another. So everything's been on a
forklift at one time or another becausethey've moved it in and out of a
(20:37):
truck to you know. So thoseare the things that really excite me.
You know when you go through thepandemic like we've been through, people start
to realize how important truck drivers are, how important sanitation workers are, how
important I mean that's those are thepeople really that make this world what it
is today. And you have alot of appreciation for these folks, and
(20:57):
you have a lot of think youget a lot of joy out of the
connectedness of working with your team andbeing part of the whole ecosystem. Am
I seeing that? Right? Ido? What's really tough too, because
I'm a very emotional person. Sowhen when I talk about somebody like our
colleague that's wife is terminal illness rightnow, you know, it really makes
(21:18):
me emotional and upset to see whathe's going through. And but that's really
what gives me the pleasure of beingable to support them. Yeah, David
alt Tears has wasted. What's thewebsite address of this organization known as Penfleet
penfleet dot com. We've been speakingwith the emotional Jim Coley, who is
(21:41):
CEO of Penfleet here on Executive leadersRadio. Don't forget to visit our website
Executive leaders Radio dot com to learnmore about our executive leaders. At Executive
leaders Radio dot com don't go awaywith back to the moment riding for this
quick break. We're back. You'relistening to Executive Leaders Radio. As your
(22:11):
host Herb Cohen, we'd like tointroduce Jeffrey Boyce, CEO of ARRAY Behavioral
Care. Jeffrey, what is aRay Behavioral Care? What are you guys
doing? So? We like tothink that Array is the nation's leading virtual
psychiatry and therapy practice. We've gotabout six hundred employees with us and work
in all fifty states. Where you'refrom originally? How many brothers and sisters
(22:36):
and where are you in the peckingorder? I grew up on a farm
in a little town called Pecula,Georgia. I am one of six and
two older brothers, two younger brothers, and my baby sisters the way,
so you're the third of six andwho started this business? This business A
ray behaved? Okay, I wasthe founder. How young were you when
(22:56):
you were starting things? Well?I think when I started trying to make
money, I was ten or twelve. With my brothers, we would negotiate
a contract to manage the property withmy father. What's enough to do with
building this business? I think itreally taught us the value of hard work
right and thinking very practically about gettinga job done. And you mentioned that
(23:22):
eight to fourteen you grew up ina farm that had a major influence with
yelling you Kayley, why don't yougive me a hint tell us a little
bit more about it, Jeffrey.What's it like growing up on a farm.
Yeah, so it was a horsefarm with cows, and you know,
we were always responsible for making surethat the animals were taken care of
in the morning before we'd go offto school. We would lead trail rides
(23:44):
on the business. I would,you know, be muck installs on the
weekends and guiding trail rides with folksand just sort of keeping everything up and
running. So from sunrise to sundownyou're working on the farm. You were
an athlete, though you did otherthings as well. Yeah, we were
all really involved with school activities andreally involved with sports. I've played three
sports, football, baseball, basketball, all all my siblings did. How
(24:07):
are you able to manage juggling athletics, a school life, and working in
a farm. How do you managethat schedule? I have no idea how
my parents manage the schedule of gettingus everywhere that we needed to be.
But uh, yeah, it justbecame all about sort of hard work and
kind of always operating with a levelof intensity. So this level of intensity
you're talking about operating at, doyou operate that with that same level of
(24:29):
intensity today at our read behavioral care? I do. Yeah, I work
very intensely. Tell us a littlebit more about it. Yeah, So,
um, you know it's a it'sreally a twenty four seven operation.
We've been growing the business from beingfounded, you know, when I was
twenty seven to what it is now, you know, having a national footprint
and some really sizeable contracts and realgrowth opportunity. Man, so you're one
(24:53):
of six. Explain the relationship betweenyou and your siblings. We were always
really really close. I think wewere in padres and um, you know,
being a team ourselves and uh,you know, really in doing a
lot of this work around the farmand the property. You know, we
were we were really all best friends. So you're you're obviously successful. How
(25:15):
things turned out for your siblings aswell? All my siblings are very successful.
We're really a family of high performers. I would say my parents had
high expectations and everybody rose to thechallenge. Certainly there's a team dynamic amongst
a family of that size. Howhas that influenced how you've kind of built
your team and built your company.Yeah, I think my family was a
(25:37):
team I think, you know,we were always involved in team sports and
so kind of everything around us wasit was all about the team. That
was what's sort of the big commonmission that we're working toward, and then
what's the role that you're playing withinthat group to make it happen? Mister
Wilson, yeahfre You tell us aboutyour parents growing up. What kind of
things were they doing? And somy father was an attorney as of a
(26:00):
litigator, uh, and my motherwas an educator. She was an educator,
administrator and a long time board memberand um, you know, so
I think I came up with amix of my dad's practicality and my mother's
kind of care for others. Socivil litigator, I think of you know,
risk and liability, And you mentionedyour mother was an elementary school teacher.
One of their functions is to modelgood behavior for younger younger people.
(26:23):
So what do you see with therisk and liability and modeling good behavior and
what you do? Yeah, soum, it was it was always about
responsibility, right, we had toset a good example for those folks around
us, um, And so thatwas by getting things done and doing it
(26:44):
in a responsible way that tried totake care of the people around us.
And as part of a team.What else she got him? What else
you thinking? Yeah? What kindof sports were you claim when you grew
up? It was football, baseballand basketball? And what was your role
on those teams? You know,I was I was never the best athlete,
but I was always a team leader, right. I would be the
quarterback of the football team, thecatcher of the baseball team, you know,
(27:07):
a team captain. And you knowI could never perform athletically at the
level that I would necessarily have wantedto, but I always knew what we
were supposed to accomplish and what everyoneon the field of the court was supposed
to be doing and could help pointthem in the right direction. So how
do you point people in the rightdirection? Now? What you do at
a a ray behavioral care? Yeah? I completely see that as my role.
(27:29):
I write, I view myself asworking for everyone else, and what
I'm constantly trying to do is figureout what is this person trying to accomplish,
What resources or support do they needto be successful? And how from
my seat can I help put thoseat their disposal. Mister Clark, so
grown up on a farm, imagineyou had to get your hands dirty.
(27:52):
Describe kind of some of the taskyou were doing as as a kid there,
you know, in terms of youknow, being a handyman, putting
things together, those sorts of things. Yeah, so, I mean it
was it was taking care of theanimals. But then, as you said,
I was, I was really ahandyman, right, Um, I
became this sort of problem solver umand builder. Right, I'm my hobbies
right now are being a handyman andbeing a woodworker. And I started doing
(28:14):
that on the farm. Um,you know, where something needed to get
done, I could visualize the solutionof the problem. I could literally build
the thing in my head, andthen I started trying to figure out how
do I do it with my hands? Um some problem solver and builder.
That seems like an app description ofwho you are today, right, Yeah,
I think and I've been I thinkI've been doing that within a right
(28:37):
behavioral care here, right, LikeI like building things. I have loved
building this team of love building thiscompany, you know, into a large
extent. We've been doing this fora while where we helped build an industry
of digital mental health. So youyou like you like coming up with ideas
and pulling a team around an idea. I do, yeah, And I
like sort of setting the picture ofwhere that team needs to go right,
(29:00):
setting the challenge and sort of paintingthe painting the vision. Do you wake
up in Do you wake up inthe morning with new ideas regarding the business
things you want to do different.I'm laughing because my team would say absolutely,
yes. Every day I'm coming inwith sort of this new big idea
of this thing that I think weshould be doing. Oh you married or
single? I'm presently single. HuhAnd um, so you're pretty your this
(29:23):
business is pretty important to you.Huh it is? Yeah? Absolutely.
Do you do. Have you developedpersonal relationships with some of the team members?
I have, Yeah, But wespend a whole lot of time together,
and so we want to have funwhile we're working. Wait wait,
wait, I thought business was bloodand guts and make money And what do
you mean you want to have fun? And what are you talking about?
(29:45):
We work in mental health right.We work with a very passionate group of
people that want to help others andbuild connections with others. So you're where
the idea come from for the sitefor this business that you started. I
can't claim that it was my idea. It was something that our chief medical
officer had started doing almost twenty yearsago, but he really had no idea
(30:06):
how to turn it into a business, and so I sort of stepped in
to write a business plan to takethis clinical application and start offering it more
broadly. So what was your relationshipwith this chief medical well this year back
then. Yeah, so I justmet him socially. I was dating a
licensed clinical social worker at the time, and I met him as chief medical
(30:27):
officer of the practice she was workingwithin at the holiday party and we just
sort of headed off, headed offwith some of the other leaders of the
organization and then turn to business.So you didn't necessarily have a background in
this, but they did, andyou understood how to build the business and
you developed a relationship over the courseof time. How much time did it
(30:48):
take you to develop a relationship beforeyou guys agreed to be partners. It
was reasonably quick. Yeah, weheaded off right from the start, and
I wrote a business plan as aconsult thought I was going to present it
and walk out the door go dosomething else in commercial real estate, which
I was working in at the time, and I said, hey, you
want a job to try to makethis thing happen, and so we did.
(31:11):
What's that tell us about you?I really don't know. Yeah,
So this disability of yours to developrelationships and put yourself out there, it's
just sort of who you are,it sounds to me. And in terms
of the pecking order, where areyou in the pecking order of the brothers
and sisters? I'm the third son. What did that? What did being
(31:33):
the third son teach you about beingpart of a team in developing relationships and
so on and so forth. Yeah, so there was a grouping within my
family. There was the big guysand the little guys, and I was
right in the middle. And soI was actually on both I had to
be on both teams at the sametime, and of the unifier between them.
What's the website address of this organizationknown as a Ray Behavioral Care a
(31:59):
Ray BBC dot com. Why don'tyou know? How do you spell that?
Give me the spelling of A RR A Y B as M Bravo
season Charlie dot com. We've beenspeaking with Jeffrey Boyco of our behavioral care
don't we get to visit our websiteExecutive Leaders Radio dot com to learn more
about our Executive Leaders Executive Leaders Radio. Stick around. We'll be back in
the moment right after this quick break. Don't go anywhere. This is herbco
(32:22):
when you're hosted Executive Leaders Radio dotcom. Regarding your career, if you're
trying to figure out how to makethe most money and also enjoy your career,
that's enjoy your career, I meanreally enjoy your career and make the
most money. You ought to talkto our CEOs. They've got the bird's
(32:43):
eye view of where the really profitablejobs are, where the really profitable jobs
are going to be, and they'rewilling to speak with you regarding their vision
for the future and where you mayfit into it. In order to make
the most money and really enjoy yourcareer. Email us consult at Executive Leaders
(33:05):
Radio dot com. Death consult atExecutive Leaders Radio dot com to get help
from our CEOs regarding where you maywant to go in your career. To
make the most money and really enjoyyour career, consult at Executive leaders radio
dot com. We're back. You'relistening to Executive Leaders Radio. This year,
(33:42):
host HERP cohen Like introduced Brenda Shamulak, President and CEO of technique Plex.
Brenda wood is Techdiplex. What areyou guys doing? Second? Plex
is a global manufacturer of high performancematerials about one point seven billion dollars forty
plus locations around the globe, andwe manufacturer high performance materials going to consumer
(34:04):
products to use every day like cakeups and life saving medical devices. You
have about seven thousand employees. Youmentioned earlier were you from originally? How
many brothers and sisters? Where areyou in the pecking order. I'm from
the Chicago suburbs and i am theoldest of four children. What was that
like growing up the oldest of four? It was like herding cats, being
able to make sure that these fourstayed in concert and we brought out the
(34:30):
best in everybody. You mentioned thatthe mom and dad were involved with running
a family business. What kind ofbusiness was that and how young were you
when you were answering the telephone?Yeah? Right, My parents owned a
landscaping construction business that was run outof our house while I was younger,
and then eventually moved kind of behindour house. So life between personal and
(34:54):
business was always intermixed, and Iwas responsible for keeping the piece at home
while also in some cases, youknow, answering the business phone that was
was transferred into our home. Howyoung were you when you were answering the
phone? I was probably fourth grade. M What did you learn answering the
telephone in fourth grade for your parents? Landscaping business has anything to do with
(35:17):
growing a company to a billion seven? Yeah? I think there. I
learned a lot about keeping calm intimes of crisis and making sure that we
didn't overdra dramatize anything, making surethat we really continue to keep everything running.
(35:38):
With a lot of balls in theair, Matt, why don't you
grab the ball? So Brenda goneback to being the oldest of four children
or some of the or some ofthe traits that you developed from from being
at that older sibling. Yeah,I think I learned a great deal from
(35:58):
that experience. Throughout my whole life, my parents counted on me. They
had very high expectations, but alsounderstanding how every person on the team,
all four of us were motivated indifferent ways and being able to help bring
out the best. Was that translatedinto your current role as CEO. Yeah,
you know, it translated all throughoutmy whole life, whether it was
(36:21):
on the basketball court and into beingpresident of my sorority, but eventually coming
into TECHNOPLEX. We have seven thousandemployees around the globe and being able to
bring out the best in everyone andhelp motivate everyone towards common goals of growth.
Mister Wilson, Yeah, friend,I mentioned I read an article recently
(36:42):
a TECHNICLEX acquired ten companies in thelast four years. When did you become
president and CEO of the company?I took the role July first of last
year, and yeah, it's beena company that's been highly acquisitive. We
closed five back positions in the firstsix months of me being here a technique
I think you mentioned the very nextday when you joined a group guys acquired
(37:06):
another company as that, right,we did. We were working at it
in the background, and so whenJuly first hit, it was a beautiful
timing. Going back to your parentslandscaping business, you mentioned they experienced growth.
How did they measure that growth.Yep. The way that they measured
it wasn't in the typical sense ofsales revenue. They were really looking at
(37:30):
how big they got, which ledto number of trucks that they had.
So they went from kind of startupone truck to eventually twenty to twenty five
and that was really how they measuredthemselves. So that must have been great
going from one to twenty five trucks. Did that create more stability in the
business? No, Actually it createdmore risk because as you added trucks and
(37:52):
equipment, it was highly capital intensive, so a lot of risk there.
So how do you mitigate risk attechno plex when you're acquiring? Are you,
in fact the companies you're acquiring you'reproviding them stability the acquirees, you
know, I don't think that's thegoal. I think the goal is from
a Technoplex perspective, we're constantly lookingat how do we grow in new ways,
(38:15):
take advantage of the competitive advantage wehave, and find new ways to
reach new markets. So the acquisitionsreally taper into the business to provide solid
foundation to grow, and these companiesplay into really the vision and the goals
that we have for that growth,so really helping tie it all together,
filling gaps. Caleb Fender, wereyou involved in sports growing up? I
(38:38):
was. I played basketball into college. What was your role on the basketball
team. Well, I was aguard and I was really known for defense,
but I also was a leader onthe team, so captain of the
team. What do you learn frombeing an athlete and being a captain on
a basketball team. The team's madeup of several different players and they all
(39:00):
come from different backgrounds, They're motivatedin different ways, and to be honest,
I was never on a championship team. But what we did was we
turned what I would say common talentinto some pretty high performance out there together
as a team, and that wassomething that was addicting to me. Do
you have a diverse workforce now atTechnopleux, we do. We have seven
(39:23):
thousand employees across the globe and justrecently we acquired business to really enter into
Latin America, which came with abouttwenty five hundred employees that are Spanish speaking.
So your ability to motivate different playerson the team that probably directly relates
to this large workforce and keeping themmotivated and everyone rowing in the same direction.
(39:44):
Absolutely. Just because you're from aparticular country doesn't make you motivated by
the same thing. So you reallyhave to look at what inherently makes people
at their best and bring out andshine a spot later, bring out the
best. You mentioned mom was atrailblazer, Well, what do you mean,
but she was a child? Wasshe a trailblazer? What are you
talking about? Landscape construction is apredominantly male dominated industry, but my parents
(40:10):
early on decided that they were goingto list the company as a female owned
business to be able to gain accessto government contracts, and eventually my mom
became the first president of their ContractorsAssociation, which was really a pretty amazing
thing if you looked back then.So what was the effect of your mom
on you? I was able towatch my mom and how she led,
(40:35):
and it was a powerful strength andwarmth that she led with that really was
very different than other female leaders thatI eventually saw throughout my career, and
it was something to emulate, reallykeeping the drama down and keeping the focus,
using data and analytics to help reallycontrol the situation and make sure that
people were motivated in the same direction. And you mentioned earlier in the interview
(41:00):
something was addictive to you? What'saddictive to you? Being able to ignite
something in a team of people whocome together and have never worked together before
to accomplish unbelievable feats. And sofrom a results orientation, I love being
able to get everyone connected in differentways. And it sounds to me like
(41:23):
one of the reasons your acquirees wantto be acquired is because you were able
to paint a greater vision for all. You're able to make sure that one
plus one equals three and one plusone plus one equals five? Am I
correct about that? Absolutely? It'sone of the things that really is inherent
in me. I'm very focused ongrowth. I have a marketing background and
(41:45):
being able to really understand the needsof the markets that we serve and then
rally the troops behind it to createa vision that really normally would be insurmountable.
How young were you when you werepulling people around an idea? Well,
it goes back to my childhood right. Being able to bring all four
of us from a sibling perspective alongthe way was something that I learned how
(42:08):
to do at a very young age. Well, question for you, did
your parents ask you to take controlof the family or did you just sort
of like step in. It wasan expectation for sure. I don't think
there was any asking involved, right, But being able to make the best
of it without my parents there,right, without the leadership around me,
was being able to help getting getinto that natural leadership position. So this
(42:31):
disability of yours to fill the voidof leadership has that helped you in your
career? Definitely? Definitely. Mysiblings call me the glue, the glue
that holds everybody together, and thatis something that I probably wear and I
really really enjoy being able to bringthat together into my professional life. So
(42:54):
your nickname is the glue that holdsit all together. Your siblings call you
that, with the folks in atthe business call you the same thing.
They think the same thing. Yeah, that's interesting. So I've only been
here since July of this past year, and the former CEO had been here
since two thousand and eight. Thatwas a pretty big shock to the system.
(43:15):
And I would say that when you'reused to following a leader that has
a specific set of traits and yoursort of condition that way, it's very
difficult to shift to change, right, But being able to help everyone see
how to unlock this growth that maybehave been lying dormant in the organization was
a big part of what I broughtit. What's the website address for Techniplex
(43:36):
techni hyphenplex dot com. We evenspeaking with the Brenda Shamulak, President and
CEO of tech Daplex. Let's see, mister Hoppus, could you give us
a rundown? And who we've hadon the show today? Please? Yeah?
Great show today, herb. Wehad Harry Bookman, the CEO of
the Center for Youurological Care of BurksCounty. We had Jim Cooley, the
CEO of Penfleet, Jeffrey Boyce,the CEO of Array Behavior You're All Care.
(44:00):
We finished up with Brendas Yamulak,the president and CEO of Technoplex.
I would like to thank my cohosts, including mister Jim Wilson, Newmark,
Caleb Pappas Hanlin, and Matt Clarkcore Centric for giving me a hand
structuring the questions, providing our listeningaudience an educational and entertaining show. Like
to thank our listening audience for listening, otherwise we wouldn't have a radio show.
(44:22):
Don't forget to visit our website,it's Executive Leaders radio dot com learn
more about our executive leaders. It'sExecutive Leaders radio dot com to learn more
about our executive leaders. Thank youfor joining us today. Please have a
nice day. Bye bye
Welcome to Executive Leaders Radio, yourspot in the corner office, the radio
show where executives share their secrets tosuccess. Executive Leaders Radio. You're listening
to Executive Leaders Radio this year hostHerb Cohen with my co host Jim Wilson,
Newmark Killipapus Hanlin and Matt Clark CoreCentric. We have a great lineup
(00:31):
of guests for you on our showtoday. Kayleb, could you give us
a rundown please? You said ather We have a great lineup today.
We have Harry Bookman, who's theCEO of the Center for Your Logic Care
of Burks County. We have JimColey, CEO of Penn Fleet, Jeffrey
Boyce, the CEO of Array BehavioralCare, and we have Brenda Shamu Lack,
the president and CEO of Technoplex.Let's get to know our first guest.
(00:54):
How are you Bookman, CEO ofCenter for Your Logic Care of Burks
County? How are you? Whatis the Center for Your Logic Care of
Burks Keunny? What are you guysdoing? So? We see over forty
two thousand patients a year in ouroffice and perform about seven thousand procedures a
year in our ambulatory surgery center forthe largest of year logic care here in
the greater Burkes County region. Wereyou from originally? How many brothers and
(01:15):
sisters? And where are you inthe packing order? Grew up in the
Pocono Mountains right outside of Hazelton,PA. I only have one sibling,
my sister Kellie, and she isyounger than I am. Eight to fourteen?
What's the list of stuff you weredoing eight to fourteen years old?
Eight to fourteen, played football,wrestled a little bit, and actually got
into auto racing. All right,Caleb, give me a hand please,
(01:40):
Harry. That's pretty interesting for aneight to fourteen year old auto racing.
Tell us a little bit about that. How did you get into it?
My father got me into auto racing. He actually was playing a game of
cards, won his first race carduring a hand of poker, and next
thing I knew, we were atthe tracks on the weekend. So what
are some of the things you learnedat the tracks in the weekend? I
(02:00):
learned how everybody had a part toplay and how everything, even if it
seems small, just something as atire pressure affected the overall performance of the
car. And the team. Soattention to detail became really really key for
me. An attention to detail,I mean, you're the CEO of a
medical facility right now. How importantis attention to detail in your day to
day job? It's everything. Eventhe smallest detail can absolutely impact the outcome
(02:23):
for a patient or for the team. Sticking with some of the other things
you were doing athletically, what wasmore important athletics or auto racing to you?
Auto racing? Why is that?You know, I wasn't the greatest
athlete, So for me, Ilearned early on I wasn't going to be
the leader of a team in thetraditional sense, so I had to figure
out how to how to play thebest role I could. So that just
(02:46):
naturally gravitated more to what the constructof an auto racing team was than a
traditional football or basketball team. Sois there someone that helped you kind of
buying that different path when you weren'tsucceeding too much in athletics. It was
my father, just sitting back andwatching him and how he interacted with people
and how he kind of transitioned andhe was a really great athlete, but
as a small business owner and thenwe start a racing cars, just seeing
(03:08):
how you had to interact with peopleto get them to help, especially as
you couldn't pay people. We havemoney to pay people to help with a
race car. So just those relationshipsbringing people along the ride with you.
So now today as a business executive, do you help people get on the
right path? Do you have anymentees? Yes, I meant to a
lot of people here in the organization. Also I have people outside the organization
(03:31):
that I connect with and help themwith challenges in their lives. Mister Wilson,
are you told us in the greenroom that you're racing experience involved a
lot of tinkering with the cars?What kind of work were you doing on
them? So, whether it waswas breakes or tuning the engine or the
tires or weight distribution, all thosethings affected the performers of the car.
So it's all about efficiency right correct. It's how do you get everything to
(03:53):
work in harmony together to get thebest outcome. So what is your approach
to the fishing management of your medicalfacilities? And I think it goes back
to that that concept teamwork. Howdo you engage people in a way that
you know you can throw money ata problem it doesn't mean you're going to
fix it the best way. Sohow do you engage people on a really
intrinsic level and help them think differentlyabout a problem and come up with an
(04:15):
ideal solution. Mister matt Oh,you were obviously passionate about race car driving.
When did that? But now youended up in yourrology. Where did
that transition take place? Or whendid the race car race car passion stop?
I guess I don't know if thepassion ever stop. But one weekend
I came home from college and Ihad found that my mom had sold the
(04:36):
car and said, you know,this is a hobby. This isn't your
life's work. You got to putyour head in the books and get a
degree and find out what you wantto do with the rest of your life.
It's not going to be auto racing. So somehow I found my way
into healthcare. So how does yourmom feel about where you ended up?
She actually is very excited. Mymom was a registered nurse, and I
see, you nurse for over fortyyears, retired about two years ago,
(04:58):
so you know, hearing her storiesof what life was like at the bedside
and figuring out, wow, that'sthat's a really great way to help engage
people in the rich people's lives,and so got into healthcare and absolutely fell
in love with it. Do youhave traits today in terms of how you
lead your business that you took fromobserving how your mom operated in the healthcare
space, listening to some of thestruggles she had giving care at the bedside,
(05:23):
and then figuring out once again,what role I could plan a team
to get everything better around me justgravitated into may being a CEO and healthcare.
Harry, how young are you whenyou first started making money? Around
fifteen? So my mom's father ownedcarnival rides in carnival games, and I
(05:44):
started going with him on the weekends. We were racing and start earning money
that way. Okay, that's quitean interesting place for a young kid to
get their first job. Who doyou learn more from kind of the attendees
of the fair or the co workersthat you're there with. I think the
co workers that were there just whata colorful group of characters, you know,
and just learning how do you relateto people to get them to really
(06:04):
trust you? Come over, playyour game, get on your ride,
because that's what everything was based on. Like the volume of customers. So
does that directly relate to running abusiness and having hundreds of employees underneath you?
I think it's just about relatability.You know, people want to trust
people are working with or people they'reseeing. So how do you build trust
quickly in a genuine, authentic wayand just you know, make the world
(06:27):
a better place? Mister Clark,So your your dad was kind of behind
your your race car passion. Yourmom was behind kind of the healthcare track
you got on. Would you saymother knows best? Yeah? I think
that they really compliment each other well. And what I learned from them is
is, once again, how howdo you play off each other to make
(06:50):
to make any situation better? Um, you know, growing up wasn't easy.
Dad small business owner, so hestruggled mom, you know, working
all different types of shift day,evenings, weekends, holidays, and just
see the dedication they had to useto make a family work is It's one
of the greatest life lessons I've had. What would you say is the what
(07:10):
would say is the biggest challenge orthe hardest part about your your role today?
You know, I think once again, just the competing challenges of healthcare
of you know, you have capitatedpayments for reimbursement and you have ever spiraling
costs. So once again, youcan't spend your way out of any problem.
You have to think creatively to getthe solution. And you realize that,
you know, people are your biggestasset. So how do you really
(07:31):
make sure that they're not just performing, but they're not burning out, that
they still feel a sense of purposeevery day when they walk through the doors,
and they don't just leave exhausted.You know, they have to go
home to their families. And Isaw that struggle personally growing up, how
exhausted my mom was at the endof a shift, you know, and
still trying to be a mom,and be a wife and and be an
activity. So making sure I rememberthese people have families too when they go
(07:54):
home. Were you when you wereplaying sports for you the best player on
the team? Absolutely? Well,didn't that make you feel bad? And
how's how's that a lot of sportsstuff affecting what you're doing nowadays? Yeah?
I think really everybody wants to bethe best at something. But where
I made my piece was if Icould be part of something great and help
in any small way, then maybethat that's the role I had to play.
(08:18):
So sometimes it's behind the scenes work, or it's the coaching or soliciting,
or the learning or understanding how thingswork together makes you a better person.
Maybe not a better athlete, butI think a better teammate. Well,
how's wanting to be a better teammate? Happened to influence your role?
As the says here, you're theCEO for the center. If you were
(08:39):
allowed to care of Burke's County withforty two thousand visits this year, well,
what's the connection there? I thinkit's never about me, and I
think it's the one thing I've learnedis it's never about me. You learn
that even more when you're when you'rea parent, right, it's never about
you. It's about the kids.It's about the family. Here, it's
about the employee. Is there asimilar between being a parent and being a
(09:01):
CEO? I learned more from beinga parent than any business school I've ever
went to, any class I've everattended, any book I've ever read.
Because it's it's about being relatable,it's about being president, it's about trying
to put yourself in their shoes andunderstand what their perspective is do you ever
stop giving? No? Never.I think you have to give to grow,
(09:22):
right. Giving is the gift thatyou can do, and it actually
pays dividends because the more you give, you know, you grow, you
learn, you appreciate um you know, keeps you, keeps you humble,
keeps you relatable. So by giving, it makes you a better CEO.
I think so. And I thinka minute you stop giving, you stop
(09:43):
caring. You know, you becomeselfish, You become kind of locked in
your own bubble, and that's whenbad things happen. So the more you
give, the more you interact withpeople, the more you relate. I
just think it makes you better.Make that the hard way, right.
I think that once you strip backthe bravada of you know, trying to
(10:05):
understanding, learning early on that I'mnot the best athlete. I was never
going to be the star, Okay, So I had to figure that out
early on. And once you getover the why not me? Okay,
Well, what can I be?What can I do? How to be
yourself? What's the way? What'sthe website address for the Center for Your
Logic Care of Burks County. It'sactually Center for Your Logiccare dot com.
(10:28):
We've been speaking with Harry Bookman,CEO Center for your Logic Care of Burks
County here on Executive Leaders Radio.Don't get to visit our website Executive Leaders
Radio dot com. We're back ina moment right after this quick break.
Don't go away. This is HerbCoo and your host of Executive Leaders Radio.
And if you're a business consultant,if you consult to business owners or
(10:54):
to business owners team members, thenwe'd like to speak with you because we're
getting requests from people all over thecountry, from entrepreneurs all over the country
that are starting and building their businesseswhere they're looking for help and maybe we
can help connect you. Why don'tyou email us at consult at Executive Leaders
(11:20):
Radio dot com. That's consult atExecutive Leaders Radio dot com. And perhaps
we can connect you to folks,to entrepreneurs and their team members all around
the country that are looking for help. That's consult at Executive Leaders Radio dot
com. You're listening to Executive LeadersRadio. This is your host, Herb
(11:58):
Cohen with my co hosts Jim Wilson, Newmark, Calip Hoppus Handlin, Dave
Stoneside or Herbie and Kim Arnold MeridianBank. Let's get them to our first
guest, Jim Coley, CEO ofpen Fleet. Jim, what is pent
Fleet? What are you guys doing? Hey, good morning, Herb.
We do fleet maintenance for companies thatown and operate the old fleet of vehicles.
And where you're from originally? Howmany brothers and sisters? And where
(12:20):
are you in the packing order?So originally from Narberth, Pennsylvania, and
have two brothers, one sister andI'm the youngest, all right, he
in eight to fourteen? What kindof stuff were you doing as a kid?
Building models? Are scars? Fishing, boating, playing basketball? Football?
(12:41):
So these these models that you werebuilding, were they kits you were
buying or were they you know,from scratch? Yes? Yeah, there
were kids I would buy and puttogether? All right? So what did
you enjoy about putting these model kitstogether? And what's that have to do
with who you are nowadays? Ijust love the intricous of building things back
(13:01):
then, as far as the kidsgoing and today as far as building the
business and compiling a great group ofpeople together. Got you, David,
Jimmy said, you grew up witha stay at home mom and a dad
who had an autobody shop, andyou spent some time as a kid working
in the autobody shop. Tell meabout a few of the jobs you were
doing. Sure, I started outas the estimator, learning about cars,
(13:24):
learning how to write estimates, andworked my way all the way up through
running the business for him. Yourdad had a pretty successful career. What
did you see in him the madehim successful? Just that he would start
early, work late, and nevergive up. Did you bring those traits
forward to run near upen Fleet today? Absolutely? I think that's one trait
that pretty much every CEO has tohave. Kim, you told me as
(13:46):
well that you had a great relationshipwith your older brother and really respected him.
What did you respect about him andhow did that translate to what you
do now? I did? Ijust love that he was really intelligent,
could think outside the box, andwas a really good relatable person. And
what's that have to do with howyou're building your team? Just finding great
(14:07):
people that you can work with,you can get along with, it has
the great culture, and then buildfrom there. Caleb Jim, what was
your favorite sport to play growing up? Basketball? What was your role in
the basketball team, knowing that Iwas allousy basketball player and allowing the team
(14:28):
to help me. So it soundslike you're kind of comfortable with stepping aside
and letting the all stars perform.So I want to ask you what has
that have to do with your managementstyle at penn Fleet. Yes, I
am actually just last year went outand hired a president to run the company
for me because I felt I neededsomebody with a different skill set, and
I promoted myself to CEO, andnow Sandy Rapp runs the business on a
(14:52):
day to day basis. Jim,Jim, how young were you when you
started making money? And nine nine, all the eight years somewhere in that
area. Well, what kind ofthings were you doing? Car washes?
I would I would get sunglasses froma friend's bike store and I would buy
them cheap and sell them high andtake them to school with me. So
(15:13):
I'm not doing anything you understood supplyingthe man. I also, you also
told us about buying a bike oncredit. Yes, so I wanted a
bike really bad and my parents wouldn'tgive me the money for it, and
I didn't have enough saved. SoI talked to the bicycle shop and they
said, hey, you can signup and get credit for it, and
I was like, you know,if that's a great idea, because I
can build my credit and start youngand that's what I do. So what
(15:37):
does that entrepreneurial spirit have to dowith what you do today? I just
I totally believe that it's finding away to accomplish whatever goal it is that
you want, no matter what theobstacle is. And that's what I was
able to do it that bike especiallywell, it sounds to me like,
you know, also, you werelooking forward. You know, you wanted
(15:58):
to build your credit. You know, you're looking forward. And so earlier
we were talking about if we weredoing a good interview, what don't we
know about you? And you mentionedsomething about faith. What was that about
faith you mentioned? M did overthe past fourteen thirteen years, I've found
out that my faith in Jesus Christhas been what's gotten me to where I
(16:18):
am today. Simply because I wasin a drug addict, alcoholic. I
had two brothers that passed away fromdrinking, and I fortunately was able through
the power of Jesus Christ to beable to be saved and be able to
be sober and clean today. Andhave a great business and build a great
business. Should you be emitting allof this on the air that you're that
(16:41):
you were an alcoholic and a drugaddict and now you're the CEO of a
company. Absolutely, it's part ofmy story. It's how I got here
today. So how does this helpyou build your business? The fact that
you're rather humble about who you areand how you got here? You know,
I honestly, I just I couldn'tbe here today if it wasn't for
(17:02):
first Jesus and if it wasn't forthe team that's around me. I'm definitely
not the smartest person. But byputting a group of people together that all
have a different skill set, that'show we succeed. How large your house
small? Is the team? Aboutthirty five employees? And how long have
you been in business? Started intwo thousand and four, eighteen years.
(17:23):
Have any of these people been withyou more than a couple of months?
Oh yes, yeah, probably aboutsixty percent. I've been with me a
decade or more. Why because theycan see the vision. They can see
and they can also see what Jesushas done in me and changed me from
being a person that only cared aboutsucceeding for myself in the beginning. Now
(17:45):
I want the whole team to besuccessful. I want everybody to have a
good life and to be able tolive from pen Fleet and what we do.
Wait a minute, I thought theCEO was supposed to be a money
grubber and you know, it's me, me, me, me. But
it sounds to me like that's notwho you are. You know, that
sounds like politics, what you're saying. But I think it's different if you
(18:07):
talk to the other CEOs that arehere. Um, that's not It's not
who we are at all. Uhhuh. So you're really concerned about the
team? Do you let me letme ask you a question. When you
hire somebody, you're agreeing to somesort of a compensation, play a base
and a bonus or whatever. Mydo you ever go beyond the call of
duty for your people? Yes,all the time. Why I have an
(18:27):
employee right now whose wife is UMhas terminal cancer. UM. He's going
today to plan her funeral. Ireached out to him this morning and just
said, hey, if there's anythingthat you need on here, and you
know, we helped him send herto Disney a couple of months ago.
Those are things that no matter whathappens in your business, you've got to
be able to help the people thathelped you get there. Why, it's
(18:51):
just what That's how God made us. We're supposed to help each other.
That's the way that if you don'tlisten to the news, this is actually
how how this country is. Thisis what I believe. What do you
mean? I just don't believe thatthe country is as divisive as as the
here today on the news. Ibelieve that, uh, you know,
most CEOs that we we're here,we all want our business to succeed,
(19:12):
not just for us, but forour whole team. So you're saying there's
good news, but all you hearis the bad news, and the good
news is the kind of stuff thatyou're talking about. Am I reading you
correctly? Uh? Huh? Anduh so you want this one this as
opposed to separation, and it soundslike as opposed to a lot of lawsuits
(19:33):
and screaming and yelling. You reallytrust your people, in fact, you
respect your people. Yeah, Ido. I do one hundred percent.
And it's it's difficult, honestly,stepping from the president to the CEO where
you have more of a visionary role, but you know you're trusting. You
have to put more trust in yourteam to be able to operate and run
the business from the day to day. So I'm learning that today. Uh
(19:55):
huh and uh what do you Whatdo you like about your role? What
do you like about being the CEOor the president of this organization known as
pen Lead. I love being ableto be a cheerleader, to be able
to be excited when people succeed,to be able to help them when they
fail, to be able to liftthem up, because that's what so many
people have done for me. Youknow, when I've been down and out,
(20:15):
they've lifted me up and helped meto become the person that I am,
the man that I am today.I thought you're going to tell me
like cars or trucks or something likethat. I do. I love trucks
and I love helping people. Everythingthat you guys are wearing right now has
been in a truck at one timeor another. So everything's been on a
forklift at one time or another becausethey've moved it in and out of a
(20:37):
truck to you know. So thoseare the things that really excite me.
You know when you go through thepandemic like we've been through, people start
to realize how important truck drivers are, how important sanitation workers are, how
important I mean that's those are thepeople really that make this world what it
is today. And you have alot of appreciation for these folks, and
(20:57):
you have a lot of think youget a lot of joy out of the
connectedness of working with your team andbeing part of the whole ecosystem. Am
I seeing that? Right? Ido? What's really tough too, because
I'm a very emotional person. Sowhen when I talk about somebody like our
colleague that's wife is terminal illness rightnow, you know, it really makes
(21:18):
me emotional and upset to see whathe's going through. And but that's really
what gives me the pleasure of beingable to support them. Yeah, David
alt Tears has wasted. What's thewebsite address of this organization known as Penfleet
penfleet dot com. We've been speakingwith the emotional Jim Coley, who is
(21:41):
CEO of Penfleet here on Executive leadersRadio. Don't forget to visit our website
Executive leaders Radio dot com to learnmore about our executive leaders. At Executive
leaders Radio dot com don't go awaywith back to the moment riding for this
quick break. We're back. You'relistening to Executive Leaders Radio. As your
(22:11):
host Herb Cohen, we'd like tointroduce Jeffrey Boyce, CEO of ARRAY Behavioral
Care. Jeffrey, what is aRay Behavioral Care? What are you guys
doing? So? We like tothink that Array is the nation's leading virtual
psychiatry and therapy practice. We've gotabout six hundred employees with us and work
in all fifty states. Where you'refrom originally? How many brothers and sisters
(22:36):
and where are you in the peckingorder? I grew up on a farm
in a little town called Pecula,Georgia. I am one of six and
two older brothers, two younger brothers, and my baby sisters the way,
so you're the third of six andwho started this business? This business A
ray behaved? Okay, I wasthe founder. How young were you when
(22:56):
you were starting things? Well?I think when I started trying to make
money, I was ten or twelve. With my brothers, we would negotiate
a contract to manage the property withmy father. What's enough to do with
building this business? I think itreally taught us the value of hard work
right and thinking very practically about gettinga job done. And you mentioned that
(23:22):
eight to fourteen you grew up ina farm that had a major influence with
yelling you Kayley, why don't yougive me a hint tell us a little
bit more about it, Jeffrey.What's it like growing up on a farm.
Yeah, so it was a horsefarm with cows, and you know,
we were always responsible for making surethat the animals were taken care of
in the morning before we'd go offto school. We would lead trail rides
(23:44):
on the business. I would,you know, be muck installs on the
weekends and guiding trail rides with folksand just sort of keeping everything up and
running. So from sunrise to sundownyou're working on the farm. You were
an athlete, though you did otherthings as well. Yeah, we were
all really involved with school activities andreally involved with sports. I've played three
sports, football, baseball, basketball, all all my siblings did. How
(24:07):
are you able to manage juggling athletics, a school life, and working in
a farm. How do you managethat schedule? I have no idea how
my parents manage the schedule of gettingus everywhere that we needed to be.
But uh, yeah, it justbecame all about sort of hard work and
kind of always operating with a levelof intensity. So this level of intensity
you're talking about operating at, doyou operate that with that same level of
(24:29):
intensity today at our read behavioral care? I do. Yeah, I work
very intensely. Tell us a littlebit more about it. Yeah, So,
um, you know it's a it'sreally a twenty four seven operation.
We've been growing the business from beingfounded, you know, when I was
twenty seven to what it is now, you know, having a national footprint
and some really sizeable contracts and realgrowth opportunity. Man, so you're one
(24:53):
of six. Explain the relationship betweenyou and your siblings. We were always
really really close. I think wewere in padres and um, you know,
being a team ourselves and uh,you know, really in doing a
lot of this work around the farmand the property. You know, we
were we were really all best friends. So you're you're obviously successful. How
(25:15):
things turned out for your siblings aswell? All my siblings are very successful.
We're really a family of high performers. I would say my parents had
high expectations and everybody rose to thechallenge. Certainly there's a team dynamic amongst
a family of that size. Howhas that influenced how you've kind of built
your team and built your company.Yeah, I think my family was a
(25:37):
team I think, you know,we were always involved in team sports and
so kind of everything around us wasit was all about the team. That
was what's sort of the big commonmission that we're working toward, and then
what's the role that you're playing withinthat group to make it happen? Mister
Wilson, yeahfre You tell us aboutyour parents growing up. What kind of
things were they doing? And somy father was an attorney as of a
(26:00):
litigator, uh, and my motherwas an educator. She was an educator,
administrator and a long time board memberand um, you know, so
I think I came up with amix of my dad's practicality and my mother's
kind of care for others. Socivil litigator, I think of you know,
risk and liability, And you mentionedyour mother was an elementary school teacher.
One of their functions is to modelgood behavior for younger younger people.
(26:23):
So what do you see with therisk and liability and modeling good behavior and
what you do? Yeah, soum, it was it was always about
responsibility, right, we had toset a good example for those folks around
us, um, And so thatwas by getting things done and doing it
(26:44):
in a responsible way that tried totake care of the people around us.
And as part of a team.What else she got him? What else
you thinking? Yeah? What kindof sports were you claim when you grew
up? It was football, baseballand basketball? And what was your role
on those teams? You know,I was I was never the best athlete,
but I was always a team leader, right. I would be the
quarterback of the football team, thecatcher of the baseball team, you know,
(27:07):
a team captain. And you knowI could never perform athletically at the
level that I would necessarily have wantedto, but I always knew what we
were supposed to accomplish and what everyoneon the field of the court was supposed
to be doing and could help pointthem in the right direction. So how
do you point people in the rightdirection? Now? What you do at
a a ray behavioral care? Yeah? I completely see that as my role.
(27:29):
I write, I view myself asworking for everyone else, and what
I'm constantly trying to do is figureout what is this person trying to accomplish,
What resources or support do they needto be successful? And how from
my seat can I help put thoseat their disposal. Mister Clark, so
grown up on a farm, imagineyou had to get your hands dirty.
(27:52):
Describe kind of some of the taskyou were doing as as a kid there,
you know, in terms of youknow, being a handyman, putting
things together, those sorts of things. Yeah, so, I mean it
was it was taking care of theanimals. But then, as you said,
I was, I was really ahandyman, right, Um, I
became this sort of problem solver umand builder. Right, I'm my hobbies
right now are being a handyman andbeing a woodworker. And I started doing
(28:14):
that on the farm. Um,you know, where something needed to get
done, I could visualize the solutionof the problem. I could literally build
the thing in my head, andthen I started trying to figure out how
do I do it with my hands? Um some problem solver and builder.
That seems like an app description ofwho you are today, right, Yeah,
I think and I've been I thinkI've been doing that within a right
(28:37):
behavioral care here, right, LikeI like building things. I have loved
building this team of love building thiscompany, you know, into a large
extent. We've been doing this fora while where we helped build an industry
of digital mental health. So youyou like you like coming up with ideas
and pulling a team around an idea. I do, yeah, And I
like sort of setting the picture ofwhere that team needs to go right,
(29:00):
setting the challenge and sort of paintingthe painting the vision. Do you wake
up in Do you wake up inthe morning with new ideas regarding the business
things you want to do different.I'm laughing because my team would say absolutely,
yes. Every day I'm coming inwith sort of this new big idea
of this thing that I think weshould be doing. Oh you married or
single? I'm presently single. HuhAnd um, so you're pretty your this
(29:23):
business is pretty important to you.Huh it is? Yeah? Absolutely.
Do you do. Have you developedpersonal relationships with some of the team members?
I have, Yeah, But wespend a whole lot of time together,
and so we want to have funwhile we're working. Wait wait,
wait, I thought business was bloodand guts and make money And what do
you mean you want to have fun? And what are you talking about?
(29:45):
We work in mental health right.We work with a very passionate group of
people that want to help others andbuild connections with others. So you're where
the idea come from for the sitefor this business that you started. I
can't claim that it was my idea. It was something that our chief medical
officer had started doing almost twenty yearsago, but he really had no idea
(30:06):
how to turn it into a business, and so I sort of stepped in
to write a business plan to takethis clinical application and start offering it more
broadly. So what was your relationshipwith this chief medical well this year back
then. Yeah, so I justmet him socially. I was dating a
licensed clinical social worker at the time, and I met him as chief medical
(30:27):
officer of the practice she was workingwithin at the holiday party and we just
sort of headed off, headed offwith some of the other leaders of the
organization and then turn to business.So you didn't necessarily have a background in
this, but they did, andyou understood how to build the business and
you developed a relationship over the courseof time. How much time did it
(30:48):
take you to develop a relationship beforeyou guys agreed to be partners. It
was reasonably quick. Yeah, weheaded off right from the start, and
I wrote a business plan as aconsult thought I was going to present it
and walk out the door go dosomething else in commercial real estate, which
I was working in at the time, and I said, hey, you
want a job to try to makethis thing happen, and so we did.
(31:11):
What's that tell us about you?I really don't know. Yeah,
So this disability of yours to developrelationships and put yourself out there, it's
just sort of who you are,it sounds to me. And in terms
of the pecking order, where areyou in the pecking order of the brothers
and sisters? I'm the third son. What did that? What did being
(31:33):
the third son teach you about beingpart of a team in developing relationships and
so on and so forth. Yeah, so there was a grouping within my
family. There was the big guysand the little guys, and I was
right in the middle. And soI was actually on both I had to
be on both teams at the sametime, and of the unifier between them.
What's the website address of this organizationknown as a Ray Behavioral Care a
(31:59):
Ray BBC dot com. Why don'tyou know? How do you spell that?
Give me the spelling of A RR A Y B as M Bravo
season Charlie dot com. We've beenspeaking with Jeffrey Boyco of our behavioral care
don't we get to visit our websiteExecutive Leaders Radio dot com to learn more
about our Executive Leaders Executive Leaders Radio. Stick around. We'll be back in
the moment right after this quick break. Don't go anywhere. This is herbco
(32:22):
when you're hosted Executive Leaders Radio dotcom. Regarding your career, if you're
trying to figure out how to makethe most money and also enjoy your career,
that's enjoy your career, I meanreally enjoy your career and make the
most money. You ought to talkto our CEOs. They've got the bird's
(32:43):
eye view of where the really profitablejobs are, where the really profitable jobs
are going to be, and they'rewilling to speak with you regarding their vision
for the future and where you mayfit into it. In order to make
the most money and really enjoy yourcareer. Email us consult at Executive Leaders
(33:05):
Radio dot com. Death consult atExecutive Leaders Radio dot com to get help
from our CEOs regarding where you maywant to go in your career. To
make the most money and really enjoyyour career, consult at Executive leaders radio
dot com. We're back. You'relistening to Executive Leaders Radio. This year,
(33:42):
host HERP cohen Like introduced Brenda Shamulak, President and CEO of technique Plex.
Brenda wood is Techdiplex. What areyou guys doing? Second? Plex
is a global manufacturer of high performancematerials about one point seven billion dollars forty
plus locations around the globe, andwe manufacturer high performance materials going to consumer
(34:04):
products to use every day like cakeups and life saving medical devices. You
have about seven thousand employees. Youmentioned earlier were you from originally? How
many brothers and sisters? Where areyou in the pecking order. I'm from
the Chicago suburbs and i am theoldest of four children. What was that
like growing up the oldest of four? It was like herding cats, being
able to make sure that these fourstayed in concert and we brought out the
(34:30):
best in everybody. You mentioned thatthe mom and dad were involved with running
a family business. What kind ofbusiness was that and how young were you
when you were answering the telephone?Yeah? Right, My parents owned a
landscaping construction business that was run outof our house while I was younger,
and then eventually moved kind of behindour house. So life between personal and
(34:54):
business was always intermixed, and Iwas responsible for keeping the piece at home
while also in some cases, youknow, answering the business phone that was
was transferred into our home. Howyoung were you when you were answering the
phone? I was probably fourth grade. M What did you learn answering the
telephone in fourth grade for your parents? Landscaping business has anything to do with
(35:17):
growing a company to a billion seven? Yeah? I think there. I
learned a lot about keeping calm intimes of crisis and making sure that we
didn't overdra dramatize anything, making surethat we really continue to keep everything running.
(35:38):
With a lot of balls in theair, Matt, why don't you
grab the ball? So Brenda goneback to being the oldest of four children
or some of the or some ofthe traits that you developed from from being
at that older sibling. Yeah,I think I learned a great deal from
(35:58):
that experience. Throughout my whole life, my parents counted on me. They
had very high expectations, but alsounderstanding how every person on the team,
all four of us were motivated indifferent ways and being able to help bring
out the best. Was that translatedinto your current role as CEO. Yeah,
you know, it translated all throughoutmy whole life, whether it was
(36:21):
on the basketball court and into beingpresident of my sorority, but eventually coming
into TECHNOPLEX. We have seven thousandemployees around the globe and being able to
bring out the best in everyone andhelp motivate everyone towards common goals of growth.
Mister Wilson, Yeah, friend,I mentioned I read an article recently
(36:42):
a TECHNICLEX acquired ten companies in thelast four years. When did you become
president and CEO of the company?I took the role July first of last
year, and yeah, it's beena company that's been highly acquisitive. We
closed five back positions in the firstsix months of me being here a technique
I think you mentioned the very nextday when you joined a group guys acquired
(37:06):
another company as that, right,we did. We were working at it
in the background, and so whenJuly first hit, it was a beautiful
timing. Going back to your parentslandscaping business, you mentioned they experienced growth.
How did they measure that growth.Yep. The way that they measured
it wasn't in the typical sense ofsales revenue. They were really looking at
(37:30):
how big they got, which ledto number of trucks that they had.
So they went from kind of startupone truck to eventually twenty to twenty five
and that was really how they measuredthemselves. So that must have been great
going from one to twenty five trucks. Did that create more stability in the
business? No, Actually it createdmore risk because as you added trucks and
(37:52):
equipment, it was highly capital intensive, so a lot of risk there.
So how do you mitigate risk attechno plex when you're acquiring? Are you,
in fact the companies you're acquiring you'reproviding them stability the acquirees, you
know, I don't think that's thegoal. I think the goal is from
a Technoplex perspective, we're constantly lookingat how do we grow in new ways,
(38:15):
take advantage of the competitive advantage wehave, and find new ways to
reach new markets. So the acquisitionsreally taper into the business to provide solid
foundation to grow, and these companiesplay into really the vision and the goals
that we have for that growth,so really helping tie it all together,
filling gaps. Caleb Fender, wereyou involved in sports growing up? I
(38:38):
was. I played basketball into college. What was your role on the basketball
team. Well, I was aguard and I was really known for defense,
but I also was a leader onthe team, so captain of the
team. What do you learn frombeing an athlete and being a captain on
a basketball team. The team's madeup of several different players and they all
(39:00):
come from different backgrounds, They're motivatedin different ways, and to be honest,
I was never on a championship team. But what we did was we
turned what I would say common talentinto some pretty high performance out there together
as a team, and that wassomething that was addicting to me. Do
you have a diverse workforce now atTechnopleux, we do. We have seven
(39:23):
thousand employees across the globe and justrecently we acquired business to really enter into
Latin America, which came with abouttwenty five hundred employees that are Spanish speaking.
So your ability to motivate different playerson the team that probably directly relates
to this large workforce and keeping themmotivated and everyone rowing in the same direction.
(39:44):
Absolutely. Just because you're from aparticular country doesn't make you motivated by
the same thing. So you reallyhave to look at what inherently makes people
at their best and bring out andshine a spot later, bring out the
best. You mentioned mom was atrailblazer, Well, what do you mean,
but she was a child? Wasshe a trailblazer? What are you
talking about? Landscape construction is apredominantly male dominated industry, but my parents
(40:10):
early on decided that they were goingto list the company as a female owned
business to be able to gain accessto government contracts, and eventually my mom
became the first president of their ContractorsAssociation, which was really a pretty amazing
thing if you looked back then.So what was the effect of your mom
on you? I was able towatch my mom and how she led,
(40:35):
and it was a powerful strength andwarmth that she led with that really was
very different than other female leaders thatI eventually saw throughout my career, and
it was something to emulate, reallykeeping the drama down and keeping the focus,
using data and analytics to help reallycontrol the situation and make sure that
people were motivated in the same direction. And you mentioned earlier in the interview
(41:00):
something was addictive to you? What'saddictive to you? Being able to ignite
something in a team of people whocome together and have never worked together before
to accomplish unbelievable feats. And sofrom a results orientation, I love being
able to get everyone connected in differentways. And it sounds to me like
(41:23):
one of the reasons your acquirees wantto be acquired is because you were able
to paint a greater vision for all. You're able to make sure that one
plus one equals three and one plusone plus one equals five? Am I
correct about that? Absolutely? It'sone of the things that really is inherent
in me. I'm very focused ongrowth. I have a marketing background and
(41:45):
being able to really understand the needsof the markets that we serve and then
rally the troops behind it to createa vision that really normally would be insurmountable.
How young were you when you werepulling people around an idea? Well,
it goes back to my childhood right. Being able to bring all four
of us from a sibling perspective alongthe way was something that I learned how
(42:08):
to do at a very young age. Well, question for you, did
your parents ask you to take controlof the family or did you just sort
of like step in. It wasan expectation for sure. I don't think
there was any asking involved, right, But being able to make the best
of it without my parents there,right, without the leadership around me,
was being able to help getting getinto that natural leadership position. So this
(42:31):
disability of yours to fill the voidof leadership has that helped you in your
career? Definitely? Definitely. Mysiblings call me the glue, the glue
that holds everybody together, and thatis something that I probably wear and I
really really enjoy being able to bringthat together into my professional life. So
(42:54):
your nickname is the glue that holdsit all together. Your siblings call you
that, with the folks in atthe business call you the same thing.
They think the same thing. Yeah, that's interesting. So I've only been
here since July of this past year, and the former CEO had been here
since two thousand and eight. Thatwas a pretty big shock to the system.
(43:15):
And I would say that when you'reused to following a leader that has
a specific set of traits and yoursort of condition that way, it's very
difficult to shift to change, right, But being able to help everyone see
how to unlock this growth that maybehave been lying dormant in the organization was
a big part of what I broughtit. What's the website address for Techniplex
(43:36):
techni hyphenplex dot com. We evenspeaking with the Brenda Shamulak, President and
CEO of tech Daplex. Let's see, mister Hoppus, could you give us
a rundown? And who we've hadon the show today? Please? Yeah?
Great show today, herb. Wehad Harry Bookman, the CEO of
the Center for Youurological Care of BurksCounty. We had Jim Cooley, the
CEO of Penfleet, Jeffrey Boyce,the CEO of Array Behavior You're All Care.
(44:00):
We finished up with Brendas Yamulak,the president and CEO of Technoplex.
I would like to thank my cohosts, including mister Jim Wilson, Newmark,
Caleb Pappas Hanlin, and Matt Clarkcore Centric for giving me a hand
structuring the questions, providing our listeningaudience an educational and entertaining show. Like
to thank our listening audience for listening, otherwise we wouldn't have a radio show.
(44:22):
Don't forget to visit our website,it's Executive Leaders radio dot com learn
more about our executive leaders. It'sExecutive Leaders radio dot com to learn more
about our executive leaders. Thank youfor joining us today. Please have a
nice day. Bye bye
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It’s 1996 in rural North Carolina, and an oddball crew makes history when they pull off America’s third largest cash heist. But it’s all downhill from there. Join host Johnny Knoxville as he unspools a wild and woolly tale about a group of regular ‘ol folks who risked it all for a chance at a better life. CrimeLess: Hillbilly Heist answers the question: what would you do with 17.3 million dollars? The answer includes diamond rings, mansions, velvet Elvis paintings, plus a run for the border, murder-for-hire-plots, and FBI busts.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.