1 00:00:04,800 --> 00:00:08,500 One. Welcome everybody to another 2 00:00:08,500 --> 00:00:10,700 smart money Circle update. I'm Adam. 3 00:00:10,700 --> 00:00:15,200 Sorry, Han with me today is on ders Gustafsson, CEO at zebra 4 00:00:15,200 --> 00:00:19,000 Technologies, ticker symbol zbra unders, welcome to the show, 5 00:00:19,500 --> 00:00:21,800 thank you. So I always like to begin by 6 00:00:21,800 --> 00:00:24,100 asking me, how did you get to where you are today? 7 00:00:26,700 --> 00:00:28,700 I grew up in Sweden. I was born in Sweden, born and 8 00:00:28,700 --> 00:00:31,600 raised in Sweden. I got my masters in engineering 9 00:00:31,600 --> 00:00:35,000 from Chalmers University of Technology in my hometown of 10 00:00:35,000 --> 00:00:37,800 Gothenburg. Sweden, then I first came to the 11 00:00:37,800 --> 00:00:42,400 states for an extended period as a Fulbright scholar, and then I 12 00:00:42,400 --> 00:00:47,100 stayed and got a, an MBA from Harvard Business School, and 13 00:00:47,700 --> 00:00:51,000 worked mostly in Telecom or Datacom companies. 14 00:00:51,100 --> 00:00:55,300 Motorola tell ups, and then I became CEO of a company called 15 00:00:55,300 --> 00:01:00,000 spire and Communications before joining cebra CEO, 15 years back 16 00:01:00,600 --> 00:01:05,600 wonderful and very interesting season Sweden. 17 00:01:05,800 --> 00:01:08,500 What brought you States initially was it that to pursue 18 00:01:08,500 --> 00:01:10,800 for education? Or was there a family here or 19 00:01:11,000 --> 00:01:14,800 you know what was that move? Yeah, true to two things. 20 00:01:14,800 --> 00:01:19,000 I guess, my the trigger event was coming to, I got a 21 00:01:19,000 --> 00:01:22,300 scholarship to study in the US. Okay, that's cool. 22 00:01:22,300 --> 00:01:25,400 But I was, as I was four years old, when I decided to immigrate 23 00:01:25,400 --> 00:01:28,400 to the US, my aunt used to live in New York City. 24 00:01:28,400 --> 00:01:31,400 She was a fight attendant, and she would come home and visit. 25 00:01:31,400 --> 00:01:35,300 And there was a away from the, from the big, big, big world. 26 00:01:35,300 --> 00:01:36,800 And I think it was four years. Old. 27 00:01:36,800 --> 00:01:38,200 And I said, I'm moving to the states. 28 00:01:38,600 --> 00:01:40,100 That's awesome. That is so cool. 29 00:01:40,100 --> 00:01:42,000 I love that. So okay. 30 00:01:42,000 --> 00:01:45,800 Can you tell us a little about you but I'm very persistent. 31 00:01:48,200 --> 00:01:49,300 Yes, you are. I like that. 32 00:01:49,300 --> 00:01:52,400 That's a good trait to have and it's all right on this can you 33 00:01:52,400 --> 00:01:53,600 tell us a little about your business? 34 00:01:53,600 --> 00:01:56,100 Please like a general overview and any message you want to send 35 00:01:56,100 --> 00:01:58,000 to investors? Yeah. 36 00:01:58,000 --> 00:02:00,900 So you know we kind of joking this every been hiding in plain 37 00:02:00,900 --> 00:02:04,200 sight for 20 years you know we know that household name but 38 00:02:04,200 --> 00:02:07,500 most people come across us frequently in Their daily lives. 39 00:02:07,500 --> 00:02:10,300 So you know, if your you go shopping at the any large 40 00:02:10,300 --> 00:02:13,800 grocery chain and most most retailers your delivery driver 41 00:02:13,800 --> 00:02:15,600 for your, for e-commerce packages. 42 00:02:16,300 --> 00:02:20,200 You know, all use a lot of our equipment. 43 00:02:20,200 --> 00:02:23,400 So a Retail transportation Logistics, manufacturing 44 00:02:23,400 --> 00:02:26,300 Healthcare or four main verticals. 45 00:02:27,400 --> 00:02:31,100 But what we really do for our customers is that we give them 46 00:02:31,100 --> 00:02:34,100 that Performance Edge for the front line or their businesses. 47 00:02:35,100 --> 00:02:42,000 You are our Solutions really are used to Intel intelligent to 48 00:02:42,000 --> 00:02:45,900 connect company assets data and people. 49 00:02:46,300 --> 00:02:51,800 And we have our vision that we call Enterprise asset 50 00:02:51,800 --> 00:02:55,100 intelligence. That is when every acid and 51 00:02:55,100 --> 00:02:59,600 worker on the front line is connected visible and and 52 00:02:59,600 --> 00:03:02,900 optimally utilized. So here we're very much focused 53 00:03:02,900 --> 00:03:08,500 on how to digitize and automate workflows to help Drive 54 00:03:08,500 --> 00:03:11,700 productivity and better service levels for the front line or 55 00:03:11,700 --> 00:03:13,300 business and Frontline employees. 56 00:03:14,000 --> 00:03:15,800 I love that. So, can you give us an example 57 00:03:15,800 --> 00:03:18,400 of a case study where it is a problem, and then solution how 58 00:03:18,400 --> 00:03:21,300 you guys can automate things, make it more efficient and 59 00:03:21,300 --> 00:03:25,300 increase overall productivity. Yeah, one example would be, if 60 00:03:25,300 --> 00:03:29,400 they see something that became a big use case during covid, that 61 00:03:29,400 --> 00:03:32,700 was not really a big use case prior to that. 62 00:03:32,700 --> 00:03:34,100 But I will see you buy online pick up in store. 63 00:03:35,200 --> 00:03:37,500 Sorry, I'll be before covid. Most people went to the store 64 00:03:37,500 --> 00:03:40,500 and they bought the groceries, you know, the traditional way, 65 00:03:40,500 --> 00:03:42,600 right? And covid happened. 66 00:03:42,600 --> 00:03:46,300 You know, stores were not allowed to have people in and or 67 00:03:46,300 --> 00:03:48,800 you people weren't all that comforter going in the store so 68 00:03:48,800 --> 00:03:51,700 they would, you know, order online and it didn't drive to 69 00:03:51,700 --> 00:03:57,300 the store and pick up curbside. And to do that, you know, at 70 00:03:57,300 --> 00:04:02,300 scale, you had to have be able to your order on a website but 71 00:04:02,300 --> 00:04:06,700 then move that order in. To a task management system, so 72 00:04:06,700 --> 00:04:11,000 that could identify the best Frontline employee at that. 73 00:04:11,000 --> 00:04:15,400 Grocery, to fulfill the order. We have the software to help 74 00:04:15,400 --> 00:04:21,600 identify that person through a mobile devices and, and to make 75 00:04:21,600 --> 00:04:24,100 me have translate the order into a pick list. 76 00:04:24,100 --> 00:04:26,200 Okay? Help guide, you know, through 77 00:04:26,200 --> 00:04:29,600 our mobile devices, guide the Picker through the store, as to 78 00:04:29,600 --> 00:04:33,100 where everything is, and they will scan the product and put it 79 00:04:33,100 --> 00:04:36,500 in there in the basket and that And you know, we would help do a 80 00:04:36,500 --> 00:04:39,700 mobile point-of-sale check out so we can take all the payments 81 00:04:39,700 --> 00:04:44,600 information and then do that. And we could also put a print, a 82 00:04:44,600 --> 00:04:47,400 label with our printers and put it on the back on the bag so 83 00:04:47,400 --> 00:04:51,700 that the right customer picks up the right bag and and that 84 00:04:51,700 --> 00:04:54,900 enables our, you know, the grocery industry to really scale 85 00:04:54,900 --> 00:04:57,900 up that use case when covid happened. 86 00:04:57,900 --> 00:05:01,000 You know, I love it because I mean, I see the company's 87 00:05:01,000 --> 00:05:03,200 earnings have grown substantially, they've almost, 88 00:05:03,200 --> 00:05:07,000 well, I guess more. Than tripled since 2015 or 2016. 89 00:05:07,100 --> 00:05:09,200 So, I mean, obviously keep up the congrat great. 90 00:05:09,200 --> 00:05:11,000 Congratulations. And think about the great work, 91 00:05:11,000 --> 00:05:14,200 we, I shop at the grocery store and both the old-fashioned way, 92 00:05:14,200 --> 00:05:17,000 the new fashion way. So I'm using zebra without even 93 00:05:17,000 --> 00:05:18,800 realizing it, and thank you for that ability to do. 94 00:05:18,800 --> 00:05:22,300 So it's very attention. He was, you'll see us plenty of 95 00:05:22,308 --> 00:05:23,800 times. I definitely will. 96 00:05:24,100 --> 00:05:26,600 So, can you list your competitive advantages please? 97 00:05:26,600 --> 00:05:28,000 Or some, you know, the unique value. 98 00:05:28,000 --> 00:05:32,000 Propositions that Seaver offers? Yeah, we have a lot of strong 99 00:05:32,700 --> 00:05:34,400 competitive advantages and value. 100 00:05:34,600 --> 00:05:39,000 That's a first I told me that Vision which is maybe not what 101 00:05:39,000 --> 00:05:42,900 people normally say but I think we have a very compelling Vision 102 00:05:42,900 --> 00:05:45,400 about where we think the industry is going and how we can 103 00:05:45,400 --> 00:05:49,000 help our customers digitization, automate, their workflows and 104 00:05:49,000 --> 00:05:51,800 that enables us to also have a more strategic partnership with 105 00:05:51,800 --> 00:05:54,400 our customers. They think of us, not just to 106 00:05:54,400 --> 00:05:57,100 solve the problems today, but they want to work with us to 107 00:05:57,100 --> 00:05:59,500 partner to help solve future problems. 108 00:05:59,500 --> 00:06:02,500 They may come across as they believed in our vision. 109 00:06:04,500 --> 00:06:09,500 We also have a number of more traditional, say, competitive 110 00:06:09,500 --> 00:06:14,100 advantages one. We have a, the broadest product 111 00:06:14,100 --> 00:06:17,400 portfolio of anybody in our industry that allows us to 112 00:06:18,200 --> 00:06:22,900 recruit more Partners resellers because they know they can solve 113 00:06:22,900 --> 00:06:24,900 most of the problems. The most of the opportunities 114 00:06:24,900 --> 00:06:27,600 that come across with our customers by working with us 115 00:06:28,200 --> 00:06:32,500 exclusively and they know that an investor would recruit more 116 00:06:32,500 --> 00:06:35,900 Partners we can then drive. More Revenue, invest more in 117 00:06:35,900 --> 00:06:39,100 R&D, expand, our product portfolio recruit more Partners, 118 00:06:39,100 --> 00:06:42,800 becomes a self-fulfilling, self-reinforcing circles. 119 00:06:42,800 --> 00:06:47,200 I, that becomes a great scale Advantage for us. 120 00:06:47,200 --> 00:06:51,200 You know, we have well over 50% market share in some of our core 121 00:06:51,500 --> 00:06:57,500 product categories. And that's a, yeah, that's so 122 00:06:57,500 --> 00:07:01,100 those are some of the Strategic advantages of competitive 123 00:07:01,100 --> 00:07:05,300 advantages that I think that we have wonderful and Big question 124 00:07:05,300 --> 00:07:08,400 from a business standpoint, but also overall standpoint. 125 00:07:08,400 --> 00:07:11,100 How do you handle risk? And then what are some mistakes? 126 00:07:11,100 --> 00:07:13,800 You see people make with respect to risk management. 127 00:07:14,500 --> 00:07:18,100 I think when, when when companies deal with risk 128 00:07:18,700 --> 00:07:23,200 Enterprise Risk Management Programs, say one thing that I 129 00:07:23,200 --> 00:07:25,700 think is very important that we try to make sure we do is that 130 00:07:25,700 --> 00:07:28,900 we did the risks, we identify are the risks that we also can 131 00:07:28,900 --> 00:07:32,800 have them work on. So it's not an abstract risk. 132 00:07:32,800 --> 00:07:35,600 That you think of on you? It on the slide and you put it 133 00:07:35,600 --> 00:07:38,800 in the bookshelf, right? So we have our management 134 00:07:38,800 --> 00:07:40,900 meetings and the things we work on that. 135 00:07:40,900 --> 00:07:44,800 We talked about tense also to be highlighted as the bigger bigger 136 00:07:44,800 --> 00:07:47,400 risks there. So making sure that they are 137 00:07:47,700 --> 00:07:53,900 real and you, you work them as part of your daily lives rather 138 00:07:53,900 --> 00:07:58,900 than making it a paper exercise, another more opportunity, I 139 00:07:58,900 --> 00:08:01,900 would say that we how we look at it is that there's you know, we 140 00:08:01,907 --> 00:08:06,700 highlight the same Market These as risks. 141 00:08:07,000 --> 00:08:09,400 If you get them wrong, you can be very painful but it's also an 142 00:08:09,400 --> 00:08:11,100 opportunity. You know, make sure that you put 143 00:08:11,100 --> 00:08:14,900 the right emphasis on looking at the mess sick, growth 144 00:08:14,900 --> 00:08:17,200 opportunities, how can how do we, how can we make sure that we 145 00:08:17,200 --> 00:08:20,100 capture some of those discontinuities and we get that 146 00:08:21,000 --> 00:08:23,000 disproportionate share of those new markets. 147 00:08:23,800 --> 00:08:26,400 I love that. And then let's shift. 148 00:08:26,400 --> 00:08:27,800 Gears a little blue spoke about the company. 149 00:08:27,800 --> 00:08:30,800 Zebra were speaking about the management style with, with 150 00:08:30,800 --> 00:08:33,200 respect to risk. What are some Timeless lessons? 151 00:08:33,200 --> 00:08:35,900 You've learned in the business World or in life that you'd like 152 00:08:35,900 --> 00:08:41,200 to share with the audience, I'd say no one is around. 153 00:08:41,799 --> 00:08:43,900 I think of you know, from the from a business perspective 154 00:08:43,900 --> 00:08:45,400 certainly having a compelling Vision. 155 00:08:45,400 --> 00:08:48,600 I think it's very important to have a big Vision that can be 156 00:08:49,100 --> 00:08:52,000 compelling. Employees can rally around 157 00:08:52,500 --> 00:08:57,300 customers feel is compelling that provides to a lot of 158 00:08:57,300 --> 00:09:01,500 guidance and kind of a thread to through the organization as to 159 00:09:01,500 --> 00:09:03,700 what we prioritize and what we focus on. 160 00:09:05,600 --> 00:09:08,100 At all said that as a as a market leader, and we are strong 161 00:09:08,100 --> 00:09:12,500 market leader. It's important to focus on kind 162 00:09:12,500 --> 00:09:14,100 of what you know that that Vision. 163 00:09:14,100 --> 00:09:17,200 What they what where the market is going, what customers want 164 00:09:17,200 --> 00:09:20,000 and not get too sidetracked with competition. 165 00:09:20,500 --> 00:09:24,600 If you try to address, you know you're what all the moves your 166 00:09:24,600 --> 00:09:28,300 competitors, do it becomes a bit of a whack-a-mole you used, you 167 00:09:28,300 --> 00:09:34,300 lose track of where you're going and you become more defocused or 168 00:09:34,400 --> 00:09:38,400 I meant that in that. So I think those will be two 169 00:09:38,900 --> 00:09:40,800 two, two things that I would think of top of mind. 170 00:09:41,100 --> 00:09:44,600 Now I love that and then I love the vision part. 171 00:09:44,600 --> 00:09:46,700 So let's talk about that. When you were for you decided, 172 00:09:46,700 --> 00:09:48,400 you had a vision to come to America. 173 00:09:48,600 --> 00:09:52,700 We have have, you had other big Visions throughout your life 174 00:09:52,800 --> 00:09:55,700 that you've been able to go ahead and Conquer. 175 00:09:55,700 --> 00:10:02,800 Go ahead and go, you know, do What first comes to mind will be 176 00:10:02,800 --> 00:10:07,000 my wife. Nice set. 177 00:10:07,000 --> 00:10:11,500 My eye on my wife when we first met and and we last week, we 178 00:10:11,500 --> 00:10:13,700 celebrated our 30th wedding anniversary. 179 00:10:13,700 --> 00:10:15,900 So happy anniversary. Wow, that's awesome. 180 00:10:16,900 --> 00:10:20,400 That would be my biggest biggest achievement so far. 181 00:10:20,500 --> 00:10:22,700 I love that. So, are you one that you 182 00:10:22,700 --> 00:10:26,100 visualize things in your mind's eye and then you go out and get 183 00:10:26,100 --> 00:10:27,300 them or you more? Hey. 184 00:10:27,400 --> 00:10:30,100 Let's go do this and set the vision for the team and then 185 00:10:30,100 --> 00:10:32,400 let's go conquer that. How do you measure I guess 186 00:10:32,700 --> 00:10:36,100 productivity or actual results versus the big visions that are 187 00:10:36,100 --> 00:10:40,200 there? I think little bit of both. 188 00:10:40,700 --> 00:10:46,700 I think, you know, I think from a, from a business perspective, 189 00:10:46,700 --> 00:10:49,700 i setting a big vision and figuring out, how do we break 190 00:10:49,700 --> 00:10:53,700 that into two chunks that we can execute think is very, very 191 00:10:53,700 --> 00:10:55,200 helpful. That's, that's definitely been 192 00:10:55,200 --> 00:11:00,500 something I've tried to do for Long time, what my personal 193 00:11:00,500 --> 00:11:02,200 life? I'm not sure if I have quite the 194 00:11:02,200 --> 00:11:04,400 pi. Never had a 30-year plan so 195 00:11:04,400 --> 00:11:07,800 much. I think there's a little 196 00:11:07,800 --> 00:11:10,200 dangerous because I saw some people who had those. 197 00:11:10,200 --> 00:11:13,100 They got to focus on where they wanted to be, rather way they 198 00:11:13,100 --> 00:11:16,000 were right? So you got to keep mix to get 199 00:11:16,000 --> 00:11:17,400 where you want to be. You're going to make sure you do 200 00:11:17,400 --> 00:11:20,500 a good job in your current role so don't get too. 201 00:11:20,900 --> 00:11:23,500 You know too. Yeah don't lose sight of what 202 00:11:23,500 --> 00:11:26,000 you need to do today in order to get to the to the future, I 203 00:11:26,008 --> 00:11:26,800 guess. Yeah. 204 00:11:26,800 --> 00:11:29,800 That's really Really smart. So, what about some we spoke 205 00:11:29,800 --> 00:11:32,100 with Timeless lessons? What are some Timeless mistakes? 206 00:11:32,100 --> 00:11:35,600 You see, people make and or that you've made and then a that 207 00:11:35,600 --> 00:11:37,700 you've learned from them and then how do you avoid them going 208 00:11:37,700 --> 00:11:40,400 forward? Yeah, well, I think one mistake, 209 00:11:40,400 --> 00:11:44,700 the companies often do is that they may not be bold enough in 210 00:11:44,700 --> 00:11:50,400 how they pursue. New new new business 211 00:11:50,400 --> 00:11:54,700 opportunities and new Innovations timid as far as how 212 00:11:54,700 --> 00:11:59,900 much budget to to put on in it or Or how to set the aspiration. 213 00:12:01,800 --> 00:12:05,700 I think it's generally, you know, if you aim high use, you 214 00:12:05,700 --> 00:12:08,000 will be more likely to reach the Treetops. 215 00:12:08,200 --> 00:12:11,900 Then if you set the sights of the Treetops, I think the other 216 00:12:11,900 --> 00:12:16,500 part with that would be if you want to do that, you know, you 217 00:12:16,500 --> 00:12:20,700 can't quite wait to start executing before until you have 218 00:12:20,700 --> 00:12:22,400 all the answers. My in that case, the market 219 00:12:22,400 --> 00:12:24,900 would already be there and remove past you, right? 220 00:12:24,900 --> 00:12:30,200 So making sure you stay agile. Violin bow to learn quickly from 221 00:12:30,200 --> 00:12:32,800 from what you, what you see when you get into the market, when 222 00:12:32,800 --> 00:12:35,800 you start working or something and Implement those lessons 223 00:12:35,800 --> 00:12:39,600 quickly, I love that. And then from your point of 224 00:12:39,600 --> 00:12:47,500 view, what makes a great leader. I would say three things first, 225 00:12:47,500 --> 00:12:52,600 you know, setting a vision again that that I think is that you 226 00:12:52,608 --> 00:12:54,900 know, the organization's customers can rally around their 227 00:12:54,900 --> 00:12:59,500 provides a clear identity forward to or idea for what 228 00:12:59,500 --> 00:13:07,000 you're trying to achieve second building, a strong team that can 229 00:13:07,000 --> 00:13:11,400 be aligned and can have no work together, you know, to to 230 00:13:11,400 --> 00:13:15,900 achieve that. And the third thing would be To 231 00:13:15,900 --> 00:13:19,800 make sure you can execute, hmm? You sure you have a good good 232 00:13:19,800 --> 00:13:24,000 plan for how to execute be able to dig in and be be detailed and 233 00:13:24,000 --> 00:13:26,500 when need to be. So, it's something one of the 234 00:13:26,500 --> 00:13:30,600 early pieces of advice or inside the my, my boss gave me when I 235 00:13:30,608 --> 00:13:32,700 first became a general manager was that the as a general 236 00:13:32,700 --> 00:13:35,200 manager need to know when to stay high and went to stay, go 237 00:13:35,200 --> 00:13:40,000 deep, always say hi or always go deep, you be able to kind of go 238 00:13:40,000 --> 00:13:42,300 up and down, based on the, on the situation. 239 00:13:43,100 --> 00:13:44,800 I love that. It's really, really good advice. 240 00:13:45,200 --> 00:13:48,600 And then what's the best lesson you've learned about leadership? 241 00:13:52,200 --> 00:13:57,700 You know, I think one thing that I think is very important is 242 00:13:57,700 --> 00:13:59,800 that you are going to start with who you are. 243 00:14:00,700 --> 00:14:04,400 Be atheltic to who you are, is hard to go through a whole 244 00:14:04,400 --> 00:14:07,800 career and roleplay. So I think that would be that 245 00:14:07,800 --> 00:14:10,200 would be one. One thing I think another part 246 00:14:10,200 --> 00:14:15,700 will be staying connected to the business you know in your 247 00:14:15,700 --> 00:14:17,200 organization with your customers. 248 00:14:17,200 --> 00:14:20,100 I think that in order to lead the organization you have to 249 00:14:20,100 --> 00:14:21,800 have a good feel for the Business. 250 00:14:22,200 --> 00:14:24,700 So I think that's, that's helpful. 251 00:14:24,700 --> 00:14:27,600 And and also that helps you to be more connected across the 252 00:14:27,600 --> 00:14:30,400 organization. And I believe that you should 253 00:14:30,400 --> 00:14:33,100 kind of interact with everybody the same way. 254 00:14:34,100 --> 00:14:36,800 And I think that that also helps create followership in the 255 00:14:36,800 --> 00:14:39,300 across the organization or with customers. 256 00:14:40,700 --> 00:14:45,600 And what are some obstacles that you've had to overcome? 257 00:14:45,900 --> 00:14:48,900 A what was the obstacle and or obstacles and then be, how did 258 00:14:48,900 --> 00:14:55,600 you overcome them? Yeah, 11 obstacles was the in 259 00:14:55,600 --> 00:15:00,400 2014. We we acquired the Enterprise 260 00:15:00,400 --> 00:15:02,400 business from from from Motorola. 261 00:15:02,400 --> 00:15:04,300 That was a very large transaction for us. 262 00:15:04,300 --> 00:15:08,500 There was two and a half times the size of of our of our zebra 263 00:15:08,500 --> 00:15:12,400 was at the time, certainly betting the form, which we as, 264 00:15:12,400 --> 00:15:16,800 you know, you can think of it as a private Equity leveraged 265 00:15:16,800 --> 00:15:19,900 buyout in the public markets. So great, not a debt. 266 00:15:21,000 --> 00:15:23,300 And you know, we there was Market risk. 267 00:15:23,300 --> 00:15:28,200 There was you know all sorts of things that we had to overcome 268 00:15:28,200 --> 00:15:30,800 but certainly one one big thing we focused on that. 269 00:15:30,800 --> 00:15:36,000 We see that I saw as a risk or strong culture Drucker. 270 00:15:36,000 --> 00:15:39,400 I think Professor Drucker was the one who said that culture 271 00:15:39,400 --> 00:15:41,900 eats protest rally for breakfast or something like that. 272 00:15:42,000 --> 00:15:46,900 All right, we got everybody to feel that there was one team as 273 00:15:47,300 --> 00:15:50,500 we didn't have the Assurance to say that zebra had the right 274 00:15:50,500 --> 00:15:52,500 culture. For a much larger organization 275 00:15:52,500 --> 00:15:57,500 and so you can put it over and we put 7,000 people through two 276 00:15:57,500 --> 00:15:59,400 days of culture training. Oh wow. 277 00:15:59,700 --> 00:16:02,200 So I think that ended up being, you know, when you go through a 278 00:16:02,208 --> 00:16:04,900 big integration like that, you make a lot of decisions. 279 00:16:04,900 --> 00:16:07,400 You obviously think that each decision is moving the ball 280 00:16:07,400 --> 00:16:10,800 forward but this was one which was much more impactful than I 281 00:16:10,808 --> 00:16:12,900 ever expected. Well that's wonderful. 282 00:16:12,900 --> 00:16:14,200 I mean the stock price has gone up. 283 00:16:14,400 --> 00:16:17,800 I think of almost four, five, six fold since then. 284 00:16:17,800 --> 00:16:21,400 So it's been a very rough not more. 285 00:16:21,400 --> 00:16:22,700 Exactly. Okay. 286 00:16:22,700 --> 00:16:24,300 Wonderful. So that mean hats off to you on 287 00:16:24,300 --> 00:16:28,200 that one adversity under is how do you handle adversity? 288 00:16:28,700 --> 00:16:31,500 Whether it's a cultural adversity or its adversity, 289 00:16:31,500 --> 00:16:35,500 internal or external. Yeah I think that you know 290 00:16:35,500 --> 00:16:39,000 whenever there's guests everything over there may be 291 00:16:39,008 --> 00:16:43,400 many, many ways I guess. But one thing that I find very 292 00:16:43,400 --> 00:16:45,900 helpful is to make sure that you know, go back to the team 293 00:16:45,900 --> 00:16:48,700 building part of it, you know, having a strong team where we 294 00:16:48,700 --> 00:16:54,200 are all aligned and we all in the same boat rowing in the same 295 00:16:54,200 --> 00:16:57,200 direction it. Once you have that it's much 296 00:16:57,500 --> 00:17:02,500 easier to be able to get the get aligned. 297 00:17:03,200 --> 00:17:08,700 So That would be I think also from the pressure perspective 298 00:17:08,700 --> 00:17:11,300 you if you share share kind of the burden with you know it 299 00:17:11,300 --> 00:17:13,599 makes it a lot easier to get to get through that. 300 00:17:15,200 --> 00:17:26,500 I'd say also that the Yeah, I think that's probably probably. 301 00:17:26,700 --> 00:17:28,600 That's actually really smart. So, what you're saying is, if 302 00:17:28,600 --> 00:17:32,200 you put the interests of the relationship ahead of one 303 00:17:32,200 --> 00:17:34,600 individuals, interests are two individuals interest if there is 304 00:17:34,600 --> 00:17:36,800 adversity. Well, if when adversity comes 305 00:17:36,800 --> 00:17:40,200 our conflicts arise, I guess you could use as a barometer, is 306 00:17:40,200 --> 00:17:42,900 this good for the relationship? And if it is then go ahead and 307 00:17:42,900 --> 00:17:44,700 do it. If it's not good then one person 308 00:17:44,700 --> 00:17:46,800 can back off. And this way it's not about you 309 00:17:46,808 --> 00:17:50,300 know two people butting heads. That a good way of articulating. 310 00:17:50,300 --> 00:17:52,300 Yeah. And I remember my thoughts train 311 00:17:52,300 --> 00:17:54,500 of thought here that was the other part estimation is that 312 00:17:54,500 --> 00:18:00,300 the I think facing up to adversity quickly so don't don't 313 00:18:00,300 --> 00:18:03,800 sugarcoat it and look at it and see what it is for for, for what 314 00:18:03,800 --> 00:18:06,900 it is. Yeah, and, and can address it 315 00:18:06,900 --> 00:18:09,000 early. So I said better to take a 316 00:18:09,008 --> 00:18:13,600 medicine quickly and I, I I use a metaphor internally when I 317 00:18:13,608 --> 00:18:15,500 talk about this and they kind of race car analogy. 318 00:18:15,500 --> 00:18:18,300 I said, when you it's a racecar driver you want to break ahead 319 00:18:18,300 --> 00:18:20,400 of the curb and you would accelerate through the curves, 320 00:18:20,400 --> 00:18:23,200 you can come out the strongest strongly or as fast as you can 321 00:18:23,200 --> 00:18:28,000 on the other side, right? So making sure that you can, you 322 00:18:28,000 --> 00:18:31,000 can take your medicine quickly and then move from defense to 323 00:18:31,000 --> 00:18:34,800 offense earlier than others. And I think that tends to enable 324 00:18:34,800 --> 00:18:37,700 you to take advantage of the take advantage of difficult 325 00:18:37,700 --> 00:18:39,400 situation would be to make the most of them. 326 00:18:39,800 --> 00:18:40,900 Yeah, that's really, really smart. 327 00:18:40,900 --> 00:18:42,900 I love that break before the curve and then accelerate 328 00:18:42,900 --> 00:18:45,200 through the curve. So it's almost like 329 00:18:45,200 --> 00:18:47,600 anticipating, what's going to happen next and preparing for 330 00:18:47,600 --> 00:18:50,300 it. What advice would you give your 331 00:18:50,300 --> 00:18:55,500 30 year old self? Yeah, Yeah, from you, if you're 332 00:18:55,700 --> 00:19:03,400 thinking from a, from a work perspective side, You know, I've 333 00:19:03,400 --> 00:19:06,200 used this before we when people said, you know, say marketing 334 00:19:06,200 --> 00:19:09,200 has its five piece and I came up with the four r's. 335 00:19:10,300 --> 00:19:12,800 If you're, we start starting out your career and thinking about 336 00:19:12,800 --> 00:19:17,300 how to apply yourself as a first starting with results, you 337 00:19:17,600 --> 00:19:19,300 eventually. You got to make sure you can 338 00:19:19,300 --> 00:19:21,700 deliver results. It all comes down to that in the 339 00:19:21,700 --> 00:19:24,700 end that you have to be able to deliver results, but how you how 340 00:19:24,700 --> 00:19:27,800 you do this important? So as that reciprocity is the 341 00:19:27,800 --> 00:19:31,700 second one, I think my people will say relationships But that 342 00:19:31,700 --> 00:19:34,500 thinks that people tend to think him anymore is one way that is 343 00:19:34,500 --> 00:19:36,600 what can I get from from from relationships? 344 00:19:36,600 --> 00:19:38,800 But reciprocity is more, how do you help others? 345 00:19:38,800 --> 00:19:40,700 Be successful? How do you make others look 346 00:19:40,700 --> 00:19:42,400 good. So that when you need help, they 347 00:19:42,400 --> 00:19:45,700 are ready willing and able to step in and provide you some 348 00:19:45,700 --> 00:19:49,200 some help. Then risk. 349 00:19:49,200 --> 00:19:52,700 I think, you know, take some risk at times, if you're playing 350 00:19:52,700 --> 00:19:56,000 it too safe that's hard to stand out and differentiate yourself. 351 00:19:56,000 --> 00:19:59,200 So take some projects or assignments that are maybe a 352 00:19:59,208 --> 00:20:01,500 little more different than and maybe a little riskier. 353 00:20:01,500 --> 00:20:05,100 But if you do good job, you have a much better chance of 354 00:20:05,100 --> 00:20:10,300 differentiating yourself there and lastly, resiliency career, 355 00:20:10,400 --> 00:20:13,700 things never go, you know, swimmingly for entire career. 356 00:20:13,700 --> 00:20:16,800 So you've got to have a deep reservoir of resilience in 357 00:20:16,800 --> 00:20:19,600 energy, they Can begin to to kind of work your way through 358 00:20:19,600 --> 00:20:21,400 some of the more challenging situations. 359 00:20:21,900 --> 00:20:23,300 Wow, that is so powerful. I love that. 360 00:20:23,300 --> 00:20:27,200 So results weren't help others risk. 361 00:20:27,200 --> 00:20:29,500 Take risks at a time, like, you did with Motorola but the farm 362 00:20:29,500 --> 00:20:31,900 and make sure it's a smart bet, I guess. 363 00:20:32,000 --> 00:20:36,200 Yeah, and resiliency and there are some reciprocity, perfect. 364 00:20:36,200 --> 00:20:38,400 So risk is not just the rolling the dice. 365 00:20:38,400 --> 00:20:40,500 It's, you know, you have to be somewhat somewhat thoughtful 366 00:20:40,500 --> 00:20:42,300 about what type of risk and how you get it? 367 00:20:42,600 --> 00:20:44,300 I calculated risks. How about that? 368 00:20:45,300 --> 00:20:47,800 Okay, beautiful. And then finally, What's the 369 00:20:47,800 --> 00:20:49,700 best piece of advice? You'd like to share with the 370 00:20:49,700 --> 00:20:54,900 audience as we wrap up? Yeah, I think in this 371 00:20:54,900 --> 00:20:57,300 environment now when we going through covid and started to 372 00:20:57,300 --> 00:21:01,000 come back and stuff, yeah, I think culture is an important 373 00:21:01,000 --> 00:21:02,500 part. We talked about it a few times 374 00:21:02,500 --> 00:21:05,100 already. You know, when things are going 375 00:21:05,100 --> 00:21:08,200 swimmingly, it's easy to have a good good culture. 376 00:21:08,200 --> 00:21:11,200 People feel good about the culture but cultures tend to be 377 00:21:11,200 --> 00:21:15,400 tested, when things are stressed, when things aren't 378 00:21:15,400 --> 00:21:19,800 going as well. When we hit covid, you know, I 379 00:21:19,800 --> 00:21:21,500 was talking to our team about this. 380 00:21:21,500 --> 00:21:25,500 The how you know that was kind of Our Moment to to demonstrate 381 00:21:25,500 --> 00:21:27,800 that. We really had a strong culture 382 00:21:27,800 --> 00:21:29,700 that we just the kind of strong culture. 383 00:21:29,700 --> 00:21:33,500 We believed we want and I think it's proven to be true. 384 00:21:33,500 --> 00:21:36,400 We did well through covid business performance Vice and 385 00:21:36,400 --> 00:21:39,700 our engagement service and I think's showed that our team is 386 00:21:39,708 --> 00:21:43,900 engaged and and believe in zebra, but it is you have to 387 00:21:43,900 --> 00:21:46,400 invest in it you have to continue to nurture and develop 388 00:21:46,408 --> 00:21:49,800 an It in culture. But if you have a really good 389 00:21:49,800 --> 00:21:52,000 culture, I think it can be a strong competitive 390 00:21:52,000 --> 00:21:53,800 differentiator. So that, you know, I should have 391 00:21:53,800 --> 00:21:55,900 mentioned that earlier when you asked about competitive 392 00:21:56,000 --> 00:21:57,900 advantages, I think our culture is want. 393 00:21:58,200 --> 00:22:00,900 Yeah, that's so powerful. And then, how do you build the, 394 00:22:01,000 --> 00:22:03,400 a great culture or a good culture? 395 00:22:03,400 --> 00:22:05,400 Is it? Do you have any advice to doing 396 00:22:05,400 --> 00:22:10,700 that? So you went what we did, I'll 397 00:22:10,700 --> 00:22:12,000 talk about two in two ways, I guess. 398 00:22:12,000 --> 00:22:15,200 First string of the big training, I talked about 47 399 00:22:15,200 --> 00:22:17,600 thousand people. There was a lot of around, you 400 00:22:17,600 --> 00:22:20,400 know, setting the right values, what we value as an 401 00:22:20,400 --> 00:22:22,300 organization. And and some of them are you can 402 00:22:22,300 --> 00:22:26,100 say table Stakes for us. In the integrity and holding 403 00:22:26,100 --> 00:22:29,900 yourself accountable, but Innovation, agility and teamwork 404 00:22:29,900 --> 00:22:32,600 were things that were more specific to us as we coming 405 00:22:32,600 --> 00:22:34,400 through a big integration at that point. 406 00:22:34,400 --> 00:22:37,800 You know, they were men some Being specific to us that they 407 00:22:37,800 --> 00:22:40,200 wouldn't do to it. Maybe how the company's then, we 408 00:22:40,200 --> 00:22:44,300 had a lot of work on kind of Behavioral things. 409 00:22:44,300 --> 00:22:46,600 So we have a lot of things to reach this. 410 00:22:46,600 --> 00:22:48,100 You can have words that we still use. 411 00:22:48,100 --> 00:22:51,800 We you have coming to meeting in somebody's a little grumpy, 412 00:22:51,800 --> 00:22:53,300 maybe it's how I know. You don't know what's going on 413 00:22:53,300 --> 00:22:55,600 in people's head, we can say, oh, I'd like to get you to 414 00:22:55,600 --> 00:22:58,200 curious, you know, to get them. So they open up their mind to be 415 00:22:58,200 --> 00:23:00,700 cures listening with a positive intent. 416 00:23:01,700 --> 00:23:05,200 We talk about trading puzzle pieces so that they are this is 417 00:23:05,200 --> 00:23:09,000 not just You have to give some to get some and to help others 418 00:23:09,000 --> 00:23:11,200 to help the organization as a whole get better. 419 00:23:11,200 --> 00:23:14,300 And not just maximize your business or your or your part of 420 00:23:14,308 --> 00:23:17,900 the business, but maximizing that the whole, I love that. 421 00:23:18,200 --> 00:23:21,200 Well, that's phenomenal. Phenomenal advice. 422 00:23:21,200 --> 00:23:22,900 I love it. Thank you so much for coming on 423 00:23:22,900 --> 00:23:25,500 the show Anders and hopefully, I will see you again soon. 424 00:23:25,900 --> 00:23:27,200 Thank you. I enjoyed it.