As an intern at Sellside Group, I have gained invaluable experience in the consulting industry and the business world. I have also had the privilege to see firsthand the behind-the-scenes of what employers look for in their interns. As a college student, the ladder of the three is an essential tool to be able to fine tune our CVs and make ourselves more competitive on the job market. At Sellside, I have the opportunity to speak and work indirectly with an abundance of 35 seasoned executives, including Marinus Ferreira and Michael Burress, whom I both want to thank for their continuous support and guidance. Because of the close contact I had with Marinus Ferreira when we worked together on Project New Roots , I decided to interview him with a student's perspective on his intriguing past to not only get to know my coworker better, but to learn from him. How have your childhood experiences carried onto your work today? Growing up in Secunda, a small town in South Africa named after Sasol's second extraction refinery plant (hence Secunda) to a hard-working family, Marinus gained a wealth of values. Integrity, honesty, and determination, he says, are the values which he still carries with him in the business world. In fact, in Marinus' household, failure was not an option if you have determination. You have extensive experience in the Petrochemical, Oil & Gas, Metals and minerals sectors. Do you believe your academic background helped you throughout your career, and do you believe that in today’s world, someone seeking employment in the Petrochemical, Oil & Gas, Metals and minerals sector should have such a background? Marinus learned the basics of accounting and finance in high school, which was enough to land him his first entry-level accounting job. While he doesn't necessarily believe that a degree is necessary, he places a strong emphasis on the importance of education and strong moral values. According to Marinus, having strong values like honesty, hard work, and respect, which he learned from his family, can take you far in life. He believes that even though these values may seem obvious, "common sense is not always that common," and stresses the importance of treating everyone with respect, regardless of their social status. To answer my first question, Marinus emphasized the importance of his gap year, which revealed his dislike for repetitiveness in a job such as accounting. He says, "Take chances, bet on yourself when the world won't bet on you. You must only convince yourself that you can make it (which is the biggest struggle)." For Marinus, risk-taking and determination are some of the most important attributes that a person should display, not necessarily a degree. New entrepreneurs lack confidence, he says. The main concept of starting a company shouldn't be about making money. If you find a job you love you will never work a day in your life. People start businesses for the wrong reasons. Always try your best, enjoy the experience and be willing to learn as there is always something to learn. In terms of landing an entry-level job, from a student's perspective, Marinus says that interviews should just be a conversation. Seek interest in what they're doing and if it starts being a conversation you are on the right path. The key, according to Marinus, is to have a positive attitude and a willingness to learn: "if I fail, I'll try better the next time". As an employer, accountability is the best thing in life to work with, so become accountable for your actions and learn from your mistakes. A hot topic for the new generations, when it comes to seeking jobs, is to find their passion. What got you into the staffing industry, and did you pick it up as a passion? Why did you choose the staffing industry. Marinus, who hails from South Africa, where unemployment is currently at 42%, knows firsthand the importance of taking whatever job opportunities are available. However, he also recognizes the satisfaction that comes with being able to provide employment to others and contribute to their ability to support their families. He sees this as a very fulfilling aspect of his job. For him, finding his passion was more of a journey than a goal. Marinus likes to follow the proverb, "We have two ears and one mouth so that we can listen twice as much as we speak", and only through listening can you learn more and inch towards finding a passion. Regarding Thusanyo Project Services, if you were to tell a recruiter what your leadership style is, what would it be? Lastly, what excites you the most about where Thusanyo Project Services company is heading? What are the biggest challenges you face during these times of high inflation and interest rates? The approach Marinus found most success with is "I'll employ you and leave you work". It is hard and inefficient to upskill and micromanage everyone within a company. If you are hired, you are expected to do the job. Instead, people must find their own way, and getting kicked in their pool is the best way to learn. You must allow people to make mistakes to learn, otherwise they will be stuck in the same place. A very exciting aspect about Thusanyo, says Marinus, is that we always have to evolve and show resilience. A recent example saw the company import labor into Bermuda due to high cost of capital caused by a recent increase in the minimum wage. In terms of the high interest rates, Marinus believes that Thusanyo has been able to deal with it in the past as interest rates are always high in South Africa. In fact, Marinus announced that "[Thusanyo] grew a lot this year, and we opened in the US, and very excited to bring in international niche and leadership". He firmly believes that the US recession will be a big opportunity for them, as less permanent employment means more temporary employment. It will be essential, in the coming months, to allow clients to understand their culture. Marinus wants to elevate and assist their clients.

In the ever-evolving landscape of global business, companies face unprecedented challenges to maintain their competitive edge and drive exponential growth. Amidst this dynamic environment, an M&A (Merger and Acquisition) based growth strategy has emerged as a compelling avenue for businesses seeking to achieve above-average growth rates. By strategically combining forces with other companies, organizations can unlock new opportunities, synergies, and scale, enabling them to propel their growth trajectory to unprecedented heights. In this thought leadership piece, we delve into the compelling reasons why M&A acquisitions lead to remarkable growth rates and showcase notable success stories that exemplify the transformative power of this strategy 1. Synergy and Scale: At the heart of M&A acquisitions lies the promise of synergies and scale. By uniting complementary strengths and resources of two or more entities, organizations can create a powerful force that supersedes their individual capabilities. These synergies manifest in operational efficiencies, cost savings, and optimized processes that significantly enhance overall performance. A compelling example of this concept is The Walt Disney Company's strategic acquisition of 21st Century Fox in 2019. Through this merger, Disney bolstered its content library, streaming capabilities, and international presence. The integration of these assets catapulted Disney into a dominant position within the media and entertainment industry, driving exceptional growth and reinforcing its status as a global entertainment powerhouse. 2. Market Diversification: In today's interconnected world, market diversification is an essential aspect of sustainable growth. M&A acquisitions allow companies to expand into new market segments or geographic regions, thereby reducing dependence on a single market and mitigating risks associated with market volatility. An exemplary case is Amazon's acquisition of Whole Foods in 2017. By venturing into the grocery retail sector, Amazon diversified its revenue streams and established a strong presence in brick-and-mortar retail. This bold move not only contributed to Amazon's impressive growth but also solidified its position as an innovation-driven industry leader. 3. Innovation and Talent Acquisition: The pursuit of innovation is a driving force behind any organization's quest for long-term success. M&A offers a unique avenue to infuse companies with fresh ideas and cutting-edge technologies that position them at the forefront of industry evolution. Moreover, acquiring companies can access a pool of talented employees whose expertise and vision can fuel innovation within the acquiring organization. A standout illustration of this dynamic is Facebook's acquisition of Instagram in 2012. By integrating the rapidly growing social media platform, Facebook tapped into a novel avenue for growth and established a more comprehensive social media ecosystem. This strategic move was pivotal in Facebook's sustained growth and global influence. 4. Speed to Market: In a rapidly changing marketplace, speed is of the essence. M&A acquisitions present a strategic advantage by enabling companies to swiftly enter new markets, access new customer bases, and gain competitive advantages without the protracted timeline associated with internal product development. A striking demonstration of speed-to-market is Microsoft's acquisition of LinkedIn in 2016. This landmark move fortified Microsoft's presence in the professional networking and HR solutions space, fast-tracking its expansion in the enterprise sector. While M&A-based growth strategies hold immense potential, companies must approach them with due diligence, meticulous planning, and thoughtful integration. The success of such endeavors hinges on comprehensive risk assessments, cultural alignments, and a shared vision for the future. In conclusion, the art of growth lies in making bold and visionary decisions, and M&A-based strategies provide a compelling framework to achieve above-average growth rates. By harnessing the power of synergies, diversification, innovation, and speed, organizations can navigate the complex business landscape with confidence and capitalize on untapped potential. As companies embrace M&A as a transformative growth catalyst, they embrace the promise of unleashing unparalleled growth, driving industry disruption, and redefining their place in the global market. The journey toward exponential growth begins with a strategic vision and an unwavering commitment to harnessing the power of collaboration and integration. Are you ready to embark on this transformative path to success?

Typically, it is not better product knowledge or more training on their sales process. These are the basic tickets to entry. What separates the successful from the unsuccessful is courage and how they spend their time. As a sales person, how you spend your time and who you spend your time with is totally within your control. Do you want to spend it with a customer that only has the potential to buy a small amount from you or do you want to spend it with a customer that can buy a large amount from you? Many sales people are intimidated to meet with big customers. The reality is the buyer at a big customer is the same person at a small customer. That buyer likes to do the same things in their free time, they love to talk about their families, their favorite hobbies and teams, and they have the same issues and problems at work and home. The only difference is the quantity that they order. It is your choice who you spend your precious time with. Be courageous!

The material handling equipment industry is a niche, complex and fast-growing sector, with many stakeholders involved in its planning, implementation and maintenance. With rapidly evolving technologies and demands, keeping up with all of the latest trends and findings becomes increasingly difficult. Based on my research and conversations with R.J. Safranek , Managing Director at SellSide Group , I aim to provide an overview of some major challenges and solutions facing the industry today. Status Quo There are a number of problems that can arise in the material handling equipment industry, including: Equipment costs. The cost of manufacturing and transporting products has risen over time, which means that customers are paying more for their goods. This is due to factors such as higher fuel prices, higher wages and insurance premiums for employees (which have increased due to health care reform). Higher costs have an adverse impact on EBITDA especially if you are a privately owned company with limited resources. Inflation and an unstable economy can create a challenging pricing environment for material handling companies. This can make it difficult for companies to price their services competitively and can lead to decreased profitability. Lack of skilled labour. With baby boomers retiring from the workforce in recent and coming years, there's been a shortage of skilled workers who can fill these positions--and this shortage will continue into 2030s due to demographic shifts in our country's population makeup (more older Americans) as well as technological advances like robotics replacing certain tasks previously performed by humans at work sites around the world today! Labour costs are a significant challenge for many material handling companies. Skilled workers are often in short supply, and companies may struggle to attract and retain qualified employees. This can lead to increased costs for training and turnover, as well as potential delays in completing projects. The rise of e-commerce has put significant pressure on this industry. Customers increasingly expect quick and immediate delivery of their orders, which can be challenging for material handling companies to accommodate. Additionally, trucking challenges such as driver shortages and rising fuel costs can make it difficult to transport goods efficiently. Alternatives Automation technology. The use of automation in material handling equipment has been a major trend over the past decade, and it's expected to continue growing as companies look for ways to improve efficiency, reduce costs and combat a diminishing labour pool. The advantages of automation include: increased efficiency - automated systems can move materials faster and more precisely than human workers can; reduced labour costs - automated systems don't require salaries or benefits, so they're cheaper than hiring people. By embracing new technologies like AMRs, AGVs, and robotics, companies can improve efficiency, reduce errors, and stay competitive in an increasingly challenging market: AMRs , or autonomous mobile robots, are becoming increasingly popular in the material handling industry. The main difference between an AGV (automated guided vehicle) and an AMR is that AMRs use free navigation by means of sensors or lasers, while AGVs are located with fixed elements such as magnetic tapes, magnets, or beacons. This means that AMRs are more flexible and can adapt to changing environments more easily than AGVs. AMRs can be used for a variety of tasks, from transporting materials to performing inventory checks. AGVs have been around for a while and are still used in many material handling applications. These vehicles are programmed to follow a specific path and can be used to transport materials throughout a facility. They are often used in manufacturing plants and warehouses to move materials between different stages of production. Robotics are also becoming more common in material handling applications, particularly in picking applications. Companies like Locus Robotics are using robots to help workers pick items more efficiently and accurately. These robots are equipped with sensors and cameras that allow them to navigate through a facility and locate items using barcode scanning or other technologies. By automating the picking process, companies can reduce errors and improve efficiency, ultimately leading to cost savings and improved customer satisfaction. Good to Picker solutions. Goods-to-person (GTP) solutions are a modern order fulfilment approach that combines automated storage and retrieval with precise, ergonomic selection methods. Some benefits include: Goods to Picker solutions can increase efficiency and accuracy of the picking process by eliminating wasteful walk time and offering accurate inventory and pick data. This can lead to a reduction in order errors and an increase in operational uptime, as well as improve overall customer experience. Goods to Picker solutions are easily scalable to match growing demand or an increase in SKUs , and can be integrated with other automation technologies and warehouse software for even greater efficiencies. This can help businesses optimize space utilization for a small footprint and flexible layout, and easily increase capacity by adding robots, modules, or workstations with little to no downtime. Warehouse Management Software solutions. Understanding the benefits of a warehouse management system is critical for growing firms. A warehouse management system can tremendously help growing enterprises with on-hand goods (WMS). By monitoring work processes at multiple levels, boosting productivity, and increasing asset utilization, the WMS will improve their operational efficiency for both labour and physical space. Implementing a WMS can help businesses streamline their warehouse operations, reduce inventory carrying costs, and improve customer satisfaction. With a WMS, businesses can automate and optimize many warehouse processes, including inventory tracking, order fulfilment, and shipping. WMS software can provide real-time visibility into inventory levels, order status, and warehouse operations, which can help businesses make data-driven decisions that improve efficiency and reduce costs. By having a better understanding of their warehouse operations, businesses can better allocate resources, optimize order picking, and improve overall warehouse performance. Final Thoughts The material handling equipment industry is constantly evolving, so it's important to stay on top of the latest trends. As you can see from this article, there are many issues that need to be addressed within this field. However, we have also seen some solutions that have been put into place and have helped improve the overall efficiency of how we store and transport products. As I continue my journey in further exploring this field, I will undoubtedly encounter more problems and solutions along the way! From A Student's Perspective

The recent collision of rapidly rising interest rates causing the banking sector meltdown is creating a Perfect Storm for Middle Market owner/operators. Interestingly, the flipside of this Perfect Storm may also offer the last best hope to sell a quality middle market company at fair value for some time to come. The Federal Reserve is charged with the dual mandate of stable prices (i.e., control inflation) and maximum employment. With recent inflation rising well above the Fed’s stated goal of 2%, starting in May 2022 they began rapidly raising interest rates. Although inflation is slowing, the action taken by the Fed had the adverse impact of creating a “run on the banks”. Silicon Valley Bank (SVB) may be the first bank to fail this time but we have not seen the end yet. The Fed, Treasury and FDIC quickly responded to the “systemic risk” posed by SVB but there remains uncertainly by depositors particularly with regards to local and regional banks. The net effect of the recent bank failures is putting enormous depository pressures on all local and regional institutions while they wait for new more rigorous regulation and capital requirements. There is already a steady “run” on the deposits of these institutions that will continue unless (and until) the Federal Government takes the bold step of providing a full guaranty of all deposits, regardless of size. Given the requirement that such a step will need strong bipartisan support in Congress this is unlikely to happen anytime soon. Taken together these factors do not bode well for middle market companies. A credit crunch and likely recession is looming. Any company that borrows money will see their operating profits squeezed as interest expense goes up. Middle Market companies, without access to the Commercial Paper market, rely heavily on local and regional banks for their working capital and other borrowing requirements. As these institutions respond to depository pressure, more stringent government regulation and higher capital requirements borrowers will face reduced credit availability, tighter borrowing restrictions, calls for greater capital contributions to their businesses and recessionary pressures. These same market dynamics adversely impact Private Equity firms, forcing them to pull back on purchase price multiples being offered for deals. Despite all these stress points the overall conditions suggest the current time may offer the best opportunity for middle market companies to move quickly towards a successful sales transaction. Interest rates are not likely to significantly fall in the near future. The shock to the banking system needs time to play out. In the interim middle market companies will be hard pressed to maintain operating profits without owners making significant capital contributions taking up the shortfall from the banks. There is a truism in finance that “Time is the enemy of all IRRs”. A strong case can be made to middle market business owners and Private Equity firms that Now is the Time to consider a sale of their company.

One of the best ways a leader can execute a strategy and supercharge a company’s growth is to lead by example. This simple strategy earns you the respect and trust of your team. When I joined NCH in 2009 as the CEO of Asia, I knew that I would be managing 450 sales people. I was transitioning from owning an advertising agency to running a specialty chemical company and I wanted to earn the trust of the team. I learned the sales process, went out in the field and opened up 100 new accounts in 30 days. This gave me tremendous credibility when working with the sales teams in Asia. Each manager that I hired regardless of their title, had to learn our process and go out in the field. As a management team we knew what the sales people went through every day and were able to develop a strategy for success that the team believed in because we were able to go out and do it. I have had the pleasure of working with some amazing teams in APAC and the US and they have 3 things in common. They all work really hard, have great attitudes and lead by example.

As the world of product distribution is becoming ever more saturated, distributors are looking for ways to differentiate themselves from their competitors as a way to attract more customers and bolster profitability. This has sparked the emergence and success in the past few years of value added distribution or VADs, which I believe will continue to grow and become much higher in demand among private equity firms and strategic buyers in the near future. To start off, these types of firms generally equip the conventional modern-day business model of a traditional distributor, buying in bulk from manufacturers and reselling at higher price to retailers, while also providing basic logistical and informational support. However, in addition to these services, VADs provide additional services to their customers, such as services regarding setup and assembly, product development, product modifications, repairs, etc. With the development of technology we can see these services developing further, with new technologies in regards to building automation and software enabling distributors to incorporate more abstract services such as asset usage tracking and advanced inventory management solutions into their distribution practice, helping to efficiently develop their supply chain operations and boost their customer experience. This is seen in a survey conducted by the IDC, where they found that 62% of the sampled distributors prioritized the increased adoption of modern day technology to boost the innovation and efficiency of value-added services. Pointing to their end goal of one upping their competition which will provide long term benefit regarding where they stand in the market. This has prompted a recent surge in M&A activities, with many companies and private equity firms taking up a deep interest in VAD’s as they prove to be a hot business model. This, for example, can be seen in a recent M&A update released by a prominent middle market investment bank regarding the specialty chemical market. They found that due to the recent ESG (Environmental, social, and corporate governance) wave taking over the chemical production industry, companies are starting to put more emphasis on sustainable and environmentally friendly production, increasing demand for more localized production, which will result in increased benefit for value-added distributors as they are no longer competing against the prices of offshore distributors and could see more logistical benefits as well as overall demand as their value added services put them above other distributors in the pecking order. This is hugely responsible for the increased consolidation seen regarding VAD’s as these benefits are largely valued by not only private equity firms, but also other distributors, as they look to expand their distribution capabilities. However, prior to executing a M&A deal, VAD’s must consider a multitude of factors as completing a merger or acquisition can’t be justified as simply forming a partnership as a way to grow your business. It is important to consider the effects the other party your merging or acquiring will have on your services, as it specifically can pose a high risk to your value added services as attention to the quality and execution of these services can be unproportionally shifted to the services provided by the other company taking part of the M&A deal. In addition, these services are at risk of being diluted or disregarded during the integration process, which is why it’s ultimately important for VADs to formulate an understanding of how their value-added services will be treated and integrated post merger or acquisition. From experience, working as an intern at Sellside Group, the emphasis put on the desirability of VAD’s offers anecdotal evidence pointing to the markets higher demand of these types of firms. This paired with their intrinsic leg up on traditional distributors makes it fair to assume that we will see a consistent growth in the popularity and capabilities of these firms as well as increased M&A activity in the near future as these high-demand businesses weigh their pros and cons in their pursuit of maximizing their potential.

Technology has enabled B-TO-B buyers to use e-commerce for buying and researching products and services online. Technology has also allowed B-TO-B buyers to use social media to connect with vendors and salespeople on their terms. B-TO-B companies and salespeople need new skills and training to meet the expectations of the next level buyers. Important Points Driving B-TO-B revenue growth requires well-defined and ongoing sales training programs. After working with more than 800 sales managers and salespeople, we found less than half possess the capabilities required to drive growth. Providing sales teams with next-level capabilities takes effort, but the ROI is significant. B-TO-Bs having the most success provide a more consultative and solution-oriented approach with their customers. This requires strong product knowledge and a well-thought-out value proposition for the customer. Our research in interviewing thousands of salespeople and managers has shown there are two common threads in successful salespeople: organization and relationship skills. Over the past 30 years, the executives at Sellside have seen buyers shift from relying exclusively on salespeople for product knowledge and purchases, to using multiple channels in their buying process. B-TO-B customers often research and use websites, social media, reviews, and videos in addition to meeting and speaking to a salesperson. To become world-class in today’s digital environment, B-TO-B sales organizations will need to make two significant shifts in the way they lead teams and approach clients; become proficient in multi-channel sales and communications and implement a solution-oriented recurring revenue mindset. They will also have to strengthen their core skills of relationship building and organization. As less than half of the sales teams have the tools and skills to achieve these changes, significant training and development for B-TO-B sales organizations will be required. At Sellside Group we have a simple formula, Success = Work Effort + Attitude + Skills. We believe the people on any team need to have a great work effort and attitude and then it is the managers and the company’s responsibility to make sure the people with great work efforts and attitudes have all the tools, skills and training they need to be successful. Here’s what you need to give those top performers the skills required to deliver outstanding performance in this next era of B-TO-B Sales. 1. Become Proficient in Multi Chanel Sales and Communications As B-TO-B buyers have become more comfortable and proficient buying online and using social media, they have more transparency, more choices, more ways to communicate and more ways to get information. Sales teams need to embrace these new technologies and in addition to being out in the field visiting customers, use email, texting, chatting and phone calls to communicate with buyers. Social media platforms like LinkedIn are great ways to research a buyer, contact a buyer, get referrals and build trust through a shared network. In our research, salespeople fear new e-commerce systems will replace them. However, that is not the case. There are many strategies that can be used to integrate the salesperson into the e-commerce experience to build trust with the buyer, the sales rep., and their company. 2. Implement a solution-selling & recurring revenue mindset With the rise of larger e-commerce players, Companies need to develop programs that add value for their customers and build recurring revenue streams. Salespeople need to add value to their customers through service, training and dependability. Sales teams need to be highly trained experts in their field to add a level of dependability and service their customers expect. Great sales teams will partner with their customers to design a customized value proposition and relentlessly work to show and document the value. An MRO company we worked with was selling its customers one off products by using a method called pitch, demo and close. The sales team ate what they killed every day, and the company was always trying to figure out what was going to be sold each day to support the business. We developed a contractual based model where the sales team would make a friend, find the issues, show the solutions and ROI, and develop a proposal which included service, storage hardware and the products on a monthly contract. This solution-selling, recurring revenue model gave the commission-based sales team a stable income and allowed the company to better plan its inventory and properly support customers. The program benefited the customer by saving them money in parts, labor and downtime costs. 3. Become proficient at Relationship Building Making a friend is the foundation of any great relationship. With all things being equal people want to do business with people that they like and trust. It is surprising how many salespeople go right into a presentation about themselves, their company and their products without investing the time to get to know their potential customer both personally and professionally. For sales teams to become a trusted advisor they first must earn the trust of their customer and that starts with a solid relationship. Once trust and a friendship are built it is much easier to open new accounts and then build on those accounts. Your newfound friend/customer will also be happy to supply you with the holy grail of leads, “REFERALS”. Companies need to make sure they have a proven sales process that combines the relationship building skills with the solution selling and closing skills into a great sales process that can be taught the same way over and over again to both new and experienced salespeople. To Maximize the results there needs to be a program of initial training and continuing education. Just like great sports teams need to practice the same is true with great sales teams. 4. Become highly organized In our research with thousands of salespeople over the years and studying what the top performers had in common, some had great personalities, some were highly motivated, some had amazing work efforts, some came from the industry, some were new to the industry. We found there was only one common thread among all of the high performing salespeople and that one thing was Organization. All the top performers where highly organized. They knew exactly where they were going each day. They kept excellent records on their customers and prospects and knew everything about them, from their personal lives to knowing what they needed to do their jobs better. They knew what happened in the previous call and what they needed to do in the next call. Having a great CRM system, teaching the sales team how to use it and having the managers follow up to ensure the salespeople are using it in the right way makes becoming organized much easier for your sales team. Building a new program and implementing change When we make changes, training and implementation of the desired new skills and programs always starts with the Sales Managers. If the Sales Managers are onboard, they will work hard to get the salespeople on board. Bring the Sales Managers into the program early and give them input into designing and developing the program. Once the program is developed, have the sales managers go out in the field and use it and get some success. Make iterations based on their feedback to fine tune the program and then train the managers how to teach the salespeople the program and the new skills they will need to be successful.

Perfect your elevator pitch. Research the interviewer. Practice your answers. Prepare challenging questions. Memorize the company’s mission statement. These are the first steps you’ll come across in a quick Google search for “Interview Tips.” Although such advice is essential for any interview, the real wow factor in any interview is you. Whether it be a case study, a pitch, or even just an in-depth behavioral interview, each firm has its own method for thoroughly interviewing a candidate. As a hiring manager, I have conducted what seems like hundreds of interviews, each evaluating a pre-prepared project that every candidate is free to develop however they choose. What candidates often misconstrue is that we are not evaluating how accurate their answers are but rather their ability to think through a problem and arrive at a solution. Thus, you can master the company’s purpose, list off an excellent pedigree of past experiences, or even have pi memorized; however, the crucial element of any interview are the so-called “soft skills” the candidate possesses. Being on the other side of the interview, I’ve seen firsthand that one’s process to getting to an answer is more important than the answer itself. The meaning and significance behind a previous role are more important than the job itself. One’s eloquence is more important than their ability to ramble off a list of questions or memorize a pitch. But most of all, I’ve witnessed that, for better or worse, how someone presents themselves on paper may be entirely different from the persona that they emulate in real life (or on Zoom). So next time you have an interview, stop and think about why you want the job itself and how you can let your personality and critical thinking skills shine.

Water Treatment programs for HVAC Systems can have a major impact on how efficiently facilities use energy and water while reducing their impact on health and the environment. ENERGY AND WATER EFFICIENCY The return on investment for Environment Friendly building, (Green Building) is closely linked with increased energy and water efficiency. In a typical facility, the energy used to operate HVAC systems accounts for 60% of utility costs. Water can easily total 5% of utility costs. Although water treatment is a small fraction of utility costs, the results received from water treatment programs have far-reaching impact in terms of operating costs, resource conservation, and reducing greenhouse gas emissions. MORE ENVIRONMENTALLY RESPONSIBLE CHEMICALS Certain chemicals and technologies are considered more environmentally responsible than others. For example, treatment chemicals that more readily degrade when discharged into the environment are less hazardous to manufacture or use, or have lower usage/ packaging requirements can be considered environmentally responsible. Solid water treatment systems in particular offer several green benefits over the liquids traditionally used. Solids contain less hazardous chemicals and require less packaging material. This reduces both landfill waste and shipping weight along with the energy usage and CO2 emissions associated with product delivery. Combined with ease of use, these factors can make solids an attractive alternative to liquid chemicals.While it is important to minimize chemical usage and use environmentally responsible chemicals, it is essential that Green water treatment programs provide similar or better results in terms of system protection and energy/water efficiency. Otherwise, the environmental benefits from reducing chemical usage will be offset by increased energy, water, and material usage. GREEN WATER TREATMENT The following are some benefits of an effective water treatment program supporting green building objectives: Maintain clean heat transfer surfaces. Consider pretreatment equipment, filtration, chemical cleaning, and treatment program upgrades to maintain and restore optimum heat transfer efficiency. Maintain the minimum blowdown rate consistent with good deposit control in boiler and cooling tower systems. Install equipment upgrades that allow reduced blowdown. Consider alternate makeup water sources like harvested rain water or air handler condensate. Install automatic feed and control systems that precisely apply treatment chemicals. Use web-enabled, data-logging controllers to monitor and log key treatment and system parameters. Use concentrates to minimize handling, packaging, and shipping requirements. Consider solid water treatment technologies The water treatment program for a building’s HVAC system is integral to the operation of energy, water, and resource efficient facilities. Obtaining optimum results from a water treatment program has huge economic payoffs and helps meet green building objectives.

The industrial distribution sector, which acts as a vital link between manufacturers and end-users, has experienced substantial growth in recent years. This article aims to explore the factors driving the growth of the industrial distribution sector and the evolving landscape it operates in. Increasing Industrialization and Infrastructure Development: The rapid pace of industrialization and infrastructure development worldwide has created a significant demand for industrial products and equipment. As emerging economies continue to invest in manufacturing and construction sectors, the need for reliable and efficient supply chains becomes paramount. Industrial distributors play a crucial role in ensuring timely delivery and availability of essential products, supporting the growth of industries and infrastructure projects. Technological Advancements and E-Commerce Adoption: The industrial distribution sector has not been immune to the digital revolution. Technological advancements and the widespread adoption of e-commerce platforms have transformed the way industrial products are sourced, procured, and distributed. Online marketplaces and digital platforms have streamlined the purchasing process, providing customers with greater convenience, transparency, and access to a wider range of products. Industrial distributors have adapted to this shift by establishing their digital presence, enabling them to reach a broader customer base and optimize their supply chains. Furthermore, contrary to initial concerns about e-commerce threatening the role of sales representatives, technological advancements and e-commerce adoption have actually aided sales reps in the industrial distribution sector. These digital platforms have empowered sales teams by providing them with valuable insights into customer preferences, purchase history, and real-time data, allowing them to personalize their interactions, offer targeted solutions, and build stronger customer relationships. E-commerce has become a valuable tool for sales reps to complement their expertise and enhance their effectiveness in serving customers in an increasingly digital landscape. Focus on Value-Added Services: To differentiate themselves in a competitive market, industrial distributors are increasingly offering value-added services to their customers. Beyond product distribution, these services encompass technical expertise, training programs, inventory management, and customized solutions tailored to specific industries or applications. By providing comprehensive support and solutions, industrial distributors enhance customer loyalty, deepen relationships, and become trusted partners in the success of their clients' businesses. Embracing Data Analytics and Supply Chain Optimization: The industrial distribution sector has recognized the power of data analytics and supply chain optimization in improving operational efficiency and customer satisfaction. With the proliferation of sensors, IoT devices, and advanced data analytics tools, distributors can collect and analyze vast amounts of data to gain insights into customer preferences, demand patterns, and supply chain performance. This data-driven approach enables them to optimize inventory management, reduce costs, and enhance the overall customer experience. Expansion into New Markets and Industries: Industrial distributors, fueled by the realization that market expansion can add substantial value, are increasingly reaching into new markets and industries, diversifying their customer base and product offerings. This expansion is driven by the desire to tap into emerging opportunities, mitigate risks associated with industry-specific fluctuations, and leverage synergies across different sectors. For example, distributors specializing in electrical components may extend their offerings to renewable energy or aerospace industries, capitalizing on the growing demand for these products. Emphasis on Sustainability and Green Solutions: As sustainability gains prominence across industries, the industrial distribution sector has responded by offering eco-friendly and energy-efficient products. Distributors are partnering with manufacturers that prioritize sustainability and providing customers with a range of green solutions. This aligns with the increasing focus on environmental responsibility and the demand for products that reduce carbon footprints, conserve resources, and comply with regulatory standards. The industrial distribution sector's remarkable growth is fueled by a convergence of factors, such as industrialization, technological advancements, e-commerce adoption, and value-added services. To tap into the immense potential of this thriving industry, businesses can actively participate and join in on its growth trajectory. By embracing digitalization, harnessing the power of data analytics, and optimizing supply chain operations, companies can position themselves to effectively meet evolving customer expectations and cater to diverse industries. Moreover, exploring opportunities to expand into new markets and embracing sustainability practices will further contribute to long-term success and innovation. Now is the time for businesses to take action, invest in the necessary technologies and partnerships, and align their strategies with the growth path of the industrial distribution sector. By doing so, they can secure a foothold in this dynamic industry and drive their own success while making a positive impact on industries worldwide.

You have been led to believe Company Mission and Vision Statements will align and motivate employees, while also convincing your customer base you work for them. Unfortunately, the fill in the blank exercises you run through with key leaders often result in several “statements” that tug and pull employees and customers in multiple directions- leaving them with no sense of understanding the intended message. Bring a new sense of commitment to your organization by dumping the outdated practices, drilling down to the rationale behind your company’s existence, and developing a focused Purpose. Bring in the key leaders… Again Discovering a focused purpose will require the inclusion of your team. Now I know many are thinking the same thing, “But we have already done this over and over!”. Surely you have, but if your Mission and/or Vision simply describes your products or services with a final homage to customer service, there is still work to be done. To those operating with a mission like this, it is not your fault. This formula promised you a boost in employee morale, customers crawling to your feet and a magic lamp with a genie who grants three wishes. Fine, maybe not that last part. Nevertheless, you were guaranteed massive ROI. What you were not told is sessions used to create powerful statements, while simple in theory, are difficult in practice. If not guided properly, the discussion will quickly derail and meander down paths that do not reach your ultimate purpose. Guiding the discussion Maintaining structure while simultaneously fostering a space for creativity is a balancing act the finest circus performer would struggle with. Open ended questions followed by periods of response from participants is the key to encouraging engagement and free flowing ideas that work toward a goal. Listen, then prompt deeper and more holistic thinking. Motivate your team to search beyond a product or service, beyond customers, and all the way to why the world needs your company. Employee Buy-in Sorry to bear bad news, but plastering a mission statement on your website and in your break rooms will not increase employee nor customer engagement. Rather it is the process of discovering your purpose in a structured way with employees that will earn you their trust. Though these sessions may feel costly in the short term, they are a critical component to gaining employee buy-in to the company's purpose. After all, they are going to be the ones who define it. Therefore, it is their contribution that guarantees their buy-in. While your guiding of their thought process ensures that contribution is beneficial. Customer buy-in If your employees are sold, your customers will be too. They can sense when employees believe what they are doing is bigger than themselves. Your customers haven’t the time nor inclination to read your website like a book. On the contrary, they want to spend little effort yet be left with a sense that your company is committed to creating a large impact. The right purpose stated clearly leaves your customer base with feelings of missing out, a need to act quick and that doing business with you is the obvious choice they have just discovered. Break away from hollow mission statements that fail to motivate employees or convince customers. Hold a session or two that fosters an environment of inclusion for your team, and guide the ones who know your business best to a powerful purpose. With the right sentiment and motivated workers, customers will begin to notice you as the right choice. If done correctly, the next statement your company makes will be the last for generations to come.