From Engineer to Executive Coach: Stephen Doyle Jr. on Unlocking Team Buy-In with Focal Point Coachi

Steve Doyle (00:02.636) Hey, Quinn. How you doing? Quinton Comino (00:03.022) Hi Steve. What's up? I'm doing well, how are you? Are you? All right. No, it's fair enough. Well, it's Thanksgiving week. things are, I don't really like, can you hear me okay? Steve Doyle (00:10.21) Doing well. Not too bad for Monday. Steve Doyle (00:19.435) Yep. here. Steve Doyle (00:26.382) Yeah, I can hear you, Quinton Comino (00:28.1) Okay, great. know, Thanksgiving week is fun and all, but I like to work, so I don't like it when it slows down and stuff, you know? Like, dang. Kind of frustrating, but maybe that's just me. Steve Doyle (00:34.38) I hear you. I hear you. Steve Doyle (00:42.986) Nope, same. Quinton Comino (00:45.442) I was gone for last week and so I'm trying to kind of get myself in order here. My paper's all over my desk, which is not normal for me. Steve Doyle (00:51.874) Yep. Quinton Comino (00:57.466) Anyway, well, thanks Steve. Thank you for taking some time today. This podcast is pretty laid back. I'll do an intro apart from all this. I'll do it on my own, but it's pretty straightforward. just, I'll have some questions for you. The purpose of the podcast is it's just real raw organic content, particularly in the age of AI. It's just really important have that. Google really likes that and people like that because Steve Doyle (01:02.264) Yeah, no problem. Okay. Steve Doyle (01:09.528) Okay. Quinton Comino (01:26.712) I can tell when an article is written by Chad GVTS where it's like, yeah, Chad wrote this. Steve Doyle (01:29.742) Uh huh, you know the format, you know the words that are used and you're just like, all right, this is same. Quinton Comino (01:32.726) Exactly. Yep. Yeah. just everyone, everyone appreciates it. We post this on our website. You can see it, homenation.com slash podcast. And we have all sorts of people on our website. have would be homeowners. have investors. We have builders. We have contractors. We have business owners. We just have everybody. And so really anything that has to do with construction, anything that has to do with business. Steve Doyle (01:51.243) Mm-hmm. Quinton Comino (02:00.46) I like to do podcasts on because that's our user base. Those are our consumers and it's just good. It's just a great thing to do. It's easy, pretty straightforward. So it'll be 15, 20, 25, 30 minutes if there's a hard stop. Okay, cool. I'll have some questions for you. Typically though, how I like to start is just to have you say, Hey, here's who I am. Here's who I'm with. Here's what we do. And then I'll jump in with some questions from there. Steve Doyle (02:04.567) Okay. Steve Doyle (02:13.442) Yeah, whatever. No hard stuff. Quinton Comino (02:30.01) Does that all sound good to you? Steve Doyle (02:31.692) Yeah, you're so there's two avenues you we can go down because I'm also a podcaster. So we have the blue collar BS podcast where we talk about generational stuff. I'm also an executive master executive and business coach. depending on which avenue you want to go down, we can go down either one. Quinton Comino (02:36.218) Sure. Quinton Comino (02:40.442) Mm-hmm. Quinton Comino (02:46.959) Mm-hmm. Quinton Comino (02:52.594) What do you mean BlueColorBS? Is that the name of the podcast? Okay, got it, got it. Steve Doyle (02:54.568) So we talk, that's the name of the podcast. we, yeah, we get with other business owners or people that are in, and we use the word trades loosely. So trades typically for most people, they think of like home building, know, carpenters, electricians, plumbers. We actually mean it, anybody that's really working with their hands. So we get into manufacturing as well. And into the... Quinton Comino (03:03.032) Mm-hmm. Quinton Comino (03:07.895) Yeah. Quinton Comino (03:21.274) Mmm. Steve Doyle (03:23.328) into the trades. you could be welding, height fitting, things like that. So anybody that is in in that space, if you will. So we do, and what our main thing is, is we debunk can't find good people. So we look at the generational gaps that happen in the workplace and things like that. So we can go down. Yeah, we can go down a couple of different paths if you want. I don't really care. Quinton Comino (03:34.072) Yeah, yeah. Quinton Comino (03:39.086) Yes. Quinton Comino (03:42.712) Hmm. I'm at. Quinton Comino (03:51.204) Sure, so tell me about, I'm interested in focal point coaching. Yeah, that's what I'm interested, is that like your forte? Steve Doyle (03:55.341) Okay, yeah, so we're a business coaching. Yeah, we're a business coaching is what we do. Yep. Yeah, that's so yes. So all of that leads into, so the podcast supports all of that and everything. So. Quinton Comino (04:09.9) Yeah. Okay. I kind of imagined focal point was well, the focal point, you know, that makes sense. great. Great. Well, just, just open up, let us just start, introduce yourself and what you do there at focal point and we'll see where it leads us. Steve Doyle (04:15.219) Well, yep, yep. Steve Doyle (04:28.086) Okay, sounds good. Hey everyone, Steve Doyle. I am actually a recovering engineer and now I am a master business and executive coach. We actually walk alongside business owners and leaders to help them work with their teams to make things either from a product and process standpoint, more effective, more efficient, focused on an ROI from both the people side, but also the financial side. And then we get into how they work. Quinton Comino (04:29.882) Mm-hmm. Quinton Comino (04:49.731) Mm-hmm. Quinton Comino (04:53.678) Yeah. Steve Doyle (04:57.304) deep into the teams and how from a human aspect, all of that helps transpire for both the owners and the leaders, but also the employees themselves. Quinton Comino (05:08.25) So you're working on businesses, streamline, focus, identify weaknesses, improve. What are the typical businesses you're working with? Steve Doyle (05:18.616) So typically, I spend a lot of time in the manufacturing and commercial construction side. So when we think of manufacturing, it's mostly automotive manufacturing is what I spend a lot of my time in. Other times, I'm working in the metal fabrication side that supports HVAC, like the commercial HVAC side and things like that. And then we get into the commercial construction side. Quinton Comino (05:22.596) Mm-hmm. Quinton Comino (05:30.745) Mm-hmm. Quinton Comino (05:40.196) Yeah. Quinton Comino (05:44.73) Yeah, so I mean, you said, now you said recovering engineer. I would imagine that that plays a lot into the clients that you're helping then, Steve Doyle (05:48.45) Yeah Steve Doyle (05:52.789) Mm-hmm. Yep. So I am a degree metallurgical engineer. For those that really don't know what that type of engineer is, most people have heard of. Chemical engineer, well, I typically deal with solid state materials. So think of steel, cast iron, sheet metal, things like that. That's what my degree is in. So yeah. Quinton Comino (06:01.934) Yeah. Quinton Comino (06:06.329) Mm-hmm. Quinton Comino (06:10.714) Mm-hmm. Quinton Comino (06:15.098) Okay, so why do you say recovering? You didn't like it? Steve Doyle (06:17.934) No, I actually loved it, but I don't fit the mold of an engineer. Most of my time, I... No, I'll actually have a conversation with you versus a lot of my engineering friends. know, they kind of, they're more focused on like the numbers, crunching and getting into the data. They're a little bit more introverted. I tend to be a little bit more extroverted and I will actually talk through and have a conversation with people. And that's kind of... Quinton Comino (06:23.507) Yeah, you don't seem to. Quinton Comino (06:28.836) Hehehe. Quinton Comino (06:43.534) Mm-hmm. Mm-hmm. Steve Doyle (06:45.218) From those conversations is kind of what led me into being with FocalPoint as a business coach. It's more on that people side. Quinton Comino (06:49.773) Yeah. Yeah, was going to, but now, now engineering is like, there's, there are components that are going to help you from what you did as far as, okay, I see the business you're doing. Here's how to end. Here's how you should be engineering, but running a business is different than being an engineer as an employee. So yeah. So tell me a little bit about that, how you were able to transition into, all right, I can, I can help you guys run your business. Steve Doyle (07:03.341) Mm-hmm. Steve Doyle (07:08.974) No, 100%. Yes. Steve Doyle (07:17.686) Yeah, so from that side, I tend to focus all it's all on process. So if you don't have a streamlined process that you can be repeatable with and do things consistently with, you really don't have a business. have more of a hobby. Like I dabble with this. So from the process side, that's where I come alongside. Quinton Comino (07:23.812) Yeah. Quinton Comino (07:34.06) Yeah. Yeah. Yeah. Now there are other members on the team at FocalPoint. when you're working with a customer, with a client, do you have multiple members assisting with that? Or is it, here's your person, they're going to run you through A to Z. Steve Doyle (07:42.926) Correct. Steve Doyle (07:47.982) Mm-hmm. Steve Doyle (07:54.319) It honestly, everything is, think of it as a boutique firm. So depending on what the need is, sometimes you're going to deal with one person, sometimes you're going to deal with multiple people, and they're different people throughout the phases or the process of the life cycle for whatever that agreement is. So honestly, it all just depends. Quinton Comino (07:59.599) Yeah. Quinton Comino (08:10.106) So you're working with processes specifically for manufacturing and someone will come to you and say, or maybe someone else on your team comes and says, hey, I've got this customer, they really need help figuring out how to reduce the time for them to build XYZ product. And you say, yeah, let me have a discussion with them and we'll iron that out. What does something like that look like? What are the questions you're asking? Do you have a specialty in particular types of products? Steve Doyle (08:28.878) Mm-hmm. Quinton Comino (08:39.512) Sounds like metal, right? That'd be one of them. What is that process? Steve Doyle (08:42.114) That is, yeah, for me, the process is very, it's very simple and it's just being very curious. It's really why does this need to be solved? Let's really get into the real why. What's the impact that this is going to make? Because honestly, we all have different problems, but we're also, I'm an entrepreneur, I'm a business owner. Not all problems are worth solving in a timeline. Like, yeah. So we really have to identify, is this something that really needs to be solved and is it? Quinton Comino (08:48.922) Hmm. Quinton Comino (09:05.869) Yeah. Mm. Steve Doyle (09:12.48) Is it going to make an impact? And whether the impact is a bottom line, like a financial impact, is this a feel good impact? know, those types of things, we sort through those things. The rest of it, it really comes down to how many people, like who's involved. Because is this a top down approach or is this a kind of like, Hey, this is what we need to do and we need to get the team engaged approach. You've been involved in both. I will tell you the top down approach. Quinton Comino (09:19.439) Yeah. Quinton Comino (09:37.146) Mm. Steve Doyle (09:41.965) While it does work, you don't create buy-in from your team, and it's not sustainable. So depending on what the problem is and who's involved and how they're involved really depends on the scope of work that we do, if you will. Quinton Comino (09:48.314) Mmm. Quinton Comino (09:53.796) Mm-hmm. Quinton Comino (10:02.39) Mm-hmm. Yeah, so the top-down approach doesn't create... There's never buy-in? Are you relying on your customer to create that buy-in? What do mean? Steve Doyle (10:11.566) So typically from a top-down approach, top-down, mean, it's a mandate from executives. So mandates when they're a mandate and you don't really have buy-in, you're told what to do, most people, they'll go through and they'll do it, but they're gonna do it a little bit more begrudgingly, if you will. Quinton Comino (10:18.903) Okay. Quinton Comino (10:34.051) Yes. Steve Doyle (10:35.578) And they're really not going to do it with a level of passion that they would when it's more of an employee, like a bottom up approach or kind of when there's true buy in. From everyone. Quinton Comino (10:47.042) Yeah, but if they if they understand the why. Steve Doyle (10:50.222) you're making sure that they understand the why most times from a top from a top down bottom line perspective, people understand it's about the money. We need to generate the money. Who gets the money? That's where most people like, yeah, I'm doing this and some people will say from a top down. Well, you get a bonus, right? It's all based on, you know, hitting this metric, right? OK, most people are smart enough to know who gets the percentage of the pie. Quinton Comino (11:00.334) Mm-hmm. Mm-hmm. Quinton Comino (11:19.055) Hmm. Steve Doyle (11:20.386) Right. So we do things a little, I would say a little differently. Quinton Comino (11:25.818) So, okay, but so you're saying that bottom, like the lower tiered employees are not incentivized to follow through with these types of changes most often, right? In most cases, you've seen they're not incentivized because they're not getting enough of a bonus or they're just like, dad, it doesn't really matter. I clock in and clock out. Steve Doyle (11:45.795) There's a lot of, so a lot of assumptions that all employees are financially motivated, which is actually a false, incorrect assumption. So typically top-down approaches just do a blanket, hey, we're going to do this because it's going to make a financial impact. And people will figure out ways to kind of spin it or tailor spin it to, hey, let's get everybody to, to actually go execute this. Quinton Comino (11:51.979) Yeah. Quinton Comino (12:02.923) Mm-hmm. Steve Doyle (12:15.262) And some managers do it better than others, but those that do so when we are working with companies, we truly try to get at a true person's why help a manager understand everybody's why, which is all different to help them achieve that common goal. So we have to come back and spend time with the employees and with the management team to truly understand what motivates what is getting people the tip. Quinton Comino (12:18.052) Uh-huh. Quinton Comino (12:36.463) Yeah. Quinton Comino (12:42.01) Man, that just sounds like so much headache. Steve Doyle (12:44.972) What, top down approach or doing it this way? Quinton Comino (12:46.05) Yeah, well, well, with what you're just describing there, you got to go and figure out, find out their why. it just sounds like now correct me if I'm wrong. I could be misunderstanding, but it kind of sounds like pampering and trying to like package this thing up and present it to get the like, look, you're my employee. You're supposed to do what I say because I pay you like, there you go. It should be that straightforward. Steve Doyle (13:03.246) It would be nice if everybody thought that way, not everybody thinks that way. You're in that more certain type of mindset. There's an expectation, a trade. I am trading money for services. And at the end of the day, is a group of people that are huge ROI people. They focus on efficiencies and things like that. We have that and I'm... Quinton Comino (13:19.234) Yes. red. Steve Doyle (13:32.661) I can be one of those people, because I did believe that at one point is, hey, I'm paying for a service. You're going to deliver that service. This is what I expected that service. And because you delivered on what I expected, here is the pay that's equal to the service that you delivered. Unfortunately, people are more complex than paying for service. There's a group of people that want to make sure that the service that they're providing is done with a Quinton Comino (13:35.809) Yeah, yeah. Quinton Comino (13:50.362) Mm-hmm. Quinton Comino (13:55.801) Mm-hmm. Steve Doyle (14:02.734) that fits what they believe in. So now it's a little bit different than just a transactional approach. Quinton Comino (14:07.375) Mm. Quinton Comino (14:12.538) Okay, can you give me an example of how you solved figuring someone's Y to get them on board when that Y was not transactional? Steve Doyle (14:23.128) So from a non-financial perspective, so we have in the past, typically when we, for certain clients, will try to financially motivate everybody. Like, hey, if we achieve this job at this time, if we deliver what we said we need to deliver by then, everybody can get a 10 % of this portion of money. Okay, so let's say, Quinton Comino (14:52.13) Yeah. Steve Doyle (14:53.294) Right? So let's say that 10 % is overall, if we hit this target, the company earns a hundred grand more. And I'm willing to give 10 % of that to the employee, back to the employees, if you hit that timeline. Okay. So 10 % of that, you're going to have 10 grand goes to the employee, all employees. Now of that 10 grand, and let's say you have 10 employees and if you distributed it evenly, everybody gets a thousand dollars. Okay. So Quinton Comino (15:00.331) Mm-hmm. Mm-hmm. Steve Doyle (15:22.514) over let's say six months, you're going to work extra hours. And let's say they're all, let's say they all get overtime for whatever reason. Let's say they all get overtime, they're paid overtime. They're all going to work extra hours and take extra time away from their, the expectations now instead of working eight, you're going to work 12 to 15 hours a day. To deliver on those timelines, you're going to get paid for those, that those hours at the overtime rate. Quinton Comino (15:28.292) Mm-hmm. Mm-hmm. Quinton Comino (15:44.77) Yeah, I see. Steve Doyle (15:52.062) all for the opportunity to earn an extra thousand dollars. Quinton Comino (15:55.866) Mm. Steve Doyle (15:58.125) Now, what do you sacrifice for those six months for that extra thousand dollars? Yes, you got more paid because you got overtime. But now you have a group of employees that after three months, they're like, I'm sacrificing my time. I'm sacrificing my health. And that's not worth the extra thousand dollars. Quinton Comino (16:04.919) Mmm, yeah. Quinton Comino (16:13.006) Yeah. Quinton Comino (16:16.374) Yeah, yeah, sacrificing way more than a thousand bucks. Steve Doyle (16:19.478) Right? So it depends on really, do people really understand? So you have to make sure that instead of focusing on the extra thousand dollars, what else are they getting out of this opportunity? So some people are given the opportunity to move into leadership roles. Hey, I need to have new people cover and be leaders in these certain areas. Well, normally I wouldn't have the opportunity to let them have those opportunities. Quinton Comino (16:32.75) Yeah. Steve Doyle (16:48.012) So now I can give them an opportunity to learn how to lead and how to manage people because now I have to cover more space. I also now have to manage different aspects. So now instead of worrying about, let's say we normally would work an eight hour shift, five days a week, now I'm gonna move to flex time to kind of cover more hours and the time. So now I can think differently and offer people different things. Quinton Comino (16:51.843) Hmm. Quinton Comino (16:56.602) Hmm. Quinton Comino (17:14.318) Mm. Steve Doyle (17:14.636) Because instead of working, hey, I normally work 40 hours. I like this, but is there an opportunity where I can maybe work more during the week and less on the weekend? And so now you're affording them time in a different way. So you have to look at what is really motivating more people to help support that. And yes, as a leader and as an owner, that takes a lot more bandwidth than just to say, service, here's what I'm offering for the service that Quinton Comino (17:23.265) Mm. Mm. Steve Doyle (17:44.492) that I need. Quinton Comino (17:48.312) Hmm. So I'm here in Cocoa Beach, Florida. We're on the space coast, right? And rockets are launching all the time. Okay. So I have a lot of friends that work for NASA, Boeing, Blue Origin, SpaceX, Northrop Grumman, all these different companies that are either military contractors or they're actually rocket companies. And the buy-in that I see from Steve Doyle (18:03.49) Mm-hmm. Steve Doyle (18:08.835) Mm-hmm. Right. Yep. Quinton Comino (18:17.804) my friends that work there, it's just incredible. They are so motivated at Blue Origin. They're expanding quite a bit right now. You can go and drive up North Courtney and go and see the Blue Origin expansion and SpaceX. Everyone that works for them seems to be just so driven for what they're doing. So I'm just curious on what your thoughts are on that because it seems like Elon Musk has been able to generate something out of his employees that is Steve Doyle (18:20.611) Mm-hmm. Steve Doyle (18:38.019) Mm-hmm. Quinton Comino (18:47.606) You can't buy it with money. Steve Doyle (18:49.742) Correct, correct. And I would, I would be more curious from what you believe you're seeing from your friends and your counterparts. Like what have they said that is getting them to buy into to those types of companies? Quinton Comino (18:56.281) Hmm. Quinton Comino (19:03.832) So I've got this friend that hires for Blue Origin in his department and he's got like 30 plus people that he manages. And he says when he interviews people, he's listening for a lot of things obviously, but one thing in particular he's listening for is kind of like an origin story or why they want to work at Blue Origin. And he, cause it's difficult there, what they're doing in his department and dah, dah, dah. It is stressful. There's a lot of expectation, a lot of responsibility, long hours. It gets not easy. Steve Doyle (19:10.318) Mm-hmm. Steve Doyle (19:20.642) Mm-hmm. Steve Doyle (19:31.181) review Quinton Comino (19:32.93) And it's not for the faint of heart. he's like, when he's looking for people, he wants to make sure that they really want to work there for him. So he's thinking of he's listening for things like I've always wanted to work on Rockets. I've been working toward this for years ever since I was a little kid. Da da da. They are going to need that sort of motivation to sustain them through those difficult times. Not just I think this would be a cool job, because once it's stressful, stressful, those employees are more likely to leave. So that that's kind of what I'm. Steve Doyle (19:43.01) Mm-hmm. Steve Doyle (19:52.131) Thank you. Steve Doyle (19:57.647) They're gone. Yep. Quinton Comino (20:00.63) They see like if you think of Elon Musk, his companies are like we're going to save the world sort of companies like we're going to go to Mars or we're going to have electric vehicles like they're big, big, big picture type of companies and people. It seems like people can really get behind that big picture a lot more than we are going to make this amount of money if we do this work really hard. Steve Doyle (20:06.126) Mm-hmm. Mm-hmm. Steve Doyle (20:21.656) Mm-hmm. Steve Doyle (20:27.682) Yes. Yes. So, and we see that all over the play, all over the sectors. And it doesn't matter what the sector is. And what I mean by sector is, it could be somebody in healthcare. It could be somebody in manufacturing, like automotive parts. Could be somebody that is more philanthropic in what they do, what they choose to do. Everyone has a set of values that they are looking for. Quinton Comino (20:49.881) Mm-hmm. Steve Doyle (20:57.758) inside the companies that match what their values are. those people that are really resonating and looking for those types of jobs is because the company values and their values are aligned. when they start to diverge is when you start seeing, you know, the people that have been there the longest is when you start seeing them leave is because the company values and the employee values are no longer in alignment. Quinton Comino (21:01.061) Yeah. Quinton Comino (21:09.786) Mm. Quinton Comino (21:23.086) Yeah. So, yeah, I'm interested about that because recently in the hiring process, I've started mentioning, hey, here are a couple of values that home nation has. These are our values. We're blah, blah. We think da, da, da. We want to do ABC. And then I say, okay, well, what do you think about those? I'm going to mention three of them. what do you think? And yeah, I think there's a lot to that. I should, because I'm not hiring just a skillset. I'm hiring a person. Steve Doyle (21:33.645) Mm-hmm. Steve Doyle (21:38.158) Okay. Steve Doyle (21:52.728) Yeah. Quinton Comino (21:53.378) And I want to make sure I get the right person. And it has become clear to me that because when you have a smaller pool of people that you're with, like those values are innately communicated and just organically communicated. and anyone who doesn't fit like quickly, they're not, they're going to be like, no, I'm not here. I don't want to do it. But as you start to expand, it's harder to communicate those values from the leadership to maybe someone who's on the ground floor. And so I need to really make sure that I'm getting that. Steve Doyle (21:55.832) Yeah. Steve Doyle (22:02.669) Mm-hmm. Steve Doyle (22:06.871) Right. Steve Doyle (22:11.287) Yep. Steve Doyle (22:16.034) Mm-hmm. Steve Doyle (22:20.728) Yep. Quinton Comino (22:23.168) in the interview process. So I'm just realizing the, you you mentioning that sort of stuff. I'm realizing the importance of that, but I'm not exactly sure. Like, how do you find out exactly what their values are? You know, do people think about what their values are? Like I can probably go up to someone on the street. What are your values? I don't know. I I like to enjoy my weekend and eat good food. Like, I don't know. So how do you manage that? How do you make sure you're Steve Doyle (22:25.038) Mm-hmm. Quinton Comino (22:52.374) You understand their values, you're communicating yours the right way. Just how does that personal and business come together? Steve Doyle (22:55.466) Mm-hmm. So what Yeah, no, this is is fun stuff. So when we're talking, when we're building a culture from the inside or truly trying to change a culture standpoint or behaviors within a company, we always start with a set of values. What are our governing or our decision making values within the company? These are the values that above all things, all of the decisions that we make are rooted based in this value. So let's take Quinton Comino (23:11.641) Mm-hmm. Steve Doyle (23:30.91) something, let's say family is a value. Like we want to have a family feel in that. What does that really mean? Does that mean just, you know, all families are dysfunctional? Does that mean we're going to have a dysfunctional relationship in this, in this organization? No, it doesn't. It means that we are going to treat each other with respect, the love and the respect that we all have. And this is how, and the thing that most companies fail with is they put it up on the wall and they're like, this is what it means, but they don't show what it means. Quinton Comino (23:34.894) Mmm. Quinton Comino (23:43.596) Yeah, I see. Quinton Comino (23:49.519) Yeah. Quinton Comino (23:59.79) Yeah. Yeah. Steve Doyle (24:00.739) They don't really lean into that. And even social media wise, they don't put anything out there to cast that vision for people. This is what it really looks like to live our values as a company. And then when we interview, actually will enter. And then so when we put in our interview questions, when we're doing working with companies and hiring, we'll actually bring in interview type questions that are based on those values. Can you show me how you like. When if you hear the word, let's say it's family, when you hear the word family, what does that really mean to you? And how would you show up to you when they were in the on a job or in a role? And so we get them to start thinking a little differently when they interview. And so that's how we can interview for more value based type. Do you fit our culture? Quinton Comino (24:32.92) Yeah. Quinton Comino (24:38.756) Mm. Quinton Comino (24:50.798) That's really good. Yeah. Yeah. So asking questions around that. but I feel like, and maybe I just haven't learned how to do this right. Cause I've just only played with it in the past few interviews. So this is very appropriate timing to discuss, but I feel like sometimes you'll get a response from someone where they're giving you what they think you want to hear. And that's where I'm like, I want to get the most raw organic response. Steve Doyle (25:01.698) Mm-hmm. Steve Doyle (25:11.298) Mm-hmm. Steve Doyle (25:15.79) Mm-hmm. Quinton Comino (25:15.852) out of a person when I ask a question. And sometimes I feel the responses I get are framed because they're like, I think this is what they want to hear. Steve Doyle (25:23.242) I'd challenge them, why not? You're interviewing them as much as they're interviewing you. So I personally will kind of flip, I will flip it and have them rephrase it in a different way. But I'm gonna ask the question in a slight way that I know if they answer it scripted wise, they are, they're really just saying what I think they wanna hear. So I really wanna get their personal, so I, whether or not you can or can't, I'm not an HR, you know. Quinton Comino (25:27.971) Yeah. Quinton Comino (25:44.844) Hmm. Okay. Steve Doyle (25:53.059) Don't cite this for legal reasons, but right. But you know, if in casual conversation, you know, I might ask, you know, what are you, what are you guys doing? You know, from a, you know, holiday perspective, what's your family doing for gathering? Once you, you know, as you find out from a family perspective, well then ask them a family based value question, or, know, the value around that just to see how they would phrase it on their personal experiences. So now it's no longer company, it's personal. Quinton Comino (25:54.606) For sure, for sure. Quinton Comino (26:05.603) Yeah. Quinton Comino (26:13.591) Yeah. Correct, yeah. Quinton Comino (26:20.44) Yeah. Yeah. Steve Doyle (26:23.554) And you're really trying to get who they are because how they're going to show up like interviews, they're kind of putting on their best suit. Right. But I really want to know what you're going to be wearing, you know, around. So I really want to know who you are behaving as. Quinton Comino (26:30.668) Mm-hmm. Quinton Comino (26:35.352) Yeah. Yeah. Yeah, that's really good. Steve Doyle (26:40.302) So that's how I typically will do the interview type questions. Quinton Comino (26:44.538) Yeah. So are you, do you help businesses with, because you said you work mostly on processes, but this is gold, what you're talking about interviewing and value-based interviewing, which is a key component of the interview. Do you work with businesses in that as well? Steve Doyle (26:56.941) Mm-hmm. because it's a process. It's a process. When you treat things, when you look at it. fortunately, unfortunately, I see everything as a process, everything that you want going from A to B, whatever A to B is, there are certain steps to take. Some are very clear, some aren't. Interviewing in this manner isn't always clear. So we come alongside and we help people show, hey, these are the stepping stones to take, but you're going to choose that path to take. Quinton Comino (27:00.654) Yeah, yeah it is. Quinton Comino (27:24.226) Yeah. Steve Doyle (27:29.706) And ultimately, you're going to hire the candidate that's the best candidate. So we do we leverage behavioral or psychometric assessments in the interview process. actually will ask behavior based questions because we really were hiring people not just for their knowledge, but also for their experience. And we want to know what those behaviors are. So we will help depending on the agreements that we have sometimes we're Quinton Comino (27:33.828) Mm-hmm. Quinton Comino (27:39.342) Mm-hmm. Quinton Comino (27:45.914) Hmm. Quinton Comino (27:52.015) Hmm. Steve Doyle (27:58.947) deeply embedded in the conversation. Sometimes it's more of a, hey, this is the process, this is what you need to do. You clearly understand this and you can go do it on your own. And this is what you're looking for. So we help with that as well. Quinton Comino (28:01.486) Yeah. Quinton Comino (28:11.769) Yeah. So when you say behavioral based questions, are you speaking about like experience in how they handle maybe talking to customers or just like their more general workflow? What do you mean by that? Steve Doyle (28:31.598) So all of it, honestly, I'm gonna... So from an interview perspective, I'm gonna ask them, hey, define for me a situation or a time when certain things happen and I wanna know how you handled it. And I wanna know, if this is a role that I expect somebody to take the lead in, I'm gonna ask them, so tell me about a time when you were challenged in... Quinton Comino (28:41.551) Mm-hmm. Quinton Comino (28:45.816) Yes. Quinton Comino (28:56.271) Yeah. Steve Doyle (28:57.208) trying to get this out. Now I want them to answer because now it's not a yes or no question. It's not something I'm going to get off the resume. I need them to show and tell me about a time. if they're, now these are some things that I look out for. If they're not giving me a whole lot of details, I already know that they're fabricating their whole story versus if they're going to like, no, tell me something specific. Quinton Comino (29:13.985) Mm-hmm. Yes. Yeah. Steve Doyle (29:23.628) I don't necessarily need to know the names of who was involved, but give me the titles of who was involved. So I want to know, I really want to know what the details were. I want to know what the percentages were. If you truly did this, then you already know these numbers. You already know the answer. Quinton Comino (29:28.142) Yeah, yeah. Quinton Comino (29:34.01) Mm-hmm. Yeah. Quinton Comino (29:38.552) Yes. Yeah. And I think in a general sense, I think if you can't explain it, you don't understand it. Whether it's talking about how to hire someone or how to run this machine. If you can't explain that, then you don't understand it. And so when I'm hiring someone, say if I'm bringing someone on for marketing, I'm going to ask them those types of questions because I understand some marketing. Steve Doyle (29:45.688) Correct. Steve Doyle (29:52.44) Mm-hmm. Steve Doyle (29:56.034) Mm-hmm. Quinton Comino (30:03.99) and not the best, but I want to hire people smarter than me. So they should give me smarter answers and I'm even thinking of. So I try to take it that way. So here's the question then, and I imagine there are a lot of people who are in a similar boat where I do a lot of the hiring, but hiring is a lot. It takes so much time. It is a whole process. And just getting people to the interview, the prep that you need to do before that. Steve Doyle (30:06.796) Yep. Steve Doyle (30:20.738) Mm-hmm. Yes. Steve Doyle (30:32.16) Yes. Quinton Comino (30:32.262) the in-person interview, all the prep before. It's a lot. how, and I want to offload that, but it's such an important, it's so key. I don't know how other companies could just outsource that or have someone, yeah, our HR department, they take care of that. It's such a vital part to make sure the person who is interviewing people knows what they're doing. And so really hesitant to offload that. And I've had some of my managers sit in on the in-person interviews because I want them to hear how I'm doing it. Steve Doyle (30:41.87) Mm-hmm. Steve Doyle (30:53.87) Mm-hmm. Mm-hmm. Quinton Comino (31:02.168) But I've been, this is kind of why I've been thinking of, sort of these value-based questions because I need to make some sort of structure. feels like, cause right now I'll just go into an interview and figure it out. That's just how I am, but not everybody's like that. And it's not even necessarily the best way. Like I'll admit my faults where, and if I had a little bit of structure, I bet it would go a lot better. Steve Doyle (31:02.254) Mm-hmm. Steve Doyle (31:11.566) Mm-hmm. Steve Doyle (31:23.598) Okay. Quinton Comino (31:25.37) But I don't know. I don't know what I don't know. Is the structure the best way? Can I hand that to someone and expect the interview to go that way? And this sales manager is going to be able to handle that because offloading it is so important. I don't just want to do it and forget about it. Steve Doyle (31:36.728) Mm-hmm. Steve Doyle (31:41.743) Yep. Honestly, the first several that you do, you're never going to like, be quite frank, because nobody is you. Nobody is going to be able to be as fluid as you because you're you. What you're thinking about, what you're talking about, what you ultimately you're looking for in the interview, nobody knows. And when you put it down on paper, it's still not going to be 100 % you because Quinton Comino (31:48.577) Mm-hmm. Yeah. Quinton Comino (31:55.962) That's right, yeah. Quinton Comino (32:00.164) Mm-hmm. Steve Doyle (32:11.458) What you put down on paper is more, hey, this is what I'm thinking, but you're not conveying it in a verbal manner. So what we recommend is more of a community interview process where you're still kind of leading. The first few, you're leading, but you have a group of people that are also either in the same room or they're coming along part of the interview process at different points. And then when you're... Quinton Comino (32:17.28) Yeah. Yeah. Quinton Comino (32:36.868) Mm-hmm. Steve Doyle (32:39.554) done, everybody gets back together and talks about what you've seen, but you're leading those first few conversations. Then the next few interviews you do, you back off and everybody else is leading, but you're still there observing. And when you're observing, you're making note of what potentially is either some enhancements to do or what else needs to get corrected. So those are some other things that Quinton Comino (33:06.682) Steve, I think I lost you. Steve Doyle (33:09.304) to think about. Quinton Comino (33:16.248) I don't... I think we lost connection somehow. And I still have connection. Quinton Comino (33:33.85) Hmm. Quinton Comino (33:40.282) You there, Steve? There. Steve Doyle (33:41.229) Yeah, I'm here. We use Riverside, so I understand this. I just noticed it's in 1080p and that's usually right on the cusp, even though I have stupid fast Internet. That's like right on the cusp. I'm I get it. So. It's going to go it's going to go in and out, but I know we're getting close for me. Quinton Comino (33:44.59) Yeah, yeah, yeah. Thank you. Thank you. Quinton Comino (34:01.826) Yeah, I have. Steve Doyle (34:08.746) At 1080p, this amount of time, we're getting close. Quinton Comino (34:10.362) Yeah. Oh yeah. I don't know why it did 1080. Well, nevertheless, we'll post edit and what have you and it'll be right. So you were, if you want to jump back in, think, do you know where you left off or where it cut off for you? Yeah. So talking about that interview process, you were saying communal. Steve Doyle (34:19.82) Mm-hmm. Steve Doyle (34:26.068) No, this is this is one of my downfalls. My really short term memory is terrible. yep. Yeah. So, so typically when we do more of a communal or several people involved in the interview process, typically you as the leader would be leading those conversations for the first few and you're kind of everybody else is witnessing after the next few interviews come up, you kind of take more of a backseat and you're observed. Even though you're still there, you're observing and Quinton Comino (34:38.734) Like having some people sit in. Yeah. Because. Quinton Comino (34:52.814) Mm-hmm. Quinton Comino (35:01.978) Mm-hmm. Steve Doyle (35:05.516) The communication upfront is, I want you guys to lead. I am observing. am purely observing. I am not going to interject in the interview process, but I want to observe what's going on. And really once you start building that confidence up in your team that, hey, yeah, no, everything's good or no, these are the tweaks I'd make and this is what I want to see the next time. You're giving them one, opportunity to learn, two, you're witnessing it, but... Quinton Comino (35:16.974) Yeah. Steve Doyle (35:31.234) Three, ultimately you're transferring that knowledge to somebody else of what your expectations are so that what you used to do and say, and how dearly like, no, this is the process. This is only I can do this. You're now transferring that so that you build up that team to do that. Quinton Comino (35:36.783) Yeah. Quinton Comino (35:48.538) So what's been difficult for me is I'm hiring for values, but I'm also determining what those are. And they're not like, be kind and do the right thing, which are like, yes, obviously yes, but they're more specific to what we're doing. so, because this was like understanding the employee's values was brought up to me by someone who does some training for us. Steve Doyle (35:56.428) Mm-hmm. Quinton Comino (36:17.536) And at the time I was like, okay, sure. I had people fill out a paper and it's all sitting on my desk back there. Cause I'm like, I don't what to do with this. I just didn't understand at that time. But now it's becoming more clear and it's been challenging because like the train is moving in, I'm laying the tracks, right? I'm hiring for values and then I'm kind of also figuring out what those values are. So do you run into that with some of your customers where you ask them and they're like, they just kind of blank stare. Like, I don't really know what our... Steve Doyle (36:35.085) Yes. Steve Doyle (36:40.044) Mm-hmm. Steve Doyle (36:48.194) Yeah, most people, they've went through their values exercise and they either A, like you, it's in the back, like, hey, when I get to it, I'll get to it. There's companies that they're posted on the wall, but nobody knows them. Nobody can recite them. And they don't know what they really mean. Like they're just words. And until you get to that point, and so we do a values-based exercise. And it does, honestly, when we truly do this, it's not a, hey, you do it in an hour and we're done. Quinton Comino (36:53.05) Hmm. Quinton Comino (37:03.108) Yeah. Steve Doyle (37:18.454) No, this sometimes takes three months and you might change them out. Why? Because you really want to be intentional with it and purposeful. Because every decision we make when we decide on vendors, we decide on partnerships, we decide on any new hires, any decisions we make are going to be rooted in these values of the company so that when we truly say these are our values, we live them out in all of our work. Quinton Comino (37:18.468) Mm-hmm. Hmm. Quinton Comino (37:26.127) Yeah. Quinton Comino (37:45.143) Yeah. Quinton Comino (37:48.558) What I was mentioning earlier about when you have a small team, are organically communicating those values because day in and day out, say if you're a hard worker, people see you're a hard worker and they're going to work hard. If you're lazy, they'll see you're lazy and they'll start to be lazy. They see that stuff, but I want to communicate values with people that are further removed from my day-to-day interactions, but I cannot afford to spend the time with that person. Steve Doyle (37:54.318) Mm-hmm. Steve Doyle (38:11.778) Mm-hmm. Quinton Comino (38:16.858) How does a business not lose those values and what have you found to be the most effective way to communicate values? it, every quarter we sit down and we discuss this. it, you know, we focus really on the managers to make sure they're communicating those. Is it something else? How do you make sure those values aren't just on the wall and people forget about them? Steve Doyle (38:39.084) Yeah, that's fantastic, because this is where most people fail. Because they, one, they leave them up on the wall, but two, they talk about them once. And what we have found works extremely well is in every meeting, pick a value or a point of culture to talk about and have people share where they've seen people demonstrate this. it, five minutes, take five minutes of the meeting. Now, Quinton Comino (39:01.39) That's so good. Steve Doyle (39:08.92) For me, because I'm so focused on ROI and efficiency and stuff, where do I want to put that? I actually put that at the beginning of the meeting before we talk through numbers. Because if our values truly mattered, they're not the thing we do last, they're the thing we do first. Quinton Comino (39:25.781) Mm-hmm. Yeah. See, it's so good because sometimes it's like the answer's right in front of you, but there are so many possible answers. Like the question is, how do you do this most effectively? There's like a thousand different ways you could do it most effectively, but there's one really good answer. And so it's like, I'm looking at a dictionary of solutions, like, man, I don't know what to do. And you're just like, boom. And you just pick it out. It's like, that's one of the most effective ways. So how have you found that? How have you seen that? Steve Doyle (39:38.029) Mm-hmm. Steve Doyle (39:47.694) Yep. Quinton Comino (39:53.88) with your clients be effective. And like how quickly do you see culture change in a business? Or do they come back and say, Steve, that meeting was crazy. Everyone, they understood it or are they like, this is our third meeting and they're just not grasping it. Steve Doyle (40:05.41) Okay. Steve Doyle (40:09.39) Mm hmm. Seen both. And this is is the different. This is one of the key differences that I've seen when it's pushed from the top down. It's typically when it takes the longest because there's so much resistance from the employees because they're watching what the up is doing and not doing do as I say, not as I do. Well, then why should I be doing this, especially when we're talking values when it's put on in the employees truly get it? Quinton Comino (40:26.906) Hmm. Quinton Comino (40:31.001) Yeah. Steve Doyle (40:38.166) and they truly understand and they see you're doing it, within a month you start to see a turnaround. Quinton Comino (40:42.776) That's so good. That's amazing. That's really amazing. What would you say, sorry, go ahead. What would you say the size of the typical business you're working with? Or do you see a difference in how long it takes for a business to turn around based on the amount of people they have and how big of a difference is that? Steve Doyle (40:45.002) Mm-hmm. Mm-hmm. And then it's... Go ahead. No, go ahead. Steve Doyle (41:05.966) Size wise, obviously the larger the company, the longer it takes. And like we're talking like thousands of employees. If you're in the 10, like under 10, it can happen fairly quickly. If people are willing under 100 people, if people are willing, it's now, you know, who's bought into the company and who hasn't. Once you start getting into the thousands. Quinton Comino (41:16.195) Hmm. Quinton Comino (41:21.368) Yeah. Quinton Comino (41:31.428) Yeah. Steve Doyle (41:34.855) Now it's like we talk about in sales, it's speed. Speed and you need a lot of people saying the same messages, but when you get to larger companies, you actually need internal advocates as well. So there's a mindset and a change once you get to critical mass for doing pure transformation in a company. Quinton Comino (41:40.538) Hmm. Quinton Comino (41:51.47) Yes. Quinton Comino (41:57.752) Yeah. Quinton Comino (42:02.19) Why do you use the term internal advocates? Steve Doyle (42:05.32) internal advocates, and when I, when I'm talking internal advocates, I'm talking somebody that is not in the C-suite, somebody that is not a senior leader. An internal advocate is somebody that's on the ground. Basically every shop floor has internal advocates, whether it's, you know, it's somebody that all the employees turn to to get information. they just saw a leader walk through. They all run to this one person. Hey, what's going on? Quinton Comino (42:12.921) Mm-hmm. Hmm. Quinton Comino (42:23.299) Yeah. Quinton Comino (42:27.514) Hmm. Quinton Comino (42:32.462) Hmm. Hmm. Steve Doyle (42:34.882) That internal, when you have those internal advocates to help genuinely share the need and what's going on and they bought in, those internal advocates are now your influencers, if you will, for any change management and you need them in organizations that are in the thousands. Can say even in the hundreds. Quinton Comino (42:40.398) Yeah. Quinton Comino (42:54.766) That is so good. Yeah. Yeah. And it makes sense. I understand the concept now. I did just explained it. I can think of seven employees right now that are internal advocates that come to mind. Mm Steve Doyle (43:06.878) Mm-hmm. Yeah, and the more you spend with them, more time you spend with them, the more empowered they feel and the more they feel heard. So now they're going to, they're basically your internal salespeople for any change you want, which is great. Quinton Comino (43:17.783) Yes. Quinton Comino (43:22.958) Yeah. Yeah. Which is fantastic. You get buy-in, people understand it, it's communicated for more than just you. That's so good. So Steve, you have like the most fun job. You're working with people. Yeah. Steve Doyle (43:28.546) Mm-hmm. Steve Doyle (43:34.862) I actually love what I'm doing. It's the ability to make an impact in organizations, big and small. Quinton Comino (43:43.854) Yes. And it really is like valuable because we're working with people. Business is not just numbers and ROI, it's people. And you have to make sure that you have the right people and you're communicating, yeah, communicating what you need to from the interview process all the way through the employment of that person. And your position is to help businesses under, I mean, not just value-based things, but in this conversation. Steve Doyle (43:53.23) Mm-hmm. Steve Doyle (44:04.174) Mm-hmm. Quinton Comino (44:12.398) Helping businesses understand how do you communicate your values? And then, okay, once we've nailed that down, let's talk about the processes that you have in place. Because you can have a great process, but if you don't have the people that care to do it, it doesn't really matter. And then vice versa, great people, but no process. Yeah, they'll figure something out. May not be the best. Steve Doyle (44:12.717) Mm-hmm. Steve Doyle (44:24.542) You got it. Yep. Steve Doyle (44:29.902) There's chaos. Exactly, exactly, exactly. that's where I get down to, know, businesses don't grow until the people grow. And if you really want your businesses to grow, grow your people. Quinton Comino (44:41.828) Yeah. Quinton Comino (44:46.034) Mmm, that's really good. Businesses don't grow until the people go. Yeah, that's very true. Yeah, that's very true. Just thinking about that because I want to grow some things and you know, just hiring more people is not necessarily the answer. Steve Doyle (45:03.074) Mm-hmm. Yep. Quinton Comino (45:04.698) You know, that maybe that this is great. I've personally found a ton of value from this, Steve. Thank you. And I'd love to keep you on for a little bit after. Cause I'm just, just very interested. So if someone's listening and they too are finding value, where, where do they go? Steve at gmail.com. How do they get in touch with you? Steve Doyle (45:14.306) Yeah, absolutely. Steve Doyle (45:24.43) Yeah, you can get a hold of me. Email is OK. It's S Doyle. Doile at focal point coaching.com. You can find me on LinkedIn. Steven Doyle Junior. You're going to find that's honestly one of the best ways and then. You can text me giving me a phone call. Not always available, but you can text me and it's just my my number 248-885-1358 and just text me. Quinton Comino (45:35.726) Yeah. Quinton Comino (45:40.729) Yeah. Quinton Comino (45:47.023) Great. Quinton Comino (45:52.09) Yeah, this is so great. And focalpointcoaching.com. Everything's on there. All those numbers are there. see all in, it's not just the USA. see Canada, Australia, UK. Yeah. Steve Doyle (45:56.365) Mm-hmm. Steve Doyle (46:00.164) Yep. Steve Doyle (46:05.602) Yep. Where we are truly a global a global firm. Quinton Comino (46:10.958) Yeah, well, this has been so helpful, Steve. I really appreciate your time. This is a ton of value. You very clearly understand what you're speaking about. So I know I'm grateful for it and I'm sure those that are listening will likewise be grateful. Steve Doyle (46:15.502) Mm-hmm. Steve Doyle (46:25.976) Yeah, thank you for having me. Quinton Comino (46:27.406) Yep. Thank you. Take care, Steve. Steve Doyle (46:29.358) Mm-hmm, do you too. Quinton Comino (46:32.078) Great. So I will, I'll certainly, our editors will get to this. there's anything you want me to change up, feel free to let me know. Steve Doyle (46:38.22) Yep. No, you're good. It's no. We we do pretty much the same thing on our podcast. Quinton Comino (46:46.626) Yeah. Yeah. Tell me what it was one more time. Something business. Okay. Blue collar BS. There you go. Steve Doyle (46:50.946) Blue collar BS. And the BS can stand for BS, for bullshit. It can stand for business solutions, business strategy. The other co-host is Brad, I'm Steve. So kind of figure it out. Quinton Comino (46:56.342) Yeah. Yeah, yeah. Quinton Comino (47:04.986) Yeah, I'll listen to some of those. Because you're very easy to do a podcast with. Some people are a little more dry, but it just is what it is, you know? Steve Doyle (47:15.222) Yeah, it is what yes. Yes. Absolutely. Quinton Comino (47:18.609) So, but tons of value, man. really, really appreciate taking time. And, uh, I I'm sure there are people that are going to listen and be like, wow, this is good. I've got to give your podcast to listen, um, because there may be some place where like, man, we could use some of this, um, insight, you know, uh, because I've got some. Man, like this has brought some clarity to me. Steve Doyle (47:37.058) Mm-hmm. Quinton Comino (47:41.754) And then I know some people on my team could use clarity in other ways. So, cause we focus, we focus heavily on sales training and we've, we've really turned that around a lot because we didn't, you know, you don't have sales training, which we didn't, then it's every man for himself. And now that we've ironed that out, it's really great, but I can see where we're missing things in like business processes, communicating values, making sure we have the right leadership structure, things like that. And so I would possibly be interested in some. Steve Doyle (47:42.051) Cool. Steve Doyle (47:48.493) Yep. Steve Doyle (47:54.818) I'm Steve Doyle (48:02.018) I think. Steve Doyle (48:06.455) Mm-hmm. Quinton Comino (48:11.758) clarity on those sorts of things. But also like you don't know what you don't know. I don't even know the problems that I have. I think I do. I know some of them, but I certainly don't know all of them. So this has revealed to me like, wow, that's a problem that I kind of knew I had and I've been leaning into. And now it's like, boom, here it is so clearly. Steve Doyle (48:17.07) True. Mm-hmm. Steve Doyle (48:27.736) Mm-hmm. Steve Doyle (48:31.628) Right. Mm-hmm. But yeah. Quinton Comino (48:34.82) So I've got to, I, this, if, the blue collar BS podcast is anything like this, I will certainly be interested in saying, Hey, I, I'd love to be able to sit down and have a discussion on, on, what sort of coaching you guys could provide, myself and my team. Steve Doyle (48:51.884) Yeah, absolutely. Yeah, absolutely. And if you need somebody to meet with you in person, we have people down in your area that. Can meet with you just just to say hi, you know, hey, this is, know, just to have a conversation. But yeah, so that's you know, blue collar BS podcast. We it's more on the people side of things like we just and I'll be honest when we record shows like we record on Fridays. Quinton Comino (49:05.389) Yeah. Steve Doyle (49:21.73) Those shows, because we have so many in the hot, will not air until August next year. And we release one a week. we have no shortage of people for our shows. they're more around, well, Friday, what's today, Monday? So yeah. Quinton Comino (49:25.94) yeah. No way. Quinton Comino (49:32.762) here's a double. Quinton Comino (49:39.853) That's awesome. Steve Doyle (49:48.815) Last Friday we interviewed somebody that was more on, it was a marketing person, change your circle to change your life. So most people, they're always surrounding themselves with the same people. And this is something we teach, but we get other opinions on there as well. So you guys mainly focus on sales for trades or what do you guys focus on? Quinton Comino (49:58.382) Mm-hmm. Yeah. Yeah, yeah. Quinton Comino (50:06.712) Yeah, it's good. It's good. Quinton Comino (50:16.312) Yeah, so we're mobile homes. are primarily an online dealer. We're getting into new construction as well, like stick-built, site-built homes, but that's kind of an aside. Right now our focus is single-wides, double-wides. We deliver them straight to the customer. We don't install the home. We drop the home off. We help them get in touch with local contractors and that contractor handles the job. So we focus by being online. We have some physical locations, but primarily we're reaching customers online. And it's a great... Steve Doyle (50:22.316) Okay. Steve Doyle (50:37.464) Okay. Quinton Comino (50:45.466) industry to be in. It's pretty antiquated, the industry is as a whole, lot of older people in it. And so we're more of a forward, younger generation company. My father owns it, as well as my mom and dad. And I work in it with a couple of my other siblings and then some employees. But yeah, we focus on online sales and it's proven to be quite a ride. That's different than your traditional dealership. No, so I can card. Steve Doyle (50:47.437) Mm-hmm. Steve Doyle (50:57.912) Okay. Steve Doyle (51:11.926) Do you guys build the homes? Do you guys build them or you distribute? OK, got it. Quinton Comino (51:16.632) Yeah, like the car dealership sells the cars but doesn't build them. That's like us. We sell the homes, we don't build them. Steve Doyle (51:19.5) Yeah, understand. Okay. Okay. No, I'm just trying to from a. how it all works together. And I'm just trying to think of who I can get you in touch with that would help. If you ever needed bandwidth, like how can I help get you in front of like the right audience to kind of help with that? Quinton Comino (51:43.674) Yeah. You know, it's like, I don't know what I do. I know some problems that I have right now. A couple of my salespeople, they need to go. My current call center manager, not sure if he's the right person for the job. How to get more leads. I need to advertise more and I know how that works and that's going well. But what I don't know is stuff like this. Okay. How do I make sure I'm communicating the values with people? Because when you are a smaller business, we have like probably around 40 employees. Steve Doyle (51:53.325) Mm-hmm. Steve Doyle (52:02.862) Hmm. Steve Doyle (52:07.118) Mm-hmm. Quinton Comino (52:11.534) When you're a smaller business and say you have 20 employees, it's this wooden structure represents your business. And there's a little bit of stress on it and it's like creaking a little bit, but you know, it's all right. But then as you grow, there's more stress on that wooden structure. And now things start to break and things are not able to withstand the weight because your small problems become big problems. And I want to make sure that I don't have big problems in the future. And then I grow and take care of these small problems so they don't, they don't grow with me. Steve Doyle (52:20.621) Okay. Steve Doyle (52:26.019) Mm-hmm. Steve Doyle (52:38.414) Mm hmm. OK, well, if you don't mind, I'll send you some some how to leverage or impact from a value standpoint. There's no sales in it. It's just, hey, this is me trying to provide, you know, if it's something that resonates, you know, I'll help you out with, know, how do I communicate that out and stuff like that if you're open to that? OK. Quinton Comino (52:53.604) Mm-hmm. Quinton Comino (52:59.95) Yeah, absolutely. It's a pretty straightforward Quinten at home nation.com should be on the Google Calendar invite. Yep. Yep. So. Steve Doyle (53:06.434) I think it's on my calendar. So let me just, I have to minimize all of that because I'll get all these notifications. Quinton Comino (53:13.304) Yeah, I know, get you. Steve Doyle (53:33.294) All right, yep, I got it. So I'll send you over some stuff just to think about if that's, but it's all action stuff, no sales in it. No, nothing like that. Nothing doesn't cost you anything. So, you know, if it makes sense, you know, great. And you can implement it. Fantastic. So if you need more than let me know. Happy to help you out. So. Quinton Comino (53:34.938) Good, great. Quinton Comino (53:44.676) Yeah. Quinton Comino (53:49.816) Yeah. Yeah. Awesome. Yeah. Appreciate it. Appreciate it, Steve. Thank you so much. Again, really a ton of value. Steve Doyle (53:57.612) Yeah, no problem. Alright, no problem man. Thanks Quentin. You have a good have a good Thanksgiving. Have a week. Quinton Comino (54:03.32) Yes, likewise, man, likewise. Enjoy your Thanksgiving. Steve Doyle (54:06.56) Alright, do you need to stop recording for it to finish uploading or? Quinton Comino (54:10.048) No, if I end session, will be fine. I'll stay in and it will continue to upload. So yeah. Steve Doyle (54:15.136) Okay, because I've I have never had success when I leave and it's still recording. Yeah. Yeah. Quinton Comino (54:19.318) really? I do it every time. I end the session for all and it's never had any problem with it. Mm-hmm. Yeah. Steve Doyle (54:24.142) Really? Wow, because we use Riverside all the time for our podcast and it's. It's Really? Dang. Yes. OK. Quinton Comino (54:33.496) Really? I've never lost it. I've never had it. On one time there was an issue with Riverside and they just like, the call dropped. It was a couple months ago, I think. And like the call, it just ended. I'm like, what the heck? And they had a, you know, error message on their end. Steve Doyle (54:47.991) Right. OK. Alright then then I will let you go so. Alright, thanks Quentin. We'll see you. Yep bye. Quinton Comino (54:54.042) Thank you, See you.