Chocolate Milk & Attitude Changes

This episode of Wear your Cape to Work features Steven Hall, a project manager from fairlife, milk company. We're applauding Steven's knack for cross-functional relationships and how his belief in farilife's mission to "nourish the modern world" fuels his daily project work...or it is he really fueled by chocolate milk?

Timestamps
00:00:00 🎙️Welcome to WYCTW podcast
00:00:37 ✨ From the Production Floor to Project Management
00:00:58 🐄Nourish the Modern World
00:01:19 🍫 Let’s Talk Favorites!
00:02:00 💡 Revolutionizing Milk
00:03:34 🤖 AI in Project Management
00:05:39 🤫 Secret Recipes: KFC, fairlife, Coca-Cola
00:07:21 💖 When Milk Saves Lives
00:11:17 🌎 Big Goals
00:13:45 🛠️Project Managers Strategy to Execution
00:15:37 💪 Superpower Alert: Cross-functional relationships
00:17:32 🧠 Empathy FTW
00:19:33🌀 The Art of Attitude Adjustments
00:22:09❤️Falling in Love with Chaos
00:29:32🎉 Cheers with Superhero Mugs
00:30:18🦸‍♀️ Wrap-Up


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Transcript

00;00;00;00 - 00;00;26;07

Welcome to Wear Your Cape to Work. A podcast hosted by Project Insights. We believe that project and program managers are the real superheroes of every organization. They wear their capes to work every day, and we want to celebrate them. Our guests on the podcast are PMP, who have poured their lives and talents into driving successful project outcomes for their companies.

00;00;26;14 - 00;00;37;18

They keep projects running customers happy, business initiatives on track and the revenue coming in. I'm Trina Schaetz and my co-host Matthew Sparkes.

00;00;37;21 - 00;00;58;09

Today, Matt Sparks and I will be talking with Stephen Hall, the project manager from fairlife. Yes, that fairlife, the milk company. He's been at fairlife for over 11 years and has an interesting career path. He started on the floor, so to speak, in process and production supervision before he ultimately landed his role as a project manager and truly found his calling.

00;00;58;12 - 00;01;19;05

He's a PMP and manages diverse projects in areas like production optimization, process improvement, facility expansion, and product innovation. He believes in the fairlife mission to nourish the modern world, and is going to share some of his favorite stories about that mission today.

00;01;19;08 - 00;01;42;17

Thanks for joining us, Steve. Yeah, thanks for having me. Maybe the first best question should be which fairlife milk product do you love the best? I my go to when I go to the cooler at the office is the nutrition plan chocolate and the nutrition plan vanilla. Those are my go tos. You guys have a cooler at the office where they can just go grab.

00;01;42;19 - 00;02;00;05

That's awesome. You know, I know that together. That's so cool. I'm a chocolate milk fan. I love that you right now. I mean, I don't I don't know if I don't really love to drink chocolate milk except for life's chocolate milk. I don't know what that is. I like chocolate milk. It's a great idea, but I could just.

00;02;00;05 - 00;02;20;13

There's something so much smoother and creamier about it. I don't know about everybody's little kids, but minor can be particular eaters, I guess is a nice way to say that. And sometimes it's good just to get the protein in them right. That's what I need, is the calories and the high quality product to get in them. So it's nice to share with the kids.

00;02;20;15 - 00;02;47;24

So what a cool idea to really revolutionize taking milk and deconstructing it and putting it back together in a way that, you know, reduce sugar and elevated protein and brought some of these values that you just talked about to the traditional milk that we just take for granted. It's just sitting there in the fridge. I got two young daughters here at home, and they both go for the strawberry like their that's their go to.

00;02;47;28 - 00;03;12;24

Yeah, it's pink. Very awesome. That's that's a cool. Well we all met at PMI Global Summit which was awesome. It was an event. For those of you who are listening in Los Angeles this last September. And it was a gathering of MPs and other project professionals who came together for programing and coursework and certifications and vendor exploration. It was a super event.

00;03;12;25 - 00;03;34;00

We're so glad that we met you there. Did you have any particular wins at that event for yourself personally? The reasons you needed to go, reasons you wanted to go, things you came away with? I'm always looking to see what's the next big thing, how can I work more efficiently? And that's what ultimately drives me to these conventions, is just to make sure that I'm staying right on the leading edge.

00;03;34;00 - 00;03;57;27

So is the tool I'm currently using meeting my needs? Mostly, yes, but are there other options out there to help drive collaboration, help ensure we're limiting risk, and really make sure we're using the most robust tool to meet the business needs? Is it always about robust like you're looking for probably new features? I saw a lot of that at the event.

00;03;58;00 - 00;04;40;01

Or is it more? We have a certain pain point that we have to solve that's just come up. Or is new. Yeah, I think you're right. They're right. Maybe robust isn't the right word for it. It has to be user friendly, easy to deploy and like the new buzzwords and all of these tools has all been I, which is actually something we've started to be very careful with at fairlife and how it compiles the data and whether it's truly private and contained within, you know, the tools ecosystem or like, we're ChatGPT unless you're quite savvy, you could be uploading all your data to the web where it's unsecured, actually.

00;04;40;01 - 00;05;04;02

So it does take quite a bit of work to make sure our tools and our processes are protected, our intellectual property that that makes for life great, right? So we can continue to deliver, you know, the highest quality product to our consumers in the safest way possible. So I while it has a lot of good workflow aids in it, it really helps with a lot of things.

00;05;04;05 - 00;05;39;07

It's also it's a very fine line that you don't want across with letting any of your intellectual property out there to the world, you know, we're always looking for that next competitive advantage. And in ours ultimately is our proprietary process and the way we filter and recombine our milk. And, you know, it would be detrimental to the business and to our customers if, if that technology was leaked, you know, through through the course of trying to do something efficiently with like an AI chat bot and just the end user had no idea what they were actually doing.

00;05;39;12 - 00;06;02;07

That's really interesting because I'm thinking, okay, data, as far as like our information, you know, things that we're measuring, but you're talking about the secret sauce. This is like the secret recipe and all of that proprietary process that your company is using. I wasn't even thinking that. Yeah, yeah. Could you imagine if someone from KFC is like, how can I make my 13 or 10 spices more efficient?

00;06;02;09 - 00;06;30;29

And next thing everybody knows, right? Or how can I better sauce these 13 ingredients? That may be key or otherwise, right. Yeah, yeah I went to KFC to straight up not to Kentucky Fried Chicken. Yeah. There you go. So there on the secret recipe. Are there any other secret recipe you want? Oh, yeah. Coke. Yeah. Am I right that McDonald's has, like, a different Coke recipe in their fountains and everybody else?

00;06;31;01 - 00;06;53;10

That's what I always hear. I don't know if that's true or not. And Coca-Cola is our big brother, right? So. Right. I thought maybe you knew I was sort of going, oh, it is fairlife. No, no, I do not know. It's a little extra sweet little something special there. And that I think. Yeah. Right, right. I want to know some secrets, though, about fairlife.

00;06;53;11 - 00;07;21;09

Mostly. Not really secrets. But I do think that we want to talk about this great mission we talked about with you on another occasion, this idea of nourishing the modern world that, like, you don't read a mission statement like that on every manufacturing company's website. It was profound. It's so short. As a marketing person, I was like, wow, that really nails a very big aspiration in a short little phrase.

00;07;21;11 - 00;07;43;07

And can you really do that? And yet you're telling us some stories that really hit home all the time at the company. So if you want, I would love to hear some. I think you said that on a regular basis. You're hearing stories from customers or people out in the wild that are using your products for actual sheer health and nourishment, where they can't have any other food at all?

00;07;43;07 - 00;08;13;11

Yes, absolutely. So, like even on a personal level, I've had two family members that have used fairlife products for life sustaining meals while they were hospitalized. So that was an interesting, very close to home application of, how the fairlife products aren't just for athletics and weightlifting, right? It actually helps sustain life. We also had a kid using our products through multiple open heart surgeries.

00;08;13;11 - 00;08;51;00

It was recommended by the hospital. Actually, it was the most efficient way to get protein and calories into his body while still limiting the sugar intake. Right? And with our products having significantly reduced sugar compared to our competitors, it was a very efficient way of keeping this patient healthy. And he actually came and toured our facility. So it was pretty humbling to hear the story, and it was even more striking to see him in real life, you know, come to our facility and tour the site and see how the magic happens.

00;08;51;00 - 00;09;19;14

Right? How we put it in a bottle and provide that to our customers. And, you know, for this real life example right there on the floor talking to you, does it bring that mission closer to your project work then? I mean, you're a project manager. I'm thinking it even brings it closer to the manufacturing work. But maybe talk a little bit about how the mission blends in or bleeds into, or even informs your work at work.

00;09;19;14 - 00;09;37;17

I feel like that even ties into your story. If you want to make that your second part about how you ended up where you are, right? Yeah, absolutely. And, you know, you go way back in their life history here even, you know, 8 or 10 years ago we had a motto, believe in better, right. And there's always that next iteration of the product.

00;09;37;17 - 00;09;55;12

There's always that next big thing that we could push out that's a little bit better. Right. So we're always iterating on our process. And that's what led me to where I'm at. Right? I started, as you mentioned earlier in the intro, as I started out on the production floor, and I just kept asking myself, you know, what's next?

00;09;55;12 - 00;10;23;05

How can I contribute more? Right? We've got best in class products and how can I help contribute to that continued growth and success for the brand? So I ended up working my way out of operations, working on the production lines, which is actually quite an enjoyable thing, working with your hands every day through the management infrastructure up into project management, where I started opening up and starting up new production lines throughout the facility.

00;10;23;05 - 00;10;56;06

So we're up to five production lines in this facility in Coopersville. And keeping in mind that mission that we have to nourish the modern world, that ties right into my project work, and we know how these products can affect people's lives day in, day out. Being able to have safe, reliable, well manufactured in the United States, dairy products that are lactose free, and also their broad appeal to people with, sensitivity to lactose as well.

00;10;56;06 - 00;11;17;17

So you may be having a rough day, right? Maybe you're actualizing some risks on one of your projects. So you just got to remember, you got to remember why we're all here, right? Why we're doing what we do at fairlife to nourish the modern world. When you think of those kids that they have nothing else to eat, you know, they're maybe they can't have hospital food, right?

00;11;17;17 - 00;11;41;24

And, you know, you can reach for that strawberry for power, that vanilla nutrition plan. And that's what gets you the sustenance you need to get through the day. And it's really humbling when you think about how you've contributed to helping make the world better through dairy. Right? You wouldn't think of that. Well, through projects, I mean, through work, right?

00;11;41;24 - 00;12;01;07

I mean, yeah, it was down to it. You're at a company, and while you have this great end goal and a project success, right? Whether it's just getting those particular items onto shelves or if it's, you know, you guys are building a new facility, a production facility in New York, I think that I read and you a bigger project.

00;12;01;09 - 00;12;28;00

Yeah, bigger projects like sustainable packaging. I think I read that you guys are trying to, by 2025, get 100% sustainable packaging for the product. I mean, those are big pieces of work that someone manages for that great end goal. It is. Yeah. Can you talk about how those high level initiatives translate into production work and you know, how you manage that and what your role is and how that becomes a reality?

00;12;28;03 - 00;12;49;24

Yeah, yes for sure. So as project managers, we are the execution arm of the business strategy. So if you kind of think of a bridge going over a river, you've got the strategy on one side and then you've got the deliverable on the other. Project management is that bridge. We're moving people from the strategy through the execution to that final delivery.

00;12;49;26 - 00;13;22;05

And when it's something like that, hey, we want to be, you know, carbon neutral by 2030. And the first pillar of that is reducing the pet. And our sleeves go into maybe a clear bottle eventually for us, that starts in commercialization and in all reality, even before that I would say step point five is R&D to make sure that our product can we can maintain the same level of quality in our product with a clear bottle and a different film.

00;13;22;05 - 00;13;45;12

Because the way light interacts with the product, it can degrade the flavor. So that's going to start in R&D, work its way through commercialization. How does the brand look? Does that fit our brand. And then it comes, you know, to the site to where we need to look at how do the new labels run on the machines. How do you, you know, manage the new bottles?

00;13;45;12 - 00;14;09;20

How are they interacting with all of our different equipment? And from there you go into a testing and validation kind of a start up and commissioning phase where you maybe run one batch of product and you would stress test that product in a cooler and an ambient space in, in an incubator where you're really stressing it in, in an environment where it would normally it would never see it.

00;14;09;20 - 00;14;32;23

Like we would incubate our product and 90 plus degrees Fahrenheit for up to 60 days, to where you would really stress that product. And if it can survive in the incubator, you can say with very high confidence that it will be the highest quality that we're used to. And it will still taste right, and it can sit on the shelf for our consumers.

00;14;32;26 - 00;14;52;19

There's really a lot of moving parts when it comes down to managing a project. Even as simple as or nuanced as you know, you get into and going carbon neutral, right? Like there's a lot that goes into that. And it's like, well, it looks easy. And on paper you're going to change the bottle, change the label. Just just do it.

00;14;52;21 - 00;15;37;12

Check check check check check check. Right now you're at this intersection of strategy and execution. That is why we really believe that the project manager or the program manager is that crux is that superhero is that I'm holding all this together in this really neat, intersecting way. What are some of your other project superpowers? Steve. Yeah, so something that stands out to me is just the relationships I've been able to build over the last 11.5 years at fairlife as a project manager, we get pulled in every direction, and I've been very fortunate to take advantage of our explosive growth and maybe not even take advantage of it.

00;15;37;12 - 00;16;07;00

I've been part of the growth, right? Like I haven't just been riding the wave. I've been part of the push that has made their life great. And through that process, I've been very fortunate to run projects everywhere from New Line builds, safety quality initiatives, processing initiatives all the way through packaging and warehouse. Right. Something as simple as buying new safety equipment is one of our capital projects.

00;16;07;00 - 00;16;37;25

We run all the way up to hundreds of millions of dollars, building new or expanding our production facility and adding new production lines. The new lines. Exactly. And building those, you know, really expanding on my social and political alliances is one of my superpowers, is really having a very robust network of trusted project resources, right from general contractors to hourly employees right on the floor.

00;16;37;25 - 00;17;05;23

Right. And putting this more in like a project management perspective, it's all they're all stakeholders, right? Everywhere from our hourly folks that I'm using as my subject matter experts and how my project work will affect them. And for me, having worked on the floor for six plus years at fairlife, I understand what it's like. So I go in there and keep my finger on the pulse to understand how am I affecting your day?

00;17;06;00 - 00;17;32;21

Right when I put a new label out here, when I put a new testing method in place. Right. And what again, what helps ground us is having that mission statement. It's so important to everybody to remember why we're all here, why we're all doing what we do. So that for me, that's one of my really one of my most important superpowers that I use every day is the social game.

00;17;32;21 - 00;17;59;23

And being able to work super cross-functionally and fairlife's not as flat as it used to be. As far as an org structure goes, but I mean, I'm working on an office remodel right now where I go from working with our CEO and senior leaders and VP's in in the same, you know, you turn around with the office remodel and you go in, you work with the front office and hourly operations to understand how is this affecting you.

00;17;59;23 - 00;18;26;20

Right. So we're working both ends of this business. It's pretty cool to be in a project management role and be able to work super cross-functionally. It speaks really well to my ADHD brain, and being able to jump nimbly from person to person, it's it's really a lot of fun. What would either of you, you know, how can you take that first step in really putting yourself in someone else's shoes?

00;18;26;20 - 00;18;48;19

Like, that's easy to say, but personally, I think understanding to this point, you know, the objective is this idea that we're all trying to get to the same destination, convey that to everybody so that everybody understands that we're in this together as a team, and we want to better improve X by implementing Y and get wherever you need to go from there.

00;18;48;19 - 00;19;10;28

Right. I think is a good way to do it, really just have that ear and that shoulder to be there for them, right? I think, Steve, I feel that through him just fundamentally speaking, you know. Yeah, yeah. And it helps me like I've been there for so long. I've worked in so many different disciplines throughout the organization. It definitely helps with that empathy and being able to connect.

00;19;11;02 - 00;19;33;16

And for me, it's it's understanding my stakeholders reality. Right. When I'm talking to our plant director who's in charge of all of the operations for our site, or whether I'm talking to a safety or quality manager, being able to put on that hat or look through their lens and understand their world really makes all the difference to the business.

00;19;33;16 - 00;19;56;27

And we're all there to meet the needs of the business in our own unique ways. And as project managers, we're in a a very interesting, very exciting position to be able to be a legitimate jack of all these trades. Right. The where we're really masters of project management and we get to be, you know, kind of a we get a minor in all the other departments.

00;19;56;27 - 00;20;13;15

Right? I love that so much. I was like, how's he going to do this? How is he going to say? But I get exactly what you're saying. You know, that you're minoring in, you know, the person that's on the production line, you're minoring in the stakeholders here and there. Your minor is. Oh, I love that. Yeah, I do too.

00;20;13;15 - 00;20;41;29

The finance, the business, the all of it. Yeah. You're connected to it. All I am was looking at your LinkedIn profile. And by the way, everyone who's listening, you should all list your superpowers on your LinkedIn profile. But I was looking at Steve's and he has quite a few impressive things listed there. But one of them, at the very end of your list of impressive superpowers that I found very interesting, was quote unquote, attitude changes.

00;20;42;02 - 00;21;15;10

Can you tell us just a little bit about what you mean when you wrote attitude changes are one of your skills? Yeah. So some of it is more matching energies, managing expectations and understanding people's realities, right. And understanding how they're viewing the world. Right. Or are viewing our projects or initiatives, how we're managing managing day to day. So attitude changes for me is it's also selling and influencing stakeholder management can be really tricky.

00;21;15;10 - 00;21;40;24

So being able to influence and give people a little bit of an attitude adjustment or for me, if I need an attitude adjustment, right. Am I approaching this the right way? Am I remembering that mission statement or why we're doing the project right? How does this project meet the needs of the business? So for me, it goes back to grounding level setting, making sure that people are aligned to those expectations.

00;21;40;24 - 00;22;09;21

So managing the attitudes can be a little bit tricky sometimes, but it's one of my favorite skills that I've ever heard. Somebody says that honestly. The immediate question that came to my mind is how many attitudes did you change before you realize you had this gift? No, it's a good question, I like it. Oh, you know, maybe it's just a different way of listing, you know, selling and influencing or, you know, communicate action skills.

00;22;09;21 - 00;22;29;15

At the end of the day, that's really what that is for me. Yeah, I think many project managers that we're talking to and the way your Cape to Work podcast have found those skills as they've done their work. Right. And isn't it like that for all of us? We're at a company. You start to recognize, oh, I was good at that.

00;22;29;15 - 00;22;48;18

Again. Oh, I was good at that again. Oh, look at me being good at that again. And you start to recognize those skills and they're different for all of us. And so I really appreciate you sharing that you had that one. Do you feel like you knew as your trajectory went towards project management that you were going to be suited to that role?

00;22;48;20 - 00;23;15;15

It was a little surprising. Initially, because I'd always seen myself on a trajectory to work my way into management, eventually look at being like a plant manager, plant director, whatever that title may be, and I'd end up through my career finding my or working my way from packaging to processing. I spent some time in warehouse where when we started up our fourth line, it started to become really obvious.

00;23;15;15 - 00;23;43;15

Like, okay, I can lend really well to starting these systems up. And that was my first foray into project management as a startup manager for that line. So that was kind of my first step into project management. And I really thrived in the chaos of being throughout the entire organization. And I never looked back like it fit my personality so well.

00;23;43;15 - 00;24;07;03

And being able to move and be agile and work with all these different people across all these different departments, it was just like, I just fell right into it. It was meant to be. Did you have any challenges or was it really just kind of kids bent on getting things up and running? That's a good question. The biggest challenges I have, and it's the only example I have, is from fairlife.

00;24;07;03 - 00;24;33;22

I'm sure it's like this everywhere is. When I first went into project management, we had a very juvenile approach to project management. A lot of it we outsourced. So from an internal project management perspective, we didn't have any tools, we didn't have a lot of experience with that. And we always hired contractors to do it for us. You know, we're you know, you're outsourcing a project manager.

00;24;33;22 - 00;24;57;01

They're very good at project management for what they do not know is they do not know our business. And it takes a long time for people to learn that. Where I was able to learn project management and ultimately secure my PMP with the foundational knowledge of our business. So that's a real asset. Yeah. So I'm not the first project manager.

00;24;57;01 - 00;25;20;11

Farrell I've had, but I am in the top three and I one of the first with a PMP. There was one of our other program managers came from Coca-Cola with a PMP, but I would say I think I was the second project manager for life with a PMP. Do you. Okay, so I kind of yeah, I guess I just go right to this question of a growing company, you know, and you guys have grown.

00;25;20;11 - 00;25;40;08

I mean, I think very quickly, I don't know what the actual measurement of quick growth is out there, but it seems quickly and successfully. And like you're saying, you're outsourcing project management. You know, now you're doing this in-house and it's people that do understand your business, but you're still building these from us. You know, we're just getting started.

00;25;40;15 - 00;26;06;13

You know, the tractions happening. We're getting the wheels moving on our project management office. And now we're deciding about the tools that we're going to use, but not just that, like the workflows and approvals and how do we manage risk and decide these things? One my question is, did you consult with an outside organization to help you set that up and to as you grow, do you feel like that becomes easier, more challenging?

00;26;06;13 - 00;26;28;01

I mean, what's your take in a growing company about what a growing company really needs to keep in mind as they keep that forward progress? So even going back a full year from now to the PMI Global Summit in Atlanta to the global summit in Los Angeles. So again, a lot of networking. I wish I could get more people involved in that.

00;26;28;01 - 00;26;53;02

Those networking exercises to make sure that we're following industry trends, we're following best practices. We just put five more people through PMP training prep course. So hopefully on staff here, we'll see five more PMP come through on the fare life side within the next few months and we have consulted. Thank you. We have consulted with some other businesses.

00;26;53;02 - 00;27;18;09

There are a handful of trusted contractors we've used in the past where we're we're asking for their insight on our existing tool that we use. We are always doing development and process improvement on that. One of our next big process improvements we're looking at doing is fully integrating our request for authorization into a digital form. So getting it out of Excel, which is interesting to think.

00;27;18;09 - 00;27;50;16

So the fact that we have an Excel form that I'm sending out for signature right now is still a leap from where I was in 2018. We were literally signing a sheet of paper saying, hey, we're going to release those changes, right? So yeah, it's a combination of, you know, networking, using trusted resources in the project management field and following industry trends, going to a globally accredited certification like the PMI, PMP has helped tremendously.

00;27;50;16 - 00;28;12;29

We have quite a few more PMP on staff now. So that has helped continue to support the growth and we're all keeping our fingers crossed for when we unlock enough capacity. Again, it would be fantastic to bring out some of the products that we've we've had on the shelves before that we've actually paused production on like, coffee creamers.

00;28;13;01 - 00;28;34;04

I don't know if you were ever fortunate enough to get those New Years. That's great. We did them in pretty small runs and everybody's calling for us to bring them back. But right now we're focused on our core brands, so hopefully that answers it for you. Kind of how we can maintain and support that growth model from a project management perspective.

00;28;34;07 - 00;28;54;19

Your point is well taken. That company start with something that's minimal for project management, and there's no embarrassment in that at all, at whatever level. And not all of your systems move at the same rate. You know, you're talking about some forms of project management getting farther ahead than the spreadsheet for approvals. And that's just by nature of the process and what's needed.

00;28;54;19 - 00;29;13;20

And it's not unusual for those things to happen. Our job at Project Insight and is to help companies find ways to just continue to move those processes ahead, elevate them, automate them, make them easier, especially for the project managers that are at the helm so that they can get on with the more important work, like making coffee creamer.

00;29;13;20 - 00;29;39;12

That sounds so good. Yeah. There you go. Yeah yeah yeah yeah. That's awesome. I can think of a few other organizations that have moved over this year away from the pen and paper signatures as well. So I think there's no shame in us doing that six years ago. So I think that's great. Yeah. Just so everybody who's listening to us, I have a mug here that we made at the PMI Global Summit.

00;29;39;12 - 00;29;57;01

Steve has his Matt has his we all had these made at the Project Insight booth, where we took a photo of ourselves and turned them into a superhero avatar on the mug. So cheers to you all. We want to celebrate you. We know that you're wearing your cape to work. Steve. Many cheers to you and what you're doing at fairlife.

00;29;57;01 - 00;30;18;20

And and clearly the attitude that you have in yourself that bleeds over into the, you know, the work that you're doing and touches the lives of the people that you work with and probably is contagious. It seems like it's contagious across your life, you know, yours and other employees as well. Yes. Thank you. Yeah. We have a very, good culture at fairlife.

00;30;18;20 - 00;30;42;18

It's really refreshing. It's a great place to work. And our teammates are fantastic. Right. The network that I get to interact with every day, it's it's truly a privilege. We've got we've got a great group here. And I think what helps is having that very clear mission statement on why we're there and why we're doing what we're doing every day is to to modern or to nourish the modern world.

00;30;42;21 - 00;31;01;14

I appreciate you guys having me on. Yeah, we'll share all of that information in the show notes like and subscribe so you can follow our other podcast episodes that are coming up with other folks from across other industries. We'll share the fairlife website, and that mission statement, and you can even check it out, see a little bit more about how they work and why they work and what's coming new.

00;31;01;17 - 00;31;25;09

We appreciate you, Steve, and thanks for being here with me and have a great rest of the day. Thank you. Thank you for joining us today on the Wear Your Cape to Work podcast hosted by Project Insight. If you enjoyed today's episode, please like, follow or leave us a comment. If you subscribe to our YouTube, Spotify, Apple or other favorite podcast channels, you'll receive notifications of all of our new episodes.

00;31;25;11 - 00;31;42;08

We'd also love it if you would share where you like to work with your network of MPs, or anyone else who might enjoy the show. Project insight is an online project and portfolio management software that helps companies connect project data from across all of their teams and software tools so that they can make confident decisions about their business.

00;31;42;14 - 00;32;03;28

Our website is Project insight.com, and there you can find many resources for project professionals, including free PDF webinars, as well as a place to register for a demonstration or a consultation with one of our success teams. Thank you once again for joining today's conversation. And most importantly, thanks for wearing your cape to work.