Transcript
Speaker: Hello, my name is Stephen Kilgurn. I'm the managing editor of Feeding Grain magazine and the host of the Feeding Grain podcast. Thank you so much for joining me today as we dive deep into the issues affecting the feed manufacturing, grain handling, and allied industries. Today's episode is brought to you by the Binwip from Numat Systems. The powerful dual impact Binwip removes the toughest buildup and blockages in industrial storage silos without hazardous silo entry. Learn more today at binwip .com.
Speaker: Today's podcast guest is Stuart Beckman, Director of Safety for Columbia Grain International. Stuart is here to talk about his views on creating an effective safety culture, safety initiatives he's been implementing at Columbia Grain International, and how he gets employees involved with the whole safety process. I hope you enjoy the interview. If you want to help out with the podcast and are listening to this in a podcasting app, please rate us and subscribe. If you're listening online, sign up for the Feeding Grain Newsletter Industry Watch.
Speaker: see what new podcasts drop and stay up -to -date all the news from around the industry. Now, on to the show. Yeah, or CGI, but I could i could gaff and say yeah Avalon, but we'll see. ah Well, if you do, we'll cut it out. No issues. but All right. I like it. and and Thank you for meeting to me today. I was actually on that call briefly you had with Elise a few weeks ago, I think. Okay. so i'm I'm glad tech -wise, everything's working a lot better today.
Speaker: oh yeah Microsoft Teams works great. We were trying so many things with Elise and finally finally we figured something out, but we we struggled for 30 minutes, but but we got her done. awesome Awesome. Well, I'm recording now, so that should all be going. I'm going to do my intro after we talk, so I know exactly what we talk about to put in there. ah But why don't we just ah start by me saying hello, you say hello, and then we'll I'll ask you about kind of just two ER in what you do, and then we'll move right into that background question, if that sounds good. Works for me. Hi, Stuart. Thanks so much for joining me today. Steven, thanks for having me. Glad to be here. No, happy to. It's always, well, I mean, especially this time of year, right? It's it's safety season. It's when we should really be paying attention to it. So it's always really nice to have kind of a safety expert on to talk about some of this stuff.
Speaker: um Can you just tell ah our readers a little bit about yourself and what you're doing right now? My name is Stuart Beckman. I've been in this industry for actually you close to 25 years now.
Speaker: So a number of years have been the director of safety here at Columbia grain for about the last four months. But previously I was a director director of safety for many years and and a safety manager and an operations manager and and also spend some time in the military. So I got a pretty good background of working with people and and problem solving and enhancing safety at at the grain businesses. So it's it's fun.
Speaker: Yeah, what two decades I think I saw you in your in the little press release announcing your your kind of a arrival at Columbia grain. Two decades plus the military expense. How is that shaped how you think about safety in the grain industry?
Speaker: You know, Stephen, I spent 30 years in the North Dakota Army National Guard. Some of of it was full -time service and deployment. Some of it was part -time. But for five of those years, I was an actual military instructor. And and I actually taught at the University of North Dakota the Army ROTC program. So I taught ah taught young Army cadets in ROTC and I spent some time working with the state's officer candidate school in Camp Grafton and actually taught officer candidates as well. You know, the thing that I learned the most from from being being an Army instructor was we had a simple premise on how we would train our folks and it's six simple words and it is we show a little
Speaker: and then we do a little. And all that means is if we're going to do a task, we're going to break that task down, we're going to show the guys how to do it, and then we're going to let them perform that task, right? So if it's if it's cleaning up a weapon, if it's setting up a tactical control point if it's doing some other military task, we show a little bit of it and we let them do it and that's how they learn. And really, but the point is we need to do the same thing in the grain business, right? We have all these trainings, either PowerPoints or maybe some videos, whatever the training is, but people learn and and operations employees learn best if we show them
Speaker: something on the screen show them the steps we talk about those steps and then we go practice those steps. And I'll give you an example. We talk about confined space or bin entry operations. Really important. We do those right.
Speaker: But besides doing the training through your PowerPoint or whatever your methodology is, we need to take them out in the plant and show them how to do it as well. And we can break those tasks up. We can do, we can show how to calibrate and bump test and air monitoring and do a little hands -on training. We can actually get them into their harnesses, talk about their safety equipment and gear and how to properly use that gear. And then we really need to take them out in the plant and fill out our permits.
Speaker: and then And then instruct the guys, hey, what are the jobs and the primary roles and responsibilities for your entry supervisors, your entrants, and the tenants? And that's how we learn. So so the best advice is more hands -on training. Show a little, do a little, and practice. And the guys will we'll learn and understand those tasks. And it'll be be great training, and your guys will be engaged. ah Yeah, you don't really think about it when you're thinking about your position, which is director of safety, right?
Speaker: And you, it's so much a teaching position in a way, isn't it? It's teaching people how to be safe and keeping on them. It's the same kind of skill sets that you don't really think about when you're just looking at your job overall, but it's probably the most important part of it, right? It is. It's coaching and mentoring, right? It's coaching and mentoring and being a resource for the guys out in the field and for those locations. So important, important to be able to do that.
Speaker: and And the hands on thing is so important because, you know, we can watch all the videos you want online and think, you know, the entire process, but till you're in the actual facility doing it, you really can't, you really just don't have it it's an idea and it just won't really stick in your head until you see it in action. Yep. Once you practice it and and you've figured out, Hey, this doesn't work, but this, this concept does work. Guys will learn it. They'll remember it and they'll execute it safely.
Speaker: Mm hmm. And um so you're relatively new at your position for months, he said. um You've already done a gap analysis at CGI of their safety programs. What have you kind of learned so far? What are some areas for improvement you guys are going to be working on and how are you going to address them?
Speaker: you know i've I'm glad I've had four months and there's a lot to look at, right? and A new brain business, all their safety policies, procedures, their training. So it's taken a while to go through all that, but you know I just want to make sure we're following OSHA standards and guidance and I want to make sure we're following industry best practices. Columbia recently had an incident where we where we had a rail car derailment and in some operations there. so one of the things this year we're going to work on is improving our rail safety policy. But we're going to take that a step farther and we're going to have a training on what to inspect in rail yards. We have a lot of newer employees or newer supervisors that don't really know what to look for when they step into a rail yard. What's safe? What's unsafe? What's the right gauge? How should the track look?
Speaker: How many spikes? What is the condition of the ties and drainage? There's a lot to consider and we just want to make sure that our rail yards are safe and ready for operations. We want to make sure that the guys know how to inspect and properly use the rail fall systems to keep the guys safe when working on top of rail cars. So we know we're going to make some improvements for our own rail safety.
Speaker: fifty
Speaker: Another thing I wanted to do, we wanted to make sure and have a way that our employees can report unsafe conditions or unsafe hazards, and maybe even when employees are not following procedures, too. And that's going to help our employees engage and look for hazards. And then obviously we're going to take corrective action. So we want to encourage reporting.
Speaker: So it's not only reporting near misses, but it's reporting these behavioral based safety observations around conditions or behaviors. And obviously we want to make sure that the guys feel comfortable reporting incidents and accidents because we learn from them. We're going to learn from them and we're going to share that knowledge. And we're we're going to share that knowledge through a monthly safety call that we have gotten started now.
Speaker: And that monthly safety call is really important because I think it's our way to get people engaged in safety and have a discussion that's focused on safety. And one of the things, Stephen, we do or kind of how I've set up that call is I make sure our top corporate leadership is on that call to start us out because because leadership and safety starts from the top and all of our folks in Columbia believe that and and want to make sure safety is our top priority.
Speaker: So it's great to have our presidents, vice presidents, our corporate leadership on that call. Next, I want to make sure I give some time to food safety and human resources. that They've got some things that they'll want to talk about on the call too, and we want to give them a venue or an avenue, I guess, to to be able to talk about some things that are of concerns to them. And then I really want to get into the safety portion of the call, Steve, and then talk about our incidents and accidents.
Speaker: because we investigate them, we learn from them, we figure out what went wrong, and then we figure out a way to control the hazard and prevent that from happening in the future. So really important that we have have a way to be able to share this with our guys and teach them. Obviously, again, newer employees and things, we just need to take the time to coach and mentor and and guide them. Just a couple more things about the call that I really like. I like to share hazard pictures, right? so we talked earlier about how we learn
Speaker: We can hear something, but if we hear something and see something, um our guys will remember it. Our operations staff will will remember it. So to show hazard pictures of inadequate machine guarding or a fall hazard or ah electrical hazard, whatever it is, that that gives the guys more knowledge and understanding. So when they look through their plan, if they see something similar, well, guess what? We got to take some corrective action.
Speaker: And really, the last thing I like to do in those calls, Stephen, is I like to call on our guys for the good things they're doing out in our facilities. They're figuring out how to solve problems and make processes better and more efficient and safer.
Speaker: So I like to make sure we call out those guys, let them talk about how they're how they're troubleshooting some of this stuff and some of the problem solving they're doing and the great work that they're doing for our business. So I think these monthly safety calls are are very good. And just the last thing I want to mention about something we need to make some improvements on. And I think this goes for every grain business out there. i We have what we call critical safety devices.
Speaker: or some people call them hazard monitoring. And it's the things, you know, the three tools that we have typically with critical safety devices are alignment sensors. So we don't have a ah leg belt rubbing on the casing or anything to build up heat because of the combustible dust, right? We don't want a fire or an explosion. So we want to make sure rub blocks and alignment sensors are operable. We want to make sure that we have ah bearing thermal couples. So we know if we're getting hot bearings or things are operating normally or not.
Speaker: or abnormal. And the other one is speed sensors on the tail pulley of the leg just to make sure we don't have a plug condition where we're going to burn a belt in a half and have some type of fire or explosion. So I think we just need to set some standards around critical safety to devices, how we maintain them, set points. And these are just some of the initial improvements that I feel we have to have to do at Columbia.
Speaker: Well, yeah, I mean, I think the most important, I mean, the call sounds great because from what I understand, at least from, you know, kind of an outside observer in the industry and is one of the most important things to any safety plan is making it kind of open and non, you know, non -judgmental. Obviously you take care of problems you have, but people shouldn't be afraid of bringing you their concerns and things. Cause the moment it goes to like a punishment action is the moment people stop reporting anything.
Speaker: Uh, so like this call sounds great where you can kind of see what's happening. I'm sure there's tons of people that are on that call and be like, Oh yeah, I see that picture. And they're like, Oh yeah, that's something that's happening here too. Sure. There's tons of people who are really grateful that they're getting, you know, Called out in a little pad on the back for doing their jobs and going almost above beyond and being like, Hey, this is a safety issue that I'm going to report and bring to everybody's attention.
Speaker: for sure We got to share these things. We got to give the guys the platform to share some of these learnings and and to understand our process is better and again our people. Our the problem solvers in our business. They're going to think of better ways to do things many times than I will. So we really want them involved and it's great to share that on those calls. Especially because you have.
Speaker: I think 48 grain facilities, 10 processing plants, a huge network that you're in charge of. So those people on the floor are the ones that actually see it day to day. They're the ones that know those dangerous situations and all those hazards. So it's great to get them involved. for Is that kind of the key then to maintaining such a ah good safety culture and such a large network of facilities and plants?
Speaker: For sure, right? We want to encourage reporting. We want to get the guys involved. People make mistakes. Even really good people make mistakes, right? So we have to learn and understand. That's the most important thing we shouldn't punish. We gotta learn and understand what happened and what went wrong, and then we can correct that in the future. But you know, with all the facilities that Columbia Grain has, you know, one of the things that's really important, we need to set our standards, right? We need to set our standards.
Speaker: We need to write good policy safety policies and have the right training that goes along with it. But the hard part that comes with that is Columbia Grains got different facilities, right? We have barge loading locations, truck loaders, rail loaders. We even have some export facilities. And then we've got pulse plants and edible bean plants. So some of our location, a lot of our locations do different things. We have to have standards, but when standards don't always apply to every one of those business. Sometimes we need to come up with a better way to protect our people. And we do that through what we call GHA's, right, job hazard analysis, where we look at the steps, we make sure and and look at the steps, what are the hazards? And then how do we mitigate and control those hazards? So it is hard. It's not easy making sure that we've got our policies covered across the network of facilities we own and operate, but but that's part of the challenge.
Speaker: e Yeah, definitely. Well, even as you mentioned earlier, your rail facilities, like not everyone has to deal with those hazards, but a rail yard can be a very dangerous place if you know what you're doing and you're not keeping an eye on things, you're not keeping things safe. So every facility kind of has those little challenges, their own little, they all work their own way. um So when you, when you visit one of your facilities, what's the first thing you kind of do what are the key things you're looking for
Speaker: or safety -wise, who do you talk to? you What's your kind of step when you are visiting a facility? You know, like I would just say this, you know, I want to come with a purpose, right? So every time I go to a facility, I've got a purpose. And really, to me, there's three reasons why when and why I visit a facility. And one is really a courtesy safety visit. It's to get to know the people, the location, the processes,
Speaker: And I want to be a resource. I want to see what challenges the guys may have or our operations leadership may have at the location. If they've got problems, they don't understand a program. ah They're not sure how to handle this this issue out in the facility. I want to be a resource and I want to help them out. so so that's kind of the first visit. But if you actually go in and do a safety assessment, that's a little different. That's going to be a little more formal. But it should be a learning, it should be a learning process, right? So we want to make sure and go through some of their record keeping, some of their OSHA logs, some of their training, you know, how much training have they completed? Or are they on task with their training calendar? and And another thing I want to make sure and have a discussion around the incidents that they are having at their location.
Speaker: and have we implemented the right corrective actions and taken some action. So that's the most important thing. If we have an issue, we've taken some action and we've did something to correct that or fix it. And then I get involved in some of the incidents as well. If there's a serious incident, injury, ah accident, whatever, I'll be a part of the incident investigation process. But I always make sure I take the time to also walk a facility.
Speaker: to me To me, it's super important to walk a facility and just look at conditions, check out the facility, and meet some of the guys out in the facility. You know, we want to meet and talk with those operations folks out in our facilities, and and I wanted to talk and engage them.
Speaker: I want to talk to them a little bit, thank them, I want to see what their challenges are. And they may not open up to me on my first visit, but by the second or third time I visit, they kind of know who I am. And they feel comfortable, you know, talking about some of their challenges. And we learn so much talking about, especially as a human pro or just because combustion started, we had this industry.
Speaker: To me, that's really important that we run clean facilities. So I want the facility to be looking good and we don't have to be a lot of combustible dust. We're cleaning, we're making sure things are in good shape. But I also want to see that it's well maintained, right? So that's our that's our line of defense. Keep it clean, keep it well maintained. And if we're doing our preventive maintenance and doing that well, you know our risk of of an event is very low. So that's kind of my keys when I go visit a facility, Steven.
Speaker: No, those are great. And a lot of the things you've been talking about today, it's just really about getting people involved, right? It's about say a safety culture it involves everybody. And so it sounds like you're really focusing on making it so people are comfortable and willing to come to you with safety issues.
Speaker: okay It's super important, right? We need to be a culture where we learn. We're not all out there to punish people. We want to know the mistakes people are making. Like I said earlier, people make mistakes. Good people make mistakes, but let's learn from it. That's the most important takeaway. Let's not punish, but let's learn. So again, rolling out a behavioral -based safety observation program is going to be good. We're going to learn some things. The guys will report unsafe conditions and behaviors as well.
Speaker: we're going to encourage the near miss reporting and part of, I think there's a little mystery around near miss reporting. So there's going to be an educational part of this where we're going to talk about, you know, what's really a near miss and how do we report it and how do we learn from it? So that'll be, you know, part of building that culture. I'd like to say this, one of the things that I want to make sure that we accomplish this year is do a safety stand down, right? We want to do a safety stand down and show the guys the importance and the high level of high level of importance that safety is for our business. So we're going to cease operations. We're going to find some days that the guys will actually shut down the plant. We're going to focus on safety, do some safety training.
Speaker: We're going to invite families in and and have a picnic. We might have a guest speaker. We're going to talk about the importance of safety, our commitment to safety. And again, the number one thing we want to have happen at the end of the day is they're going to go home to what's important to them. And that's their family. So we just want to make sure that we have a good safety culture. And I think we involve our families.
Speaker: I'll say this, Stephen, you know, the one ah great thing about Columbia Grain, we are a large, formidable, sizable grain company, but we're small enough where everyone knows everyone and it's more of a family atmosphere and that's and that's wonderful for our safety culture. Yeah, I mean, that's kind of great about the grain industry in general. It's a lot of companies, while they can be very big and they can move a lot of grain, they all are ultimately still a lot of, you know, they feel like They're small still. The industry itself still sometimes feels like it's small and you get to know people and you get to actually have honest conversations and talk to people, which is great. And bringing in the families is, I think, genius because like you said, it is, oh safety at the job site affects your entire family, right? it's No one wants to have to have that call. No one wants to have to talk to a family where someone's been hurt.
Speaker: Uh, and just bringing in entire families to know that you're both caring and also like that this is important. Cause sometimes, you know, that safety message does hit a little bit harder when you're sitting next to your kids but versus when you're sitting there with your buddies at work, just talking.
Speaker: agree 100 % and for the wives and the spouses and the loved ones to hear our commitment to safety and the training that we do with our employees how important it is and their well -being is our number one concern right we want them going home to their loved ones I think that message resonates and it's great to have families be a part of that ah kind of that stand -down day yeah all right edit this out Stewart, I think we've covered the question point five where you emphasize building strong safety culture and identifying interesting safety issues. ah Do you have anything else you want to add to that or should we just move on to the last question? I'd like to just add one other thing to that if I could. Yeah, sure. ah Do you want me to ask? Yeah, if you don't mind.
Speaker: Yeah. ah so So you guys are doing so much to emphasize building kind of this safety culture and getting your employees involved and getting them to report, be part of these meetings, be part of the solution. Is there anything else you're doing to be proactive in kind of having employees identify and address safety issues?
Speaker: But I just want to mention this Columbia before I started with Columbia and this was a great idea that they've had for a couple of years now Columbia has implemented safety action teams or we call them SAP teams safety action teams and it's made up of operations managers from different locations.
Speaker: They do quarterly safety and operations assessments at other locations within Columbia, and it's great to get get our operations managers out to another site, meet the employees, walk the facility, look through some record keeping and training paperwork, and it builds a peer -to -peer relationship and And as we talk about in this business, obviously different people have different eyes on the facility finding hazards and and suggesting solutions, right? So we've got a lot of people with different levels of experience. And it's just great that we have these safety action teams out there looking at our facilities, networking with other operations managers. And then, hey, we report on the findings and see if there's a correlation between ah our three reasons regions, and it's really paid dividends for us. So good to get these people involved and we do a little training with them as well. It's just been a really helpful process and good for our culture. Yeah, I think so. It definitely has because I mean, you're doing all this, which ah a lot of companies are doing, you know, these kind of safety programs and this kind of safety culture. but
Speaker: I mean, it's not uncommon to see some that are, you know, obviously doing it on a surface level and just doing it kind of for show. So it sounds like you're, you guys are really investing in this and that's what we'd like to see. Cause like you said, the the goal is always everybody gets home at the end of the day, everyone's safe. Everyone's doing well. And sometimes it just takes stuff like an outside perspective coming in and being like, Oh, this, you know, this court on this ground, actually that's a tripping hazard or This is an unguarded conveyor belt. What are you guys doing? I mean, when you're working there every day, you just, you don't always see it. Yep. You, you overlook some of that. So to have different eyes is super helpful. And it's just, it's been a, been a great relationship and great to have those teams ah looking at our locations. Awesome. So what are your, your your plans for 2025, the rest of 2024, 2025, uh, harvest is nearing kind of completion and it's going to be,
Speaker: it's It's going to be a good time to start implementing even more safety initiatives. What's CGI's plans for the coming year? Yeah, so so I'm actually finalizing these plans for for next year, for 2025 this week. so So great topic for us to talk about. but But just kind of the plans that I have, I wanted to lay out some corporate safety goals. So goals for the safety team at Columbia Grain, which includes me. And I wanted to have location goals so that our location managers and our operations managers
Speaker: half skin in the game, let's call it, having skin in the safety game and make sure that we're we're keeping that our high priority, our number one priority. But some of those goals would be, obviously we're going to have some some goals for the locations around behavioral based safety, number of observations, and then taking corrective action there. We're going to have some goals around near miss reporting. So that'll be good. We have a goal around sending our operations employees to a 10 -hour OSHA course. So starting in late December and in 2025, we're going to have all of our operations team members go through a 10 -hour OSHA course. And I think that that speaks volumes for developing our future leaders, right? We're going to empower them. We're going to give them some knowledge. We're going to give them some OSHA training so they'll understand
Speaker: When we talk about machine guarding, you know, it's really important and there's some OSHA standards around that and walking and working surfaces and can confined spaces and things anyway gives those guys some knowledge. We're going to take that step even a step further and we're going to send our operations managers and location managers to a 30 hour OSHA course. Let's give those guys some real skills. Let's develop these leaders. i'm Really excited to implement some OSHA training for 2025.
Speaker: Hey, we've got a number of corporate safety goals we're we're working on. As I mentioned a couple of times, we're going to roll out the new behavioral safety program, the updated rail safety training.
Speaker: oh um what We're going to improve our full protection training. We need to roll out an instant reporting and investigation standard. Actually, we're going to make some improvements around the Hazmon or a critical safety device program. And then really, we we do need to spend some time as well on our onboarding process. So we hired new employees, obviously. And right now our process maybe is a bit disjointed. We've got some different checklists between human resources, between safety and operations.
Speaker: We need to come together with a little more streamlined and effective plan to help our location managers ah train train our new employees and just make sure they're set up for success. so and And we've got some more safety initiatives than that, but those are the higher level things we're going to be working on. And I do think it will make a difference. And and lastly, Stephen, I just want to say it's called a safety improvement plan because that's that's key to this, right? Every year we need to improve.
Speaker: every year we need to do better. Every year we'll learn from some of these incidents and we're going to take corrective action and make sure it doesn't happen again. We should improve every year and that's what we're going to do. Wow, it sounds like 2025 is going to be busy for you guys, but that's great. And I am really, really grateful that you're willing to you know come on to our podcast and talk about this because one of the great things about the grain industry is I feel like safety is on all of our minds and the more we share as an industry overall, the better. And the more we can kind of steal safety ideas from each other, the better. So I really appreciate you coming on and talking to us today about safety at CGI.
Speaker: David, let me just mention this. I like your ah like how we're wrapping up the call. I agree with you 100%. I had an old boss of mine that said, Stuart, there should be no secrets in safety, right? Our our goal is to keep people safe, keep people going home. And if we can learn from other grain companies, great. We want to learn and we want to improve. And I hope that i hope that some of your listeners will learn a few things from this podcast as well.
Speaker: Me too, and I hope that you'll be willing to come back on maybe in a year, maybe some other time so we can talk a little bit more about how CGI, how the how the safety plan is being implemented and you know maybe pick your brain about some future safety tech and things like that that it's always fun to talk about. Love it. I'd be happy to, Steven. I appreciate you having me on your show. Yeah, happy to have you and thank you everyone out there for listening. Until next time, stay safe.
Speaker: And that's it. That's all. Thanks, Steven. Yeah, hopefully it wasn't too bad. No, how was it? It went well. I really liked your answers. You did great. It'll be fun editing this and getting in there. I like the podcast format because it gives us both plenty of time to kind of just talk. I mean, the whole idea was it was supposed to be like a conversation at a trade show. I'd have on a trade show. Yeah.
Speaker: And yes just not having, you know, that time limit that video has sometimes where you can just, yeah, let's, let's chat. Let's tell stories. Let's, let's get involved. I really liked the podcast format for that. And I appreciate you coming on and talking to us about it because, you know, like I said, it's fall. It's a good time to everyone to rethink their safety plan in the coming year.
Speaker: Yeah, but you know, ah of course it's got a lot of harvest for most of our locations or lots of our location in corn and bean country, whatever. So it's busy, busy, but with the dry weather, we'll wrap up here in a couple of weeks and then we need to focus on what are we going to do next year? So the, so, so the planning is good to come up with our plan very soon. Yeah. And I mean, this is the most dangerous time of the year, right? Harvest. Yes. Grains moving around.
Speaker: bins are being filled and empty, but it's just, it's the most dangerous time. It's busy. And the moment stuff gets really busy, stuff also starts to, you know, you start to slack. Suddenly you don't put away that extension cord. You just leave it there. And we get things like, we get things like fatigue sets in and complacency sets in and just a lot of things can to happen. But, uh, but so so far so good. We've had a pretty good, we've had a pretty good fall run so far. Let's hope it stays that way.
Speaker: Yeah, yeah, definitely. I mean, I, I have to report on those stories and it's never fun. I never liked being like, Oh, someone, you know, was engulfed in a green bin today. Like that's never a fun story. Yeah. write up so Yeah. Bad for the business, bad for our industry, but well, thank you again so much for talking to me. I will be in touch. I'll send you a copy of this ah when it's done and you'll be able to listen to it. And if there's anything all for wrong with it,
Speaker: ah Just let me know and we'll edit it or rerecord or whatever you got to do. but Okay. All right. Very good. Hey, so Steven, wouldn't you think you'll send that to me later this week or next week? Or it's no rush, but just when do you think? ah Early next week at the latest, like Tuesday, Wednesday. I'm going to try to get it done over the next couple of days, but we'll see. I got some other editing projects. i I have to get done in the, I have some editing projects in the chamber already. So hopefully I'll be able to finish this tomorrow, be able to work on this.
Speaker: yeah No rush. I'm going to travel next week to to do some other safety training, whatever. so But I'll have a chance to look at that maybe next Thursday. So certainly no rush. But if that works for you, that'll work for me. Awesome. Thank you. And and thank you so much for agreeing to talk and getting this all scheduled. I know it was a bit of a pain. It was a lot of pain. paint it It all worked out in the end, and I'm glad. I certainly did. So hey, Stephen, if you got anything for me, let me know. We'll chat again sometime soon, I'm sure.
Speaker: Alright, awesome. I'll talk to you soon. Alright, see you Steven. Thank you. Bye bye.
