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What if your company culture wasn’t just an HR buzzword but the secret weapon to scaling your business?
Welcome to Kan Talk Kulture, the podcast that dives deep into how remarkable company cultures are intentionally built and how they can transform your team, your business, and your bottom line.
Hosted by Kylie Anne Neal, founder of Kan Kulture and a passionate expert in people, culture, and leadership, this show is designed for business owners, CEOs, HR professionals, and anyone who believes that empowered people are the key to long-term success.
Each episode features real conversations with inspiring CEOs, business leaders, and culture champions who share how they’ve shaped their team environments alongside case studies, practical tips, and bold questions that challenge the status quo.
Whether you're looking to boost employee engagement, create a high-performance team, or align your people with your vision, this podcast will help you connect the dots between culture and growth.
At Kan Kulture, we believe in Kindness, Understanding, Learning, Trust, Uniqueness, Respect, and Evolving, and this podcast brings those values to life.
If you're ready to turn your team into your biggest brand ambassadors and create a workplace people love, this is the podcast for you.
Find out more at www.kankulture.com
Hi, I am Kylie Anne Neal, founder of Kan Kulture and welcome to Kan Talk Kulture In this podcast, I sit down with some of Australia's most progressive founders and CEOs to explore the heart. Of their company cultures, what drives them, what they value, and what it's really like to work for the companies they lead.
You'll also find occasional episodes packed with practical HR insights to help you. Build safer, stronger, and more trusted workplaces. So whether you're a new team member, getting to know your workplace, curious about creating remarkable company cultures, or just wanting to know more about implementing HR best practice, you are in the right place.
Let's dive in.
Hello and welcome to the Kan Talk Kulture podcast. My name's Kylie Neil, your host, and today my guest is Karma Greig, who's the founder of Inline Innovations and Inline Neutral Labs. Welcome Karma. Thank you. Kylie, it's an absolute pleasure to have you join me today. Thank you for having me. Can you give a bit of an introduction about
yourself and about inline?
I was born into contract manufacturing, so inline innovations and inline neutral labs are contract manufacturers. We manufacture cosmetics, pharmaceuticals, and nutraceuticals. My father started, he was a hairdresser, so he started formulating and. Created a shampoo, decided, oh, I wanna upscale this. So, started manufacturing and decided to give his hairdressing life away.
Mm-hmm. And, and manufactured in 2003. He was diagnosed with cancer and so he sold the business. In 2005, I decided to start my own business, which was Inline Cosmetics, which is now known as inline in Innovations. Uh, we started off with six staff. We are now 120 full-time equivalent. Wow. And we have 60 to 70 agency workers at, on any given day.
Fantastic. Yeah. So.
And has been your life. This absolutely. This world. Absolutely. You were, you were saying off the mic that you, that you basically grew up in the manufacturing environment of your parents and your dad would teach you about the chemistry of the products and it's part of, it's part of your whole world.
It
it's, it's part of my DNA. Definitely. Yeah. You know, and, uh, and I think. I'm really lucky that I've inherited half of my dad's brain and half of my mom's brain because Yeah. So I'm, yeah, I feel very blessed some days.
Yeah. Fantastic. And one thing that you are very passionate about is Azo
dies. Yeah. Um, I am, even when I started formulating before, so I've actually got an allergy to it, uh, and quite a severe allergy, so, uh.
I need an EpiPen. Before that, I researched them. I was quite interested in zody. So azo dyes are predominantly yellow and red artificial colors. Right. They're used in textiles, food, cosmetics, obviously. So, you know, we, we do manufacture with them.
Yeah.
Where I can, I try and dissuade customers to use them only because they're all known carcinogen.
So, and, and they're everywhere. In our day to day. So they're in cleaning products, they're in shampoos, they're in our medicine, they are in our textiles. They're everywhere. And I think that my aim in life is, I'd like. Before I leave this universe is that we no longer use azo dyes in our day-to-day Yeah.
World. Yeah.
So for, for the lay person that has never come across what Azo dyes are. Mm-hmm. What, what does it. Look like in products. How, how can people, you know, you know, just kind of that, that split of how they can, um, be aware of products that do or don't have zody in them. And how rife is it across products that are available?
It's, it's rife, um, especially in pharmaceuticals. So medicine aimed for children, babies, um, up to, you know, adults. Wow. Uh. Uh, I'd say probably 70% of pharmaceuticals have azo in them. Wow. So it's huge. You can always find out if, if there's an ingredients list. So in food it will be an actual number that correlates to azo die.
So it it with chat GPT or the internet. Now we can look up those numbers. Yep. And then find out and then just. Is this an adi? Yeah. Uh, in cosmetics is a ci. Okay. So a CI number. So things like ADI are tartrazine, carine, things like that. But it, it would, it would require investigation unless, you know, right.
So, you know, because of my allergies, I now can pick up something and go, okay, that's got a naso. But they're different and in pharmaceuticals. They will always have a sheet with not just the active, but the other, um, ingredients that are utilized in manufacturing that. So, yeah. Wow. Yeah,
it's really difficult as a, you know, as a lay person, you know, you're obviously very, um, very educated and very aware of what Zody are.
Mm-hmm. But for someone like myself, like sometimes reading ingredients. On food products or you know, pharmaceutical kind of takes it to a whole new level so that they do have the standards that say all the ingredients need to be on the side of the box. But you don't like, people
don't know what they're reading.
That's right. And you know, with food, and this is kind of how. I live now is that you get things that are pure. So instead of buying margarine, which a lot of the times we'll have tartrazine in them. Right. You, you purchase butter. Yes. You know, I, I don't buy prepackaged goods. I, I make them myself. Yeah. So, you know, there are ways that we, we can change our lifestyle somewhat.
Yeah. To, to ensure that we don't, um, I think with medication is going that extra mile. And me personally, I asked the pharmacist. Can you ensure that it doesn't have zody in it, so, ah, yeah.
Right. Okay. Which some there are
and some there, so, okay. Okay. Yeah.
So for, I, I think pharmaceuticals is a bit, um, you know, kind of a bit out the wheelhouse mm-hmm.
To see how you can swap things out. But if you look at that from a food perspective of everyday consumer purpose. Purchases. Mm-hmm. What would be say the main three things that you would recommend listeners to swap out? You've said one from margarine to butter. What would be another couple of examples?
Things like dish washing, liquid. Um. Is get a clear dish washing liquid. They're very hard to find, but constantly having your hands in a nazo dye, 'cause it does permeate the skin as well. So I, it would be dish washing liquid.
Right. Ice
cream. Don't eat ice cream. Or if you do eat all natural
Oh my
gosh, no ice cream.
Yeah. So the chemicals that they use. Wow. So there's actual chemicals that are used in ice cream that we use in cosmetics. So you are eating. You are eating chemicals that are basically what we use, so I mean. Mind you, I do formulate as much as I can that we, you can actually eat the product. Yeah. It wouldn't taste great.
But with, say with the vanilla ice cream, they use GMS glycerin mono steroid. Right. And that makes the vanilla ice cream too wide. So to actually make it look more vanilla, they do use the tartrazine, a lot of them.
Wow.
So Wow. And the strawberry ice cream Carine.
Wow. Mm, that's so interesting. Mm. And I'm sure there's many, many other examples, but many, um, cordial.
What, what can
jelly like? There's a lot, there's a lot, you know, in Europe, you a good, a good little piece of advice. Audi home brand, because they're on the EU model. Yes. They don't put any artificial food coloring in in their food. Fantastic. So the home brands. The home brands, their home brand. Yeah. Okay.
Yeah. Okay,
fantastic. Good to know. I love Aldi. Yeah. I actually love their vanilla bean yogurt. There
you go. So that, I love it. It's the best. Yeah, they, they don't you. They don't, they have really good dairy. They have a really good dairy. Their cottage cheese, their cheese. It's amazing.
Plug for Aldi.
So. Um, what is, what are some of the consequences of you yourself? Have an allergy to Azo? Mm-hmm. I just wanna stay here for a moment. Sure. Then we'll talk more about in line, but what are some of the consequences? What can. Azo
dies. Death do. Death is, um, we, you know, it happens every year in quite a few industries.
So in the textile industries there are a lot of deaths.
Wow.
From allergies to azo dies. Wow. Um. Where else? Oh, hair. People getting their hair dyed. I can't ever dye my hair, so I'm very lucky that I'm not that gray yet. But, uh, they can go to the base and get their hair, uh, colored and because of the azo dyes, they can have anaphylaxia and, and dye.
Wow.
And it, so, and that's just surface? That's surface because they do permeate through the skin and also inhalation. Wow. Wow. Yeah, so, and as I said, they're ca, they're known carcinogen. So if you are continually ingesting or you know, on surface, it's bound to cause problems. Wow. It's bound to cause problems.
Wow. So what are some of, um, the success stories, if you look at the conversations that you've had with clients who have come to manufacturing something at Inline and you've encouraged that swap out, what are, what have been some of the, a story of someone swapping out to a more natural, there's
lots of them, so Yeah, there's a, a well, well done.
Well done. There's a lot of customers when I alert them to the fact, okay, this is an NA odi, we can swap this out. Yes, 90% of them will. There are a few customers that can't because they're registered products with the TGA. Right. Or they cannot get the desired effect with what we currently have. Right. With natural dyes.
Right.
Yeah.
Yeah. Yeah. So still some, still some ways to go to be able to create awareness of what a odis are and to have more companies like inline that have the, the knowledge and the ability to suggest alternatives and to not just be oblivious to it. That's right. Like I'm sure many people are.
Yeah. I, I, I'd really love to see, you know, the chemical companies out there actually.
Bringing out other variants of natural dyes. Yes. You know, there's a standard.
Yeah.
But it's not something that's been truly investigated because I look at, you know, a hundred years ago, we didn't have those dyes, but we had color. So there's color out there, you know, and, and it's in nature. Yes. You look at, you know, sarpa, they use Indi, they Indigos, so they know how to, to make color.
Yeah.
It's just how do we invest in that, in, you know, Australia, Europe, America. Mm-hmm. Um, to come up with. Alternate products that aren't azo.
And do you do that at inline? Absolutely. Do you play, you play around with
natural products to find? I have done so I, I love weaving. Uh, that's one of my hobbies. And so the natural dying process in the weaving, um.
Um, it's very hard to upscale though. Yes. That's where the issue is for us. Mm-hmm. And yeah, to be able to create a pigment that we could utilize in manufacturing.
Mm-hmm.
Because we are under GMP, we've gotta have a C of a, so we, we are kind of, the rules are that we, we can't actually manufacture. To bulk for product,
right?
Yeah,
yeah,
yeah. It's very difficult.
Yeah. Okay. Okay. Well keep fighting the, keep fighting the good fight. Thank you for Zody. Thank you. Um, so let, let's talk a bit more about inline.
Sure.
So you have quite a big team.
Yes. Big there now? Yes, I do.
Let's talk. Let's talk about your COVID story.
Sure.
Let's, let's talk about the, uh.
Challenge that you faced because it is quite an important story. Yeah. To the inline chat. To the inline story. Mm-hmm.
Tell us what happened. Okay. So obviously COVID hit in March, 2020 in Australia and we got locked down. We manufacture healthcare products. So it, it was vital that we continued, um. We decided that we'd split the team.
So we basically ran from 6:00 AM in the morning with one team, and then they would swap over at three o'clock in the afternoon till 11:00 PM I think maybe 11:30 PM So basically, oh, and at at that time there was also a shortage of farmer grade ethanol, which is the only one that we could use. So we were manufacturing.
Uh, um, sanitizers in that were used in the hospitals. Mm. With that shortage, it meant that we could not, um, manufacture what the hospitals needed at the time. Uh, basically I was working from 6:00 AM to midnight every day, whether it was on site or on the phone. Uh, and you know, it was. It was quite, it was quite bizarre because we, two of our largest customers were in the hairdressing world.
They canceled all their orders, so basically we had. All of our largest customers cancel their orders, and the customer that is into the hospital said, I've got this crazy order for th 360,000 hand soaps. And I'm like, I can do it because, but then two weeks later, obviously, um, the hairdressing brands reinstated the orders and, right.
Yeah. We grew from there, but it was, it was. It was a very trying time and the team was really happy once we made the, the decision to move back and, you know, we'll deal with on. If, you know, COVID does run right. And it did. Yeah. And it did, you know, but we continued to open the doors and Yeah. Continue running.
Yeah. Yeah. Fantastic. It was, it was quite a testing time for a lot of, a lot of businesses.
I envied the people that were at home. The
drama.
Jeff,
lemme tell you, we job seeker. Yeah, that's
it. Very envious.
Oh gee. It's like to think about COVID times. It's just a bit mind blowing isn't it? That we, that we've all lived through that. That's right. You know. But for inline it. I'm sure there was lots of learnings during that time, but your, your growth has been quite astronomical
from those times. Absolutely. Yeah.
It, it was really interesting and a lot of people would think that the growth is based from the hand sanitizers and into the hospitals, but it wasn't, it was more the cosmetics and, yeah. Yeah,
yeah,
yeah. So,
so what's important to you? From a team perspective, a lot of your team, um, a lot of your leadership team have been with you for quite some time.
You have very long tenure. Yes. What's the secrets behind that?
I think that we all. We are like a family and we all support each other. We're very supportive. It's also, I think, work life balance. Mm-hmm. We do a four day work working week, or you can choose to do five. It's quite interesting that. Most of the men choose to do five day working week.
Um, yeah. I mean there, there are some men that choose to do four day, but predominantly if I look at the five days per week, it's, it's a male.
Yeah.
Um, but yeah, a good work life balance. I also ensure that we don't have work emails on our phone. Not to be contacted unless it's an emergency outside of work hours.
Nice. So, but nice I think. I think in the team it's just. Supporting each other. Yeah. And each team in each section supports each other. Yep. So,
so you guys were across the right to disconnect way before the right to to disconnect. Absolutely. Actually became
a conversation. So we started the four day working weeks pre COVID, I think in 2018.
2019. Fantastic. Yeah. Yeah. Fantastic. Fantastic. Mm-hmm.
And you are across three different sites. Yes. And you have two. Different businesses. Yes. So how do you, um, how do you build a culture that is united across three locations, two businesses? How do you keep that unified?
I think it's good leadership and having a good leadership team.
Also, things like town co combined town halls where the three sites come together. We have shared services that go to the three sites on a weekly basis. Yeah. Including myself, so, yeah. Yeah, and, and it's leadership. I think it's, you know. From the top, you know? Yeah. And I won't say down, I'll say across, you know?
Yes. It's, it, it, it's, yeah. It's mindset. It's culture. Yeah. Yeah. And each, each of the three sides have the same culture. People love coming to work and they work as a team.
Yeah. Fantastic. Yeah. And given your background, you are. So, uh, technically astute in your own business, if I could say that you, um, have grown up with it.
It is part of your existence, it's part of your life, yeah. As the company has grown. Mm-hmm. Has there been any challenges for you personally too? You know, step away and let the team do what they need to do, but also know that you are up upholding the standards that you've been brought
up to uphold. Yeah.
I find it really easy to let go, and I think because. I have such trust in my team and it makes it easier for me. Right? Yeah. So I can, if I feel like traveling and going away for six weeks, I know that I can go away for six weeks and it not be a burden. Amazing. Maybe, maybe for some of the team members they, you know, because they.
I, I'm a, you know, obviously the ultimate decision maker, and when I go away, they, they're basically left to make a decision. And whether they make a wrong one or a right one, I, I believe it's the only way to learn. So yeah, I'm very good at letting go.
Yeah,
yeah, yeah. Fantastic. But I think I've learnt that.
I don't think it comes naturally. Yes.
Yeah. Yeah. Well, having grown up in the business, and as he said, like, you know, when the business started, you had six employees. Mm-hmm. That's really easy to have your finger in all the pies. That's really easy for you to be the decision maker. Yeah. When you've got 120 people full time and then you also have 60 others that kind of come and go.
Yeah. That's very, very different, different environment for you to navigate.
It is, it's really different to, you know, I, I used to know everyone's partner's names and children and, and things like that, so I find that difficult. Yeah. But I still. Try to make sure that I'm on the ground and people know who I am.
And you know, at town halls I love that, you know, I get to sit down with different people. I make an effort to go and sit down with people that I've not talked to. And yes, you know, that I'm human and you know, and see, I hate the word boss, you know, to me, I really, I don't like the word boss because to me, I'm a team member, you know?
Yeah. We're all a team. Yeah. We are all there for, yeah. The same goal.
Yeah. Yeah. So if you had a new starter that was starting today mm-hmm. What message would you give them?
Have fun and really, um, enjoy the culture. Yeah. You know, I think it's very strong. I think that you will be supported by your team.
Yeah. And if you are not, come and talk to me.
Fantastic. That's a good message. And. Uh, talk us through the, the type of products that you say yes to at inline. You are very ethical. You are, you, you know, you have a lot of sustainability, uh, projects and things going on across the business. What, what do you, what types of things do you generally manufacture and what.
Would you say no to?
Well, I have said no, um, to a product. So there was a keratin hair straightening treatment, um, that was being manufactured and. A lot of imports from overseas, which in the end I did get one or two shipments turned away because they were using formaldehyde at a 1.6% free, free formaldehyde.
What does that mean? Later turn? That means that, again, another carcinogen and not very good for you. So part of the treatment was putting it on the hair with heat. So for those hairdressers, again. Inhalation into the lungs and I look at like asbestosis and things like that. That's what it would cause.
Yeah. So, uh, products that are detrimental, there's a lot that I won't allow. So there's a lot of ingredients that I won't allow into the facility that good are harmful. So I say no to products that good. Yeah. That, yeah. That, you know, we, we, we work off EU regulations for cosmetics because the Australian standards are.
Not as stringent. Well, really, they're very minimal. Wow. They're very minimal. Yeah. In Australia, I find it's harder to make a dog shampoo than it is to make a, a shampoo for humans. Right. So we do use EU guidelines for that. Yeah. So anything that doesn't fall within those guidelines, we, we won't manufacture.
Yeah. Yeah.
And what type of companies do you normally find seek you out, and why would they seek you out? In comparison to some of your competitors?
It's always word of mouth. We've never marketed, so we're at a stage at the moment that we can't take on any new customers for the liquid side, for the nutrition because we are moving the site we can.
Um, but it's always word of mouth. Fantastic. So, yeah.
Fantastic. And what do you think it is about the, the culture or the team and what do they focus on, which enables that world word of mouth to grow? Why do people come to you? Why do they stay
with you? I, I think
it's,
you know, I, I think we manufacture products on kind of like our culture.
You know, we care. Yes. Uh, I think they're very, we are very strong in the r and d, so we are very good at what we do.
Yes.
Quality and customer service. I look at, you know, the people that are the front of the business. Yeah. Which is no longer me. At one stage it was, they are amazing humans. Yeah. You know, and they really.
They live and breathe the ethics of the company. Yeah. So, yeah. Yeah,
yeah. And do you think it is that ethical integrity of the products? Absolutely. Where? Because to me that kind of like really stands out from when I, when I hear you talk, and again, you know, coming from a layman's perspective, but it does seem like the ethics and the integrity of that and your own personal passions for.
Um, being as natural as you can be with the product. Yeah. So I would think that that would be quite, quite appealing for a lot of. Uh, people that are wanting to manufacture products these days, it's,
and because we're a third party manufacturer, so we don't own any of our own brands. Yeah. We can have a lot of competing customers.
Mm. So, you know, we might have two or three from the hairdressing world. Mm. They're all in competition with each other. Mm. We have to maintain that integrity and the ethics in, you know, not giving them the same formulation, not letting other people know who we manufacture for. You know? Yes. It's quite, yes.
It's quite funny. Sometimes I'll get benchmarks of a product that I manufacture so to, to then come up with a formulation that's similar, but you know, not the same, you know, because there's so many ways you can formulate Sure. That we do that. Yeah, sure, sure.
And from a culture perspective, what, what do you look for in people to join the organization?
I, I look for people that are like-minded. So to me it's really critical. You know, like attracts like Yeah. And I, I, yeah. Anyone that's ethical a can do attitude Yeah. Is really, really important. Yeah. Because there no day is the same in manufacturing. Mm-hmm. There are curve balls every single day. So they need to be adaptable as well.
Yeah.
And they need to be. Positive. Mm. You know? Mm. I think positive goes a long way. Yeah. Yeah.
Yeah. And when we were talking off the mic, you said that, you know, you obviously have had quite sustainable and um, significant growth over the last few years. Yep. Um, and being able to find people who are technically competent is sometimes quite difficult.
Very. So, yeah. You were saying that you do hire kind of. Behaviorally, first of all, and if they have the technical competency, fantastic. But you would mainly hire for behavioral culture fit and then train for technical competency, is that right? Absolutely. Yeah. That's
what we do. Yeah. You know, because there are not many cosmetic manufacturers or even food manufacturers, there tends to be more, but for cosmetics or pharmaceuticals.
There's not many manufacturers left in Australia. So it is basically yes, getting the right person and then training them. Yeah. Fantastic. Accordingly. Yeah.
And what about growth plans or, sorry, not necessarily even growth plans because we don't all need to grow, but what are what? What's your plan? What's your strategy over the next, say three years?
Well, interesting. Um, because I'm on a, I, I've got a seven year business plan that I'm fantastic, that I'm four years, um, through. Wow. So I, I have three years remaining. Okay. Yeah. And it is to grow the company, uh, basically with the turnover probably four times what we are doing now. So, wow. Actually, it's six, but everyone just thinks I won't make it.
So,
so yes, there is a growth plan in place and
I always love when people are like, you know, you're kind of more than halfway through and you've got, you've still got a time to go. I love these stories because it's like, it's not just the aspirational, it's like, all right. Where are you now on that strategy?
Where are you on that plan? Are you, where you thought you would be when you set it four years ago?
I'm a year behind. Okay. I'm a year behind. Okay. Yeah. Okay. So, but it's interesting, the first two years we were in front. Okay. So, you know, um, I think if we, I. Continue on this path. I think that by next financial year, we will be on track again.
Fantastic. So it's very exciting. Oh, watching this face and it's, you know, to be honest with you, I'm not a planning person and it's the first time I've ever planned anything in my life. Wow. So, yeah. Are you enjoying it? Loving it, yeah. Loving it. Yeah. And, and it's nice to have a plan. Yes. Uh, it doesn't always eventuate.
Yes. How you plan, that's life, you know? Yeah, yeah. Um, yeah. It, uh, and
I think companies, you know, if I, if I look at it, you know, from a HR perspective, but also from a, a business and commercial acumen, when you've got a team around you, you need to have the strategy. Absolutely. Because, you know it's strategy, corporate word.
What have you. But it helps the team compass to meaning and compass to growth and compass to what the goals of the organization have without a strategy or without a plan. It's just absent. People are just, you know, kind of rocking up to do what they think is best. So having a strategy and having that long-term strategy and having the team be aligned with that strategy is actually, it sounds really simple, but it's actually so powerful.
It is. It's like, you know, you don't, you don't steer a ship not knowing where you're going. Exactly. You know, and I, I think it, it creates accountability.
Yes.
You know, it, it, and you need to, you need to direct. And the, the staff need to know where they're going. Yes. They need to know where they're going. Yes.
Yeah.
Yes. Well, you know, I always say it that trust and clarity are the two most important things that company cultures need. Absolutely. I agree. They need trust and they need clarity. They need trust. And if we talk about, you know, psychosocial and mental wellbeing and all those types of, um, things that are like.
Companies and employers have to pay attention to those things today, and that is through trust. When people have trust they have safety.
Absolutely. When
people have clarity, they know what they're showing up for. They they can have, that. They can attach themselves not just on an activity and task basis, but on a heart and passion basis as well.
Absolutely. Totally. Yep. Agree with you a hundred percent. Yeah. And I, to me, it, it is the clarity, but I think trust is the, the key. Yeah. If you have a team that trusts each other, you know, the world is your oyster. Absolutely. You know, and, and it's, it's a privilege to, to turn up and, you know, sometimes be challenged.
If they trust you, they'll challenge you. Yes. You know, and that's important too, that yes, you are respectfully challenged as well. Yes, yes. Because as a leader, I'm not always correct. Yes. You know?
Yeah, yeah. And being, it's, it's, it is such a critical point because if people don't, if you don't have an environment, if you don't have a culture where people can voice their concerns and know that those concerns are safe,
mm-hmm.
They will quiet quit. They'll sit there quietly. Yep. They'll fester. They'll ruminate and they will end up departing.
Absolutely. Absolutely
fantastic. So if you have, let's just come back to this strategy. I'm so happy about this strategy. So we've got three years to go. Um, very aggressive plans. I love it.
Um, you behind, that's okay because it's, it's one year. You've had four years. Like
that's, that's
very, that's success in front Success.
I, I know I was on, on target for one and I'm now behind, so That's okay. That's
okay. 'cause
we've
got three years. That's right. So, uh, get, get back on track with that. But, and strategies are normally set to be quite aspirational.
Absolutely. Anyways. Absolutely. So the fact that, you know, you, you've made such great progress. With that strategy over the last four years. I love it, but let's bring it back to a people perspective. Sure. So you're one 20 at the moment. Mm-hmm. Plus, um, 60 labor higher.
Mm-hmm.
When we get to the end of the strategy, what does the people side of in line look like?
I suspect it will be around 300. Automation will help, but there's, you know, we still need humans and you know, and for me, that's my driver. Yes. Some people can be driven by power, money. My driver is definitely people and planet, but yeah.
Yeah.
First is people.
Yeah. Amazing. So where are we? 20, 25, 28. 2028.
Yep.
Okay. So in line would be time six. Did you say. Revenue times six. Revenue times six. Yeah. Times six. Revenue and 300 plus employees? Yes. Yes. Wow. I wish you all the best
and I, and I want a cafe. That would be nice. And you
want a cafe? Yep.
Yep. Just to make sure that, you know, people are, are fed healthy food as well.
Fantastic. Yeah. Yeah. Mind you, we always have, we always have stools of food, um, at all sites for staff, you know, if they forget their lunch or, you know, don't have money to, to buy their lunch. Mm. But I'd love a cafe that, you know, serving really good food.
Fantastic. Yeah. And that's, you know, that's the sec sense of connection and community at cafes, right?
Yeah, absolutely. Absolutely. So, so, you know, I think this whole AI world and the world of automations and, um, you know, what technology can do for businesses, particularly in manufacturing. Yeah. Like, you know, there are a lot of efficiencies that can happen from technology. Absolutely. But looking after the human side, it's kind of, you know, I was, I was actually saying the other day that.
In my line of work, sometimes managers will kind of outsource. The conversations that they'll have with their team members to chat GPT, because they don't have the depth of thought to go, I need to sit with this and see how to have this conversation. Yeah. They completely outsource it, which we can't get away from.
Yeah. Because it's, it's here to stay and that's just one example, but being able to look after the humans just as much as we're looking after the technology Absolutely. Is really, really critical. It is. Yeah. Yeah. Yeah.
Yeah, I, I, I look at it and things like, we do one-on-ones. I think that's really important.
Yes. You know, just, yes. Simple one-on-one. Yes. It takes you five, 10 minutes and if, if it's continual and you know, you, you get to know things before they become a problem. Yes. Yeah.
Yes. Yeah. And so many companies are, um, you know, kind of shifting away from one-on-ones or they, you know, and, and I don't even think it's just now, you know, people.
Don't have time. Yeah. But you know, even five, 10 minutes because it's that space of alignment between two human beings that need to be on the same page. And technology
will never, ever do that. No, no, no. And I think it's important. Yeah, it's important for team members to, to be able to voice. Yes. In a really safe space.
Yes. Yep.
Yes, yes. Keep them aligned with the strategy ab Absolutely. Keep them aligned with, you know, being able to raise the healthy debates Yep. In that space before they even come become debates. Mm-hmm. It's very, yep. Very, very important. It is. That is very important. Extremely. If inline were a song, what would it be?
Why, and you're welcome to sing a line if you like.
Okay. We, I actually know this because we had a competition at work, and so all the staff picked a song, and the winner was, I get knocked down and I get over again. Go, keep me down. I get knocked down. Why? That's the song. Why, why, why is that significant?
Because manufacturing, it's such a challenging industry and it's why I love it, right? Every day is different. So, and I'm a problem solver. It's what comes naturally to me. I thrive on it. I know a lot of the team thrive on. How, how do we solve problems? Because manufacturing will throw you a curve ball every single day.
Mm.
So you get knocked down, but you just continually get up and you know, the next day is another day and bring it on again. Amazing. So it's very, very, uh, I, yeah. I look at it and go, it, it totally aligns. Yeah. With who? Inline is amazing.
Yeah. Amazing. I've got it in my head now. It's gonna be there all day.
So, Carma, thank you very, very much for coming in today. I've really enjoyed this conversation.
Thank you for having me.
I absolutely wish you all the very best in your strategy in the growth of the team. You know, I've been, um, a cheerleader in the sidelines, um, with Inline since, since I've met you, so for the last couple of years, and you do really have a very radiant team.
Um, and you know, because you've got such. High tenure in a lot of areas of your business. Like it really is a testament and it is a testament of that family run that, that essence of family, which is, you know, truly remarkable for, for you and for the team at Inline. So I wish you all the very, very best.
Thank you so much. Thank you. Thank you. And thank you everybody for listening to the Kan Talk Kulture podcast today. We'll see you next time. Thanks for joining me on Kan Talk Kulture I'm Kylie Anne Neal. I hope today's episode gave you a clear review into the values driving your workplace. All sparked new ideas about building a remarkable company culture.
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