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Welcome back to The Chemical
Show where Leaders Talk Business.

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We're approaching the
mid-year point of 2025.

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Well, okay, we're still in
May, but let's get real.

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It feels like the middle of the
year, and you started working on this

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year's business at the end of 2024,
so it feels like you're approaching

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the midpoint of your business plan.

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And today is a great
time to focus on that.

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It is a mid-year reset.

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Smart moves leaders can
take in uncertain times.

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smart move number one, register
for the Chemical Summit, which is

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taking place September 30th and
October 1st in Houston, Texas.

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The focus of this year's
summit is leadership through

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industry transformation.

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And there is no doubt that our
industry is going through change

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and transformation as we speak.

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So this is The Chemical Summit
is a leadership conference

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by Leaders for Leaders.

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We focus on thought leadership on stage
and in the room, and you'll be joined

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by leaders from across the industry
talking about things that are really

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impactful to business today, like ai.

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We call it practical magic and
really how companies are actually

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using AI to transform and operate
their business beyond price.

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Harnessing strategic levers for
customer growth, right in this period

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of uncertainty and oversupply and.

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Markets being what they are
having more than just price as a

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strategic lever is so critical.

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And we've got a panel talking
specifically about that.

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And then the third one is rebuilding
supply chains for resilience and growth.

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So these are just three examples of
the panels and talks that we will be

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having at the Chemical Summit this year.

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I hope you can join us.

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Visit the chemical summit.com

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for more information
and to grab your ticket.

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Okay, that was smart move number one.

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Let's talk though, um, as we get into
this, about what is happening in 2025 and

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what's happened in the first half of 2025.

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Right.

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So first of all, we entered the year
with hope is what I would say, right?

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So whether you called it cautious
optimism, pragmatic confidence,

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that was the industry sentiment in
January as we entered the new year.

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Recognizing that there was generally
a weaker market oversupply,

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particularly in commodities and
plastics, the China effect, right?

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Which with its slow demand and
yet continued build, the Europe

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effect with the regulations.

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And I mean, heck, we have seen a lot of.

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Rationalization, right,
as we like to call it.

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So shutting down restructuring
assets because of just the

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fundamental cost basis there.

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So industry in transformation
with some market uncertainty.

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That's how we started the year.

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And an expectation of change, right?

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So we knew that we would have a
new administration, not just in

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the US but also across the world.

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There's been a number of elections
and changes from a governmental front.

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That have frankly
continued on through 2025.

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When we think about the US we knew
that there was and expected some

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changes at the agency level, right?

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So the EPA and elsewhere, what
we've gotten is turbulence

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and uncertainty, right?

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So tariffs, are they on, are they off?

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Doge, department of Government
efficiency, is that what the E was for?

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Which has really played a big part in
the government operations as it relates

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to EPA, as it relates to other things.

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Um, and frankly just this
overall sense of uncertainty.

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And, you know, and I know that it's
difficult to operate in uncertainty.

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So where is this leftist?

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Really with a mixed bag.

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When I talk to leaders across the
industry, I get mixed answers, right?

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So.

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Markets are soft, not so great.

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And countering that with our
project pipeline is full.

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People are innovating, right?

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So two different sides of the equation.

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Earnings are solid, right?

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So specialty chemicals maybe been
a bit more resilient, maybe I'm

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gonna use that cautionary term.

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Whereas the more commoditized products
earnings are okay, maybe not great.

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You know, some of the
earnings reports were not bad.

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That came out for the first quarter.

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We haven't yet seen second
quarter earning reports.

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We'll see what those come out to be.

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But it's been a bit of a mixed
bag from a market perspective.

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That's made it difficult to
make big decisions, right?

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So the only big decisions we've seen
happening is rationalization, from

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some of the biggest companies, and
they're often the, leaders, right?

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So let's talk about Bing, uh, the.

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The first movers in some of these cases.

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So Dow announcing some permanent
shutdowns of facilities.

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The ongoing adjustments that are taking
place in rationalization such a pretty

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word, uh, for the not so pretty activity
taking place in Europe as companies are.

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Really questioning and exiting
and shutting down some of their

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chemical operations in Europe.

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And I think what we're also seeing is,
you know, these companies starting to

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ratchet back, whether it be investments,
whether it is Europe, et cetera.

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When I talked to leaders across the
industry though, and I've spent the last

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couple of weeks just surveying leaders
across the industry, talking to them about

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what are the tactics and approaches that
they are taking to help their businesses.

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And their people navigate
these uncertain times.

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And as we approach midyear, what are
they doing and what could you and

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should you be doing to help lead your
business through these uncertain times?

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So I have for you, five SMART moves for
leaders in uncertain times with a bonus.

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Six moves.

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So stick around 'cause that.

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Number six bonus I think is pretty good.

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So these moves, by the way, focus
both internally and externally.

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'cause I think often when we talk
about business, we talk markets,

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we talk, what are we doing?

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Because let's be honest, I.

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The external world, the buy
sell is what generates revenue

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for the most part, right?

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And so revenue generating activities
are always critical, and yet we

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have an entire ecosystem, an entire
business system that we're running.

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And so I think it's important when we
think about these moves that they're both

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internal and external to your company.

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So number one.

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Increase communication, right?

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Increase communication and get
really clear on what your goals and

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vision are and communicate that.

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So what does that look like internally?

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It's, um, communicating with your
people and your teams, your goals, your

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visions, what you're working towards.

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Right.

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Your people are probably
experiencing some uncertainty, right?

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The media, the tariff situation,
people around them create uncertainty.

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Is it gonna be good?

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Is it gonna be bad?

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Do I have my job?

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Do I not have my job?

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Your role as a leader
is to create structure.

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And clarity, what's changed?

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What has not.

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80% of your business continues to be the
business, your vision and your strategy.

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Continues to be your
vision and your strategy.

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Now there's probably some
changes at the margins, right?

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But it's probably not a full scale change.

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So increase your communication to
create that clarity, to have that

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discussion around what's important
and what you're continuing to

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do and help people, your teams.

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Across the globe, across your company,
have some degree of certainty and

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confidence in what they're doing
and what your company is doing,

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and what you as a leader are doing.

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So that's, that's the internal
piece of communication.

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Externally, it's a little
bit of the same thing, right?

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With your business partners getting
really clear on your plans and priorities.

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So as I've talked with leaders,
you know, the producer distributor

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relationship or principle distributor,
relationship partners, people

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use different terminology for it.

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Um, and alignment of goals and priorities
about how you're going to market, how

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you're supporting customers, what's
important to you, with the industry

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organizations, with the EPA and others.

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And, uh, and I know often in the
industry, a lot of our government

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communications and, . Advocacy
happens through our industry groups.

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And so I was talking with a leader,
at HCPA recently, so the Household

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and Consumer Products Association,
and I said, well, how are, how are you

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guys dealing with this uncertainty?

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Because there is uncertainty
about what's happening at the EPA.

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What's happening with people
that they work with, et cetera.

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Um, and a couple things.

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Number one, that they are really honing
in and focusing in on communication.

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So letter writing, which is
an important thing when you're

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dealing with the government, right?

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So a lot of documentation has to take
place, but also engaging in person

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with the right people on the hill.

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So you can be doing this with the right
people, at your customers, at your

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business, partners, at your suppliers.

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The importance.

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And so when I talk to HCPA, it's
around the importance of the industry.

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It's companies, it's people,
it's products, right?

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So again, when you think
about your company and your

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business, it's about that.

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What makes it critical and important?

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What makes that relationship
between you and your business

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partner critical and important?

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Restating priorities.

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So.

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This, this is a bit of a human thing.

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In the absence of information, we
make up our own stuff, so, well, you

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didn't tell me it was a priority, so
I didn't know it was still a priority.

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Right?

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Restating your priorities
with your business partners.

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With your people team internally
is so critical, Having that clarity

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of goals, visions priority is even
more important during uncertainty

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because people will make stuff up.

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You know this, I know this.

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And so having that clarity of what
really matters is smart move number one.

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Smart move.

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Number two, reinforce relationships.

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And I've got a quote from.

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Patty Summers, who is global
business director at Z Chem, and

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what she says is, in times of
uncertainty, relationships matter.

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and what does that mean?

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Businesses and people, and
heck, it's people that are

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inside the businesses, right?

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Need higher levels of trust and
confidence in their partners.

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When we're in these periods of
uncertainty, when there's turbulent time.

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So from an.

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Internal relationship perspective.

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It's your business partners, your team
members, the relationships between

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sales and customer service, uh, between
business leaders, across business lines,

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manufacturing, supply chain, et cetera,
reinforcing those critical relationships

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that you have inside of your business,
between people, between departments.

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Again, tying back to number one, there's
a reason that I have these in this order.

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Number one, clarifying your goals,
your visions, priorities, and then with

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that reinforcing your relationships.

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So how does it, you know, what does that
look like in business relationships?

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It's.

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It is that it's the
spending time together.

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It's reinforcing why and how you're
working together, why that relationship

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matters, how long that relationship
has been in place, what's the trusted

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and the fit in your value chain.

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It is ever more critical, not just
because of this period of uncertainty,

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but secondly because people are
establishing new relationships, right?

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So we're gonna get to this a
little bit when I get to 0.4,

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but.

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You know, there's some diversification
going on and, businesses and customers

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are establishing new relationships,
maybe new supply chains, trying to

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figure out, well, heck, if tariffs are
hitting X percent over here, I need

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to have a different play in in mind.

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and you know, I talked to a leader
just recently who said that she'd

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had this conversation with one of
their key suppliers, a key business

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partner, and she said, remember.

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We've been a strategic partner for a
long time, not just when tariffs shift.

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So recognize the value in
those relationships, right?

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So you're gonna build new relationships.

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In fact, you should be
building new relationships.

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That is a critical part of this, but
reinforcing the strength and power

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and the trust in your relationships
and why you do business with the

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companies that you do business with
and the people that you do business

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with is critical, and that's smart.

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Move number two,

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smart move.

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Number three is scenario planning.

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Right.

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So we've been doing this and we've
been talking about this all year.

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Scenario planning is
a bit of the what ifs.

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So what if tariffs get to be 145%?

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Um, by the way, as I've talked
to leaders, nobody had that on

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their scenario planning, work
that they had done previously, but

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continuing to do scenario planning.

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'cause again, we are in
a period of uncertainty.

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So when the zig happens, if you will.

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So, you know, we move all the way to the.

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The upper left quadrant, all
the way to the upper right

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quadrant, whatever that is.

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I'm not going, you know,
however it looks for you.

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the whole point of scenario
planning is to understand what might

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happen, what it means to you in
your business, and to have a plan.

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So this whole aspect of scenario planning.

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It requires regular refreshing, so maybe
you did it at the beginning of the year.

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Maybe you did it at the
beginning of the quarter.

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Here we are sitting in midyear, and one of
the smart moves that leaders can take is

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scenario planning around business supply.

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Tariffs, technology,
people, growth, et cetera.

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There's a wide range of things
that you could scenario plan

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around, pick your three or five.

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It doesn't have to be exhaustive, but
understand how you and your business

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can and will and should respond.

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When a situation occurs,
a scenario comes true.

00:14:50.175 --> 00:14:51.915
Smart move number four.

00:14:52.260 --> 00:14:54.180
Mindful diversification.

00:14:55.140 --> 00:14:57.930
We're really good at
strengthening the core, right?

00:14:57.930 --> 00:15:03.060
So 80% of what we do is around the
core, but here we are in a period

00:15:03.060 --> 00:15:07.830
of uncertain times and we really
need to have mindful diversification

00:15:07.890 --> 00:15:09.360
and, and what does that mean?

00:15:09.390 --> 00:15:14.160
That means you're not going wildly
crazy in terms of the businesses

00:15:14.160 --> 00:15:17.130
that you're pursuing and what
you're doing, but it's about being.

00:15:17.305 --> 00:15:19.585
Strategic, resourceful.

00:15:19.585 --> 00:15:24.205
So you know, some areas of diversification
around diversifying supply chains,

00:15:24.343 --> 00:15:28.903
continuing to do more work to
understand back to your scenarios,

00:15:29.173 --> 00:15:34.213
what supply chains do you need to
have in place to have a robust and

00:15:34.213 --> 00:15:37.993
resilient rest of 2025 going into 2026?

00:15:37.993 --> 00:15:38.293
Right?

00:15:38.323 --> 00:15:43.273
And one of the lessons we learned during
COVID was the importance of relationships,

00:15:43.303 --> 00:15:46.333
scenario planning, diversification, right?

00:15:46.333 --> 00:15:48.283
So putting all your eggs in one basket.

00:15:49.063 --> 00:15:49.783
Is not great.

00:15:50.113 --> 00:15:53.563
I think we probably backed away
from some of the diversification

00:15:53.563 --> 00:15:58.753
we took on in 2020 and 2021 because
we get a little comfortable, we get

00:15:58.753 --> 00:16:00.463
complacent and hey, things look good.

00:16:00.773 --> 00:16:06.293
But getting very focused and specific
on diversification of supply chains

00:16:06.293 --> 00:16:09.833
is one of the things and one of the
smart moves that you can be making.

00:16:10.010 --> 00:16:10.910
The other.

00:16:11.225 --> 00:16:12.905
Smart move that companies are making.

00:16:12.905 --> 00:16:15.155
And I was talking with
somebody recently about this.

00:16:15.155 --> 00:16:18.595
In fact it's gonna come
out, in next week's podcast.

00:16:18.625 --> 00:16:24.625
Uh, when I was talking with Sonny Desai
from, uh, from Klein and Company and

00:16:24.745 --> 00:16:29.205
what she said, and this makes sense that
companies are doing in their asking is.

00:16:29.550 --> 00:16:34.620
What are the products or markets
that I can get into today and to

00:16:34.620 --> 00:16:40.140
serve and to bolster and to boost
my business in 2025 and beyond.

00:16:40.470 --> 00:16:44.700
Now, by the way, this is
not hand sanitizer, right?

00:16:44.730 --> 00:16:46.230
So what do I mean by that?

00:16:46.440 --> 00:16:51.305
So if you go back to 2020, in, maybe
even into 2021, it seemed like.

00:16:51.605 --> 00:16:55.115
Every company that had the
potential to mix a batch of hand

00:16:55.115 --> 00:16:57.905
sanitizer was doing it, whether
they were distilleries, whether

00:16:57.905 --> 00:16:59.345
they were chemical companies, right.

00:16:59.715 --> 00:17:02.625
People found ways to make hand sanitizer.

00:17:02.625 --> 00:17:05.895
It was a very opportunistic
play in a lot of ways.

00:17:05.895 --> 00:17:07.545
Number one, we needed the product as.

00:17:07.875 --> 00:17:08.235
Right.

00:17:08.475 --> 00:17:12.015
We went through a lot of hand
sanitizer in 2020 and 2021.

00:17:12.061 --> 00:17:16.261
so that was opportunistic from a demand
perspective, but also just to, to fill the

00:17:16.261 --> 00:17:18.241
void of products that you weren't selling.

00:17:18.451 --> 00:17:22.111
So where I think we're at right now
and why it's mindful diversification

00:17:22.111 --> 00:17:26.191
is around being strategic,
strategic around what products.

00:17:26.451 --> 00:17:29.811
That you make that can fit into a
new market, strategic around your

00:17:29.811 --> 00:17:33.711
technologies and strategic and
mindful about the relationships.

00:17:33.711 --> 00:17:40.551
So this is more about extending your
diversification versus saying, Hey, I

00:17:40.551 --> 00:17:42.411
can mix up a batch of hand sanitizer.

00:17:42.861 --> 00:17:47.451
Being strategic, and I think part of that
is as well as getting back to my smart

00:17:47.451 --> 00:17:49.731
move number one about relationships.

00:17:49.941 --> 00:17:53.781
We as leaders should not be whipsawing,
our relationships flowing hot and

00:17:53.781 --> 00:17:56.631
cold, being totally opportunistic.

00:17:56.631 --> 00:18:01.131
Instead, it needs to be about being
mindful strategic diversification.

00:18:01.866 --> 00:18:05.466
Absolutely taking advantage
when you can of, Hey, there's

00:18:05.466 --> 00:18:07.176
an opportunity I can go grab.

00:18:07.506 --> 00:18:08.616
Great, go grab it.

00:18:09.066 --> 00:18:12.726
But understand how you're gonna
back it up, not just in the short

00:18:12.726 --> 00:18:13.986
term, but also in the long term.

00:18:14.226 --> 00:18:15.636
How does this fit?

00:18:15.666 --> 00:18:20.526
Is it a one time opportunity
or does this become the start?

00:18:20.841 --> 00:18:25.851
Of a new business opportunity that helps
you build and bolster your relationships,

00:18:25.851 --> 00:18:30.411
your diversification, and more so
mindful diversification is smart.

00:18:30.411 --> 00:18:31.251
Move number four,

00:18:31.651 --> 00:18:31.981
smart.

00:18:31.981 --> 00:18:32.191
Move.

00:18:32.191 --> 00:18:35.191
Number five is strategic cash management.

00:18:35.791 --> 00:18:38.131
So I frame it this way.

00:18:38.536 --> 00:18:43.516
About it being strategic cash management,
because this is not necessarily

00:18:43.516 --> 00:18:45.496
about slash and burn cost cutting.

00:18:45.526 --> 00:18:45.826
Right.

00:18:46.186 --> 00:18:49.576
You know, you've been, you know, the
one, and, and we've all been there and

00:18:49.576 --> 00:18:51.796
we know it doesn't really work, right?

00:18:51.796 --> 00:18:57.316
So it's the cut all travel great, but
you still need to build relationships.

00:18:57.316 --> 00:18:59.866
You maybe need to visit your
suppliers and customers, et cetera.

00:18:59.866 --> 00:19:02.446
So, so maybe it's reducing travel.

00:19:02.821 --> 00:19:05.711
In a very mindful way,
cutting r and d spend.

00:19:05.711 --> 00:19:11.091
Well, you know, every time you cut r and
d spend, sure great in the short term, but

00:19:11.091 --> 00:19:13.641
then a couple years later you're looking
at it and you're wondering, why don't

00:19:13.641 --> 00:19:15.321
I have any innovations in my pipeline?

00:19:15.561 --> 00:19:17.271
Well, because you stopped investing.

00:19:17.271 --> 00:19:20.301
So, , strategic cash management is really.

00:19:20.946 --> 00:19:22.746
Being strategic and deliberate.

00:19:22.956 --> 00:19:25.476
Invest and spend appropriately.

00:19:25.686 --> 00:19:31.656
Have a clear ROI return on investment,
um, and spend on the things that matter.

00:19:31.656 --> 00:19:36.216
People maybe travel innovation for
areas I've identified that companies

00:19:36.216 --> 00:19:40.206
are continuing to spend even in
these periods of uncertain time.

00:19:40.266 --> 00:19:43.056
Number one is AI in digitization.

00:19:43.056 --> 00:19:45.156
In fact, I had a conversation
with somebody today who said,

00:19:45.216 --> 00:19:46.776
eh, it's really just AI and.

00:19:47.056 --> 00:19:49.246
Digitization has kind of
gotten wrapped into that.

00:19:49.576 --> 00:19:50.926
You guys know the drill.

00:19:50.956 --> 00:19:54.886
It's, it's a bit of a encompassing
tool and to, and topic.

00:19:55.156 --> 00:19:59.566
However, this is about investing in making
your business better, faster, easier.

00:19:59.926 --> 00:20:03.196
Now, one of the challenges, and this
has long been a challenge when we

00:20:03.196 --> 00:20:06.256
talk about investing in digital,
is, oh, but what's my return?

00:20:07.086 --> 00:20:10.476
Sometimes you don't know, but you
make that investment because it's

00:20:10.476 --> 00:20:14.883
the right strategic investment
to make, uncertainty in ai.

00:20:15.313 --> 00:20:15.793
Yeah.

00:20:15.793 --> 00:20:18.823
People, you know, I, I talked to
leaders and they're like, well,

00:20:19.603 --> 00:20:23.593
our executive team, our board is
uncertain about investing in AI 'cause

00:20:23.593 --> 00:20:24.643
they don't really know what it is.

00:20:24.643 --> 00:20:24.823
Well.

00:20:25.123 --> 00:20:25.963
Go figure it out.

00:20:26.443 --> 00:20:29.803
In fact, if part of your investment is
figuring out what it is and how it's

00:20:29.803 --> 00:20:31.483
gonna improve your business, do it.

00:20:31.536 --> 00:20:34.326
so that's an area of
investment that's continuing.

00:20:34.596 --> 00:20:37.646
Um, continue to invest in
marketing, You can't disappear.

00:20:37.646 --> 00:20:37.676
I.

00:20:38.336 --> 00:20:41.006
In periods of uncertainty,
you can't disappear.

00:20:41.006 --> 00:20:42.866
You have to keep investing.

00:20:43.216 --> 00:20:47.896
And in your marketing, in your presence,
in keeping your company, your products,

00:20:47.896 --> 00:20:53.656
your value, your people visible, investing
in relationship management, right?

00:20:53.656 --> 00:20:55.366
So Zoom is awesome.

00:20:55.951 --> 00:21:00.121
But let's be honest, sometimes you have to
go face to face and face-to-face is great.

00:21:00.201 --> 00:21:03.891
And as I mentioned earlier, I was
talking with somebody from, uh, HCPA

00:21:04.281 --> 00:21:07.851
who talked about how the fact that
we're on the hill, we can go visit

00:21:07.851 --> 00:21:12.291
that person and, and spending five
minutes in somebody's presence.

00:21:13.226 --> 00:21:16.496
Can be sometimes better
than five hours virtually.

00:21:16.556 --> 00:21:21.146
So invest in relationship
management, um, and then investing

00:21:21.146 --> 00:21:22.376
in diversification, right?

00:21:22.376 --> 00:21:25.316
So back to this whole
strategic cash management.

00:21:25.896 --> 00:21:28.956
You can't always make money
without spending money.

00:21:28.956 --> 00:21:32.916
So getting very strategic about
where you're willing to invest to

00:21:32.916 --> 00:21:37.326
support market diversification,
product diversification, going after

00:21:37.326 --> 00:21:39.006
some new businesses is critical.

00:21:40.176 --> 00:21:42.426
So strategic cash
management is my smart move.

00:21:42.426 --> 00:21:43.026
Number five.

00:21:43.207 --> 00:21:44.183
and here's my bonus.

00:21:44.183 --> 00:21:44.783
Smart move.

00:21:46.043 --> 00:21:50.873
Smart move number six, or the smart Move
bonus, which is around, it's be ready.

00:21:51.218 --> 00:21:52.778
Be ready to act.

00:21:52.838 --> 00:21:54.608
So how do you get ready?

00:21:54.728 --> 00:21:57.368
Clarify your strategy, your
vision, your business, and your

00:21:57.368 --> 00:21:58.898
portfolio enhancers, right?

00:21:58.948 --> 00:22:02.398
And get ready for strategic deal making.

00:22:02.595 --> 00:22:05.265
You know, I had a conversation
earlier today with somebody that said,

00:22:05.265 --> 00:22:09.361
well, m and a is cold because, you
know, because of this uncertainty,

00:22:09.391 --> 00:22:12.031
uncertainty causes a pause.

00:22:12.181 --> 00:22:15.031
And yet what we also see and know.

00:22:15.436 --> 00:22:19.136
And people are openly stating, companies
are openly stating that there is very

00:22:19.136 --> 00:22:23.486
deliberate restructuring going on, that
companies are exiting non-strategic

00:22:23.486 --> 00:22:28.826
businesses, that perhaps they are
moving product production out of maybe

00:22:28.826 --> 00:22:33.216
one of their core assets and moving it
to, a toll or a third party supplier

00:22:33.576 --> 00:22:35.076
that they're making some moves.

00:22:35.076 --> 00:22:36.935
So be ready.

00:22:37.760 --> 00:22:42.020
To act fast on smart strategic
opportunities because there

00:22:42.020 --> 00:22:46.377
will be opportunities we know,
and you see it every time.

00:22:46.467 --> 00:22:51.807
There will be a period of
shifts, portfolio changes,

00:22:52.317 --> 00:22:54.537
buying, selling, restructuring.

00:22:54.804 --> 00:22:59.424
frankly, it may not actually even be,
there may be no asset sale in place,

00:22:59.424 --> 00:23:02.034
but as companies start evaluating.

00:23:02.394 --> 00:23:04.044
Cost of doing business, right?

00:23:04.044 --> 00:23:08.064
As part of their strategic cash
management, there may be segments

00:23:08.064 --> 00:23:10.254
of the market that they don't
feel like they can serve anymore.

00:23:10.524 --> 00:23:15.024
That's an opportunity for you to be
ready and when you're clear on your

00:23:15.024 --> 00:23:18.984
strategy, your vision, your business
priorities, number one, you can talk

00:23:18.984 --> 00:23:23.094
about it as we talked about smart
move number one, about communicating

00:23:23.094 --> 00:23:28.074
these things, but also my bonus smart
move is be ready to take action.

00:23:28.344 --> 00:23:30.924
Because in these turbulent times.

00:23:31.057 --> 00:23:34.357
Smart, strategic fast action often wins.

00:23:34.537 --> 00:23:36.247
So that's it for you.

00:23:36.350 --> 00:23:40.970
This is your mid-year reset Smart
moves for leaders in uncertain times.

00:23:41.450 --> 00:23:42.500
I'd love to hear your feedback.

00:23:42.500 --> 00:23:44.090
So connect with me on LinkedIn.

00:23:44.114 --> 00:23:46.094
I'm on there as Victoria King Meyer.

00:23:46.094 --> 00:23:48.914
If you have some questions,
if you wanna connect and talk

00:23:48.914 --> 00:23:50.774
about this further, let's do it.

00:23:51.074 --> 00:23:54.494
And in terms of the chemical
show, I am so glad you're here

00:23:54.494 --> 00:23:55.994
and so glad that you are part.

00:23:56.134 --> 00:23:58.144
Of the chemical show community.

00:23:58.504 --> 00:24:01.564
Keep listening, keep following,
keep sharing, and we will

00:24:01.564 --> 00:24:03.244
talk with you again soon.