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SUMMARY KEYWORDS

asset management, CMMS, Gary Specter, Limble, maintenance maturity model, prescriptive maintenance, uptime, AI integration, data rationalization, field management, strategic business partner, work-life balance, Industrial Talk, podcast, technology efficiency

00:00

Scott, welcome to the Industrial Talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots

00:21

and let's go all right once again. Welcome to Industrial Talk. Thank you very much for joining the number one industrial related podcast in the universe that celebrates you industry professionals all around the world. Yes, you are bold, brave, you dare greatly, you innovate, you collaborate. You are solving problems each and every day. That's why you are the heroes in this story. That's why we celebrate you on Industrial Talk, we have a gentleman. His name is Gary Specter. He's in the hot seat. He's with Limble. He's the CEO. And we're talking asset management, we're talking CMMS, and we're talking about the necessity. And it is. It's a necessity for you to manage your assets, have that visibility into it, and be able to optimize your operation. And it's a great conversation. It was great. It is. Let's get cracking. I can always have these conversations. I love I love technology. I love what it does. I love it, how it facilitates greater efficiency, and Limbles doing it, the team Limble Gary Anyway, before we get into that conversation, you know, I always have to have a little bit of a soapbox, and this is a simple one. The reality is, is that things are changing out there in industry. It's happening fast. Human beings, me included, and I'm in the trenches right here talking about all the great stuff that's happening. But the reality is, is that if you truly, if you truly have a desire to grow that business, truly to be able to, hey, create a business that is resilient for the future, and truly have a passion for what you do. It's important. It's important for you to tell your story constantly. And it doesn't have to be much. I mean, I don't care how you do it, I believe you as industry professionals, as companies, must succeed. We can't have you failing. We can't have you failing because you're not telling your story. We can't have you not reaching your potential and solving problems because you're not committed to that, you don't think that's important. I'm here to tell you my background. It's important, especially today, to be able to tell your story, to do it and bring that human face to it. Ai, is out there. Yes, you know, you go on your social platforms, you post, you do whatever you're leveraging AI. You're doing whatever it is. But I'm here to tell you that people know, you know it. You know the fact that it's aI there. There's a hunger for being real, that human side, that that side that says, hey, yeah, I don't take myself too seriously, but we are really passionate about XYZ. We believe that this solution can transform XYZ, whatever that story and the relationship it creates between you, face of company and people vital, it's always going to be that human story. It just is, I believe, and I could be completely wrong. I'm not sure, but I believe companies that succeed going forward are committed to truly bringing out that human, human, not AI, that human element of what you do, and it's not, you know, feature function, feature function selling like that. No, that's an infomercial. No, people are looking for a relationship, and that relationship comes with a conversation. It's not that difficult. Industrial Talk was created specifically when I started it, it was specifically for being able to have a conversation with somebody that I want to get to know from a business perspective. And it worked. You too can do that. You two need to do that and and and bring out that personality. Yeah, yeah. It might be uncomfortable, but the reality is you need to do that. That's my soapbox. You just go out to Industrial Talk. Let's have a conversation. I'm looking for a. Me disruptors. I think that it's an amazing time to find disruptors, I don't know, looking at looking at challenges from a different perspective and solving them.

05:18

Just just come and talk to me. We'll get you on podcast, and we'll have that conversation. It's easy. I make it easy. Gary can attest to that. And speaking of Gary, he's in the hot seat. We're going to be talking about Limble. We're going to be talking about that platform. We're going to be talking about that strategic vision for that solution going forward in the world of asset management, maintenance, reliability. And, you know, as well as I do, you got the AI, you got all of the stuff just hammering on these systems. Limble is definitely one of those systems that is, you know, changing and and they're fast, they're nimble. All right, here's Gary. Gary, welcome to Industrial Talk. Thank you so much for finding time in your schedule and displaying those incredible cars behind you. I like them

06:11

a lot. Or, you know, I'm doing great Scott. Thanks for Thanks for having me.

06:16

Well, I have to they look, they look a couple of Porsches. Is that right? Did I get a couple of pushes up there?

06:24

There's a couple Porsches up there, like a

06:26

Lamborghini, a Lambo, right there,

06:28

yeah, the green one, the green one's a Lambo.

06:32

And is that? Oh, yeah, that's, that's up. I know that one right in the middle, at the bottom, blue. I know that one fast car, what is it?

06:43

Bentley, no, not a

06:44

Bentley, close. B, I know it's the B, it is. It's a Bugatti.

06:49

Bugatti, thank you very much. Bear on Correct. All right, we can wrap it up now. Thank you very much for joining us. Yeah. All right, that's fantastic. I love it. All right. All right. For the listeners out there, Gary, we need a level set. We need to sort of know who Gary is. He just doesn't pop on Industrial Talk and say, Hi, I'm Gary. You need to sort of tell us a little bit about who you are. Give us a little 411 on your background.

07:19

09:07

You know the term CMMS, it can get to be a bit of a tongue twister, and it's like, glad you slowed it down, and I appreciate it. FMS, field management services. Did I get right? Yep, I just wanted to make sure the listener understands. When we have an acronym out there, we put a little meaning and meat onto the bones. So here's, here's the challenge. And I know that you're, you're getting up to speed. This is, this is an interesting time for you, being that I've been in it for many years. One of the challenges that I always see, and I would love to hear your take on it, the old way was always from a maintenance perspective, and the management of those assets have always been reactive, and it has and in them. And I'm telling you right now, it still is that. That way in many cases, how do you take and how do you see that whole transition occurring from a reactive to a an insightful, proactive view of the operations and getting getting the field personnel buying in and embracing the technology, because I have something else that follow up on you. Yeah, I'm gonna share.

10:32

All right. So I think there's a couple of things, when you look at the maintenance, what I would call the maintenance maturity model. Companies that are moving from being reactive and they move to preventative, condition based, predictive and prescriptive maintenance. I think there's a huge strategic shift in the impact that you can have on a company when you move from reactive to prescriptive. As soon as you get too prescriptive, and it's not done overnight. Has a lot to do with the ability to self optimize, but you start to begin to balance cost, risk, uptime, and you can do this continuously and in real time. You get to the point where hopefully you never have a machine or a process that goes down because of a maintenance issue, and to me, that's the Holy Grail. It drives efficiency and profitability into a company, and I think it's very hard to achieve that and get there, but using a platform like Limble really is the roadmap or the foundation for helping a company go through that maturity model again, various stages, based on the company's adoption of technology, how clean and usable their data is. But I think that it can change, literally change, the outcomes for companies that have managed or are managing this process and this model, and moving from reactive to what I'd say is prescriptive,

12:11

you know, the financial treatment of these dollars. So I always looked at it from that perspective. You have capital investments, and then, of course, you have expense, and and the treatment of those dollars are different within the financials. Of course, for sure, you can depreciate the capital. You've got to, unfortunately, it's a one for one cost down at the bottom line. So you're always, you're always saying, Whoa, whoa, whoa, whoa, I don't want to do maintenance, and I get that because it's always impactful to the financials. Got it. If there's a way of being able to impart and say This effectively, is that when I can, when I can see the health of my operations, macro health of my operations, and be able to proactively apply proper, you know, maintenance, not not the maintenance, bad maintenance, good maintenance. During outages, I'm telling you that that is a financial game changer,

13:14

huge, to be able to take downtime out of your process and de risk. The business of that downtime is, it can be game changing.

13:27

Oh, it's, it's, it's a remarkable this is where I always find the challenge, uh Gary is one is that when companies, you know, it's always leadership, it's always it's like the leadership needs to be the the flag. Carry an individual. Now we're going to be doing this right, and then push that vision and that passion down. And then what happens is that vision holder, that leader, that big thinker, moves on to bigger and better things, that what they do there is a constant churn up there, right? What happens, and I've seen it over and over again, is that once that that, you know, that individual leaves, then people start to say, Well, why are we spending all this money on doing all this? It's such a, it's such a, an interesting saw view of what's taking place within the culture of the business, and it's always been a challenge to sustain that. But you know, how do you how do you see something like that? It's always a human element to it.

14:33

Of course, I think awareness plays a big role in impact, especially here, and to your point, there can be different people that are moving in and out of the organization. And I think that as a provider that really helps companies, and I want to partner with companies in order to continue to drive this perspective. Scripted type of maintenance. It's on us to continue to educate as new features and functions come out, as new capabilities come out, but you've got to build a relationship not just with people, but with the company, and so that everyone that is is that is surrounding maintenance is a stakeholder and is aware of who you are, what you do, in the impact that you can make, and it's it's never one and done right? You've got new people coming in and other people moving out, and people being promoted, and you've got to educate people on this, because maintenance itself is not what a company does. A company produces something, a company manufactures something, and that's how they look at their business. What they don't look at as a key component of the business is, how do I maintain uptime? So it isn't often the first or even the second or third priority of a business, and without really pushing that education inside of a company, you could lose your momentum, and I think you've got to just continually update and share with people the impact that this can have on their business. And it's, it's not one and done. It's, it's a continuous cycle in building that relationship with with our end customer.

16:28

I think, to your point, and I agree with you 100% you touched upon something that is near and dear to my heart, and that is uptime and shifting that mindset from from ads and expense, I don't want to do it. I'm going to sweat that asset and and maybe run to fail, whatever my strategies are, because I'm looking at it strictly from a from that maintenance treatment of that dollars, that financial component. But if you shift it to uptime, and you're focused on making that operation more efficient, delivering more value, greater quality, all of the elements that are necessary for a resilient business. I think that that is a profound mindset. I think all of this other stuff just sort of whatever.

17:19

Well, the beauty of it is, there's an ROI to it. And if, if you can do your homework, and you can go to a company and say, really, I'd like to understand how much money you've lost because XYZ has gone down and where you've now had downtime, let's understand what that downtime is worth and if you can eliminate that downtime, what's the ROI? Yeah, and if a company has that type of data, it makes it a really, really compelling value proposition on why Limble or a CMMS platform makes sense, and why. When you move through that maintenance maturity model and you get too prescriptive, it can have such a major impact on a company,

18:12

you still need blocking and tackling. You still skilled maintenance professionals to be able to affect proper, well, the condition and all of that stuff, but really skilled individuals and and it doesn't the system just allows and allows it to happen and to be able to have A significant piece of information associated with that asset. How do you within Limble? And this is human condition, 101, it's a long day. I'm a maintenance guy. It's been hot. I'm out on the floor. I see that motor, whatever, I hear it, whatever, whatever the data might be coming to me that I might affect the proper repair, whatever it might be, but I pencil whip it. How does Limble as a platform ensure the quality of data going in is valuable going forward?

19:18

Well, I think you know, it's I is where Limble is headed, from a strategic perspective, right now, is really figuring out the data problem. How do we help companies rationalize their data and make sense of their data, so that the tech who's out on the maintenance floor gets good, accurate, clean information. And the challenging part about that is that every company, whether it's multiple companies, that use the same type of equipment, let I'll use a easy example. Let's say I'm using deer equipment. Somebody might spell that, D, E, R. E, somebody might spell it, D, E, A, R, like, there's a million spellings for just deer. So as you get into a type of machine or a model number, you can imagine all of the different configurations of all of this you can have, or the order in which they're delivered. And so one of the things that we're really working hard on it. Limble, and that I'm focused on is, how do you rationalize data, so that when a customer inputs the data, which may or may not be clean, we can rationalize it and put it in a format that is clean, so that when the tech on the field is looking for information, or the tech on the shop floor is looking for information, it comes back to him, or it's served up to him in a manner that makes it usable. And to me, right now, the most important thing for that tech that's out on the shop floor is usability and the viability of the data that he's looking at.

21:02

Yeah, it's amazing how the human being, if you make it, if you make it, whatever that interaction, that interface between the human and the system, and then you put a little friction in there, whatever that that interface, that the human side will say that's just too hard, like they just throw up their hands. It's too hard. You have to, you have to make it so easy. And, and, and let's put it this way, back many years ago, I used to deploy systems too. I was with Price Waterhouse, and there was Cooper's at two. And we would deploy systems, right? And it was always, hey, we're just going to deploy it. This is what, out of the box, never happens. Ridiculous payment. But everybody said that. Two, how do we interface these, the technology stack, the whatever it is that was always a conversation. And then three, this is where everybody just sort of tapped out, we have to clean the data. And nobody wanted to clean the data. It's like, Yeah, let's clean the data in about, you know, seven days into that effort, everybody's like, I'm done. It's good enough. Yep, yep. How does, how does Limble the engagement of Limble with an organization, how do you deal with the fact that you have this, this legacy data? And yeah, you know, it's good, bad and ugly, mostly ugly going forward, to create value of that legacy data going forward.

22:36

Well, I think that there's really a strategy around being able to integrate and connect Limble to enterprise systems and leverage different types of AI tools to help rationalize that data. And you know that I don't think that's the it's clearly not the prettiest use of AI. There's a lot of things you can do with AI that really are shiny Penny ish that give people, wow, this is great. I want to go use this. But at the end of the day, all of those agents, or the things that you build with AI that sit on top of the application, they're only as good as the data. So we look at, how are we going to leverage the AI tools that are available to us so that we can take all of that data inputting coming in from those enterprise systems and rationalize it. So while it might not be pretty coming in, it's pretty going out, and we're looking at that first, but that's really a collision, or the integration where you've got Limble connecting to enterprise systems and then using AI tools to rationalize that data?

23:48

Yeah, I would imagine, given the ability to be able to sort of interface with that technology stack, one of the issues, and it's been brought up, brought up a number of times, is that okay? I've got my AI tool. Everybody's talking about it. It's making us more efficient. Got it thumbs up, being able to just grind through data. Do you still see the necessity for that human interface? Because sometimes, from what I hear, we might get a questionable result being driven by an AI observation, and you still need that human component 100%

24:30

and again, this is part of the reason that I love this space, is it's sort of the it's where Human and technology meet, yeah, right. And it this intersection of, I mean, at the end of the day, the person doing the work, it's a human. We're not at a point where it's a robot just yet. And there are nuances that humans can pick up and input. You suggested earlier. You. Sometimes you can hear when a machine is something is off, yeah. And you know, AI, unless you've got a sensor on there that can detect sound, AI, might not know that the sensor may not know that the thing is off, yeah. Now you need a human to say something may not be right here, and if that data is in the system, you might be able to serve up to that individual different things that AI can help diagnose. Hey, the tech puts in here's what I'm seeing, hearing AI kicks back and says, based on history, this is what we've seen, and what you should try not necessarily do. But here are the two to three things that you might want to try and you start to triage. And so now you've got an AI assisted tech, which could be way stronger than a tech that is not AI assisted, you could get to the solution faster.

25:57

Yeah, you're compressing that time

26:01

whether, whether it's

26:02

undeniable and time is money,

26:06

yeah, time is money. And if you can identify that potential failure, whatever the the algorithm is saying is escalating quick, whatever the parameters are, the sooner you eyeball it, affect whatever change that is necessary, and keep going, because uptime is up times everything, you know, I just, I see it's I see it's bright. I see it's bright. Let's shift gears a little bit, Gary just, just in general, from your perspective, where, where do you see Limble going in the future. We got, we got the AI, we've got this, we've got the devices, we've got all of the stuff. And from my perspective, it's, it's sort of an really exciting time in the world of asset management. Just is. It's, it's game changing. Where do you see, what does that strategic vision look like for Limble?

27:01

Well, I think the direction that I would like to take Limble in is really where we make the tech on the floor. He's the center of our universe. I want to make sure that our platform is the most usable out there. And what I mean by that is that it's very easy to use for the tech on the floor. He's only got two hands. Hopefully, he's using his hands to fix something he's not spending all his time on his digital device, whether that's a phone or an iPad or whatever, doing research you want him actually driving to a conclusion or maintaining fixing, driving up time on equipment rather than scrolling through a device. And so for me, the holy grail in the future of Limble is, how do we enable that? How do we make it so that the tech can spend the majority of his time solving problems and working on the machines that he needs to in order to either eliminate downtime or increase uptime, however you want to measure it. But he's not spending a whole lot of time scrolling through data solutions, information it's being served up to him. And so as we think about how we're going to architect Limble going forward, what the platform looks like. What are the capabilities that are most important? How do we rationalize that data? It's all going to be done through the lens of the tech. How it will impact that Tech's ability to drive uptime into what he's responsible for?

28:41

See, I like this use case. Here's the old use case. I've got an asset. It's out in the field. It's right there. Whatever I go out there. I have my tools. I look at it. I hear it. It sounds like a bear's going out. Whatever it might be. It's more human. Then I pack everything up. I go to the warehouse, or whatever procurement and I say, hey, it looks like I've got bearing XYZ. Blah, blah, blah, time. Tick, tick, tick, tick, tick, tick, tick, just in the old way, what I like the use case to be is where the system is pushing information to me and says, bearings going back are bad. It's this bearing, use this tool, go out here. Here are the procedures, take care of business, whatever it could be, remotely it could be, you know, on the shop floor, whatever it is to but be able to say, yeah, here, there it is the only way

29:39

to go well. And I would take that a step further, and let's say that you know you're using IoT or sensors, and it's sending this information to the tech even before the tech gets out there, he knows there's an issue, and he knows what the issue could be, but he can also check and make sure that there's the right parts that are in inventory, and he can pull them. And if they don't have them, he can order them right there on the spot. Doesn't go back to somebody and say, I need you to order this. And say, here's what we need. It's not in stock. I need it as soon as possible. Or hopefully, again, we're moving to predictive and prescriptive along the maturity model, and they're able to predict what parts and what pieces they're going to need, and they're not ever out of inventory. You get to the point where you're so efficient that you're you know, everything is somewhat automated as it can be, in terms of ordering parts, providing that maintenance, it's preventative, not reactive, and all of those things are done on the front end, all for the benefit of uptime. But the one thing that doesn't change is there's somebody on the shop floor still has to take care of business. You've got a tech on the other end who still has to replace parts, even if you're being preventative, you're going to replace it before it fails. You're going to listen and look to other potential clues that there could be an issue upcoming or current that a sensor or IoT can't pick up. So again, I love this is I love this area. Yeah, it really is. That's cool.

31:18

Yeah, there's no doubt about it. When we start talking about your focus being on uptime, a greater efficiency for me, the technician. I want that technician to succeed. I don't want that technician to not succeed. So give that technician everything they need to be able to succeed at what they do, compressing that time, improving that uptime, and overall, no friction, no, I got the part. I know where it's at. I have the rules. I have all of the stuff that's there. Boom. I've done time, compressed, uptime,

31:56

improved, yeah, you know the and the beauty of that is it really moves maintenance from being a reactive cost center to being to being a true strategic business partner to the business. And it elevates, you know, again, as as the senior leaders are coming and going, it elevates the role that this plays in the over, you know, the cross functionality of a business, right? You're, you are now holistically, a strategic business partner, and not just someone out there who's providing maintenance.

32:29

See, and I, I think that's a beautiful way of summarizing that here, here's the challenge, and I see it, and I don't know. I just know it. I just see it. There's this propensity for these old timers, be me, I don't care. Old Timers, they like that maintenance crack, something's failed, get on the horn, care Scott, come right in on your white horse and be able to, you know, make that repair. And I get all charged up. And then after the fact that I make that repair, everybody's, you know, slapping me on the back, what we're striving for is just efficiency and and, in essence, no sharp pointy parts, sort of boredom. It's like ability.

33:18

Look again, I think about the end user, and I don't I'm hopeful that my end user, you know, he works his shift, he gets all his work done. He's successful. He goes home, gets to spend time with his family. He's not being called back in because something else failed. Yeah, and you can actually improve. And again, it sounds a little, a little out there, but I like the idea of being able to impact people's personal lives, yeah, and if you can get yourself in a position to where you're supporting a company in a way in which downtime isn't unexpected, right? And you're managing to uptime, you're giving people their lives back, and you're allowing people to have a life outside of maintenance for company XYZ. And I think there's a lot of value in that. And you know, I've had customers come back to me and say, Hey, since we used Limble, I don't have these interrupted these unexpected outages, and it's allowed me to sleep better at night. It's allowed me to spend more time with my family. It's allowed me to spend more time with my kids. That's why I love this company and the solutions that we sell, because it truly has an impact, not just on a business, but on people and and that's that's a lot more satisfying when you're selling something that is beneficial to someone else, as opposed to just making money for the company that you represent.

34:55

So here's, here's how I look at it. We need to inspire. Hire the next generation of leaders, industrial leaders, whatever that might be. They being young, I have a couple. They look at life differently in a positive way. They want that balance. And I believe your solution and what you're saying resonates with that, that future leadership, because they're not, they're not willing, like us, old guys like me, who give their heart soul to the company and, you know, and then some they're not willing to do that. They want that balance, and that balance is only achieved through technology.

35:39

Agreed 100% i The more grind you can take out of somebody's day, the better. I don't think people I think people are I think people do. They love to work. I don't know not everybody does, but I think generally people want to enjoy their jobs. And if your job isn't a grind, and you don't wake up every day thinking, What could go wrong? Instead, you're thinking about, how can I make this more efficient better? That is, I think the job becomes much more enjoyable, and people that like to work with their hands don't want to grind anymore. That somebody who doesn't, yeah, they want to be effective. They want to drive value for the their employer or themselves, and they want to enjoy their day. Yeah, I think creating a or providing a platform that's easy to use provides the right information. And again, as a company is moving towards a prescriptive maintenance from a reactive maintenance model. All of those things add up to more uptime for the company, more downtime for your employee, who can now go get a really good work life balance between the things that are important, brilliant.

36:56

I'm very bullish. I like it. I really appreciate what the vision is at Limble. I can I can support it. I get behind it. How do people, as we wrap this up, Gary, what's the best way for someone to say, I want to get a hold of Gary. What's the best way?

37:14

Well, you can get a hold of me on LinkedIn. Happy to provide my email information. I can be reached at Gary dot Specter, at Limble calm. You can go to our website and request to speak with somebody we pride ourselves on how quickly we respond and get back to people that are interested in speaking with us. And you know, we want to talk to as many people as we possibly can. I think, yeah, it's, it's, it's a great opportunity for us. I think we're very early in our journey compared to a lot of other companies, and I think we have a lot to offer. And I do also believe that we are incredibly collaborative with our customers and our prospects, and want to learn from them. So we always come, we always come with an open ear and an open mind,

38:07

yeah, like that. Again, I have, I can't say anything bad about that. That's a well, well stated argument. Thank you. Well, you are absolutely spectacular. Thank you so much for being on

38:20

Industrial Talk. Well, Scott, I appreciate you having us on and we'll look forward to working with you and collaborating with you as we continue to go forward.

38:29

I love it, man. All right, we're going to have all the contact information for Gary out on Industrial Talk. This is a high priority. Must connect individual make it happen, Captain, we're going to wrap it up on the other side. Stay tuned. We will be right back.

38:43

You're listening to the Industrial Talk Podcast Network.

38:54

Yeah, there's a lot going on out there. Lot going on out there with Limble. Love the passion, love the focus. Love what they're doing at Limble, all the contact information, every state, everything that you want to be able to connect with, Gary, who's out on Industrial Talk, you know that listen to it. Go there, there's the link. You don't even have to sit there and search for it or find other Gary specters out on a link on LinkedIn. You just don't have to. He's right there. Easy peasy. Must connect. You can tell, you can tell he's very, very keen on the success of Limble. Need to find out more. Go out to Industrial Talk, find him, connect with him, and make it happen. All right. Again, one and done, saying, okay, Scott, I hear what you're saying. I got to tell my story. So you go out there and you say, Hey, Scott, let's tell the story. All right. You tell the story, and then it dies. You need a strategic. Roadmap on how to tell your story a podcast is a content content creating machine. You don't have to sit there and struggle for content because it is all right there. And all you have to do is instead of just being one and done and think everybody's just going to be happy, and then you move on, and you do the same thing over and over again. No, you create that strategic roadmap to tell your story over and over and over again. You highlight these, the young people, the seasoned professionals. You highlight them all the time telling that story. You never let up. You could. I've thought through this. I see what's happened. So you just need to do it Industrial Talk. Let's have a conversation. Let's tell that story more than just once. Because that story you need to succeed. You need to you need to be able to tell that story all right, be bold. Say it all the time. Be brave. Tell your story and be you know, just just connect and be able to tell that story. Connect with Gary. Change the world. We're going to have another great conversation shortly. So stay.