Welding & Gases Today | Q2 2022

The Official Publication of the Gases and Welding Distributors Association

PREVIEW LEADERS MENTORING LEADERS

+

Former GAWDA Presidents Share SMC Tips

MEMBER PROFILE

Leonard’s Syrups

Second Quarter 2022

ITR FOR GAWDA

Expect a Soft Landing for This Business Cycle

ASK YOUR BOARD

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contents Second Quarter • Spring 2022 • Volume 22, No. 2

DEPARTMENTS

06

COVER STORIES

PRESIDENT’S VIEW Cultivating Capable Leadership

BY BOB EWING

08

DIRECTOR’S DESK Where the Rubber Meets the Road

BY JOHN OSPINA

10

EDITOR’S NOTE The Pyramid of Success

BY STEVE GUGLIELMO

30 34

ASK YOUR BOARD Addressing the Labor Shortage

PAGE 46

SMC PREVIEW

COMMITTEE CORNER GAWDA Committee Chairs Give an Update to Membership

100

ross-Industry C Compensation and Benefits Survey

GAWDA CONSULTANTS

12

22 24 26

Trends from Early 2022

BY STEVE GUGLIELMO, TOM BADSTUBNER, MARILYN DEMPSEY, MICHAEL DODD AND RICK SCHWEITZER

EPA SARA Tier II

BY MARILYN DEMPSEY

Road Test

BY MICHAEL DODD

GA Offers Free C Compressed Gas Safety Resources for the Cannabis Industry

PAGE 56

How to Maximize Your SMC Experience Former GAWDA Presidents Share Advice on Getting the Most out of Convention and SMC

BY STEVE GUGLIELMO

MEMBER PROFILE

BY LAURA BRUMSEY

86

PAGE 40 I TR SECOND-QUARTER OUTLOOK Expect a Soft Landing for this Business Cycle Despite Five Potential Concerns

BY BRIAN BEAULIEU

2 • Spring 2022

Leonard’s Syrups Making Their Customers’ Cup Runneth Over

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contents Second Quarter • Spring 2022 • Volume 22, No. 2

THE TEAM EXECUTIVE EDITOR

John Ospina jospina@gawda.org

FEATURES Selling for Welding he Four Best Ways to 60 Solution 74 TDrive AWS and GAWDA partner CRM Adoption & to offer online course designed to develop effective sales teams

PUBLISHER

Bill Brod billb@gawdamedia.com EDITOR IN CHIEF

Steve Guglielmo steveg@gawdamedia.com

BY STEVE GUGLIELMO, GARY KONARSKA AND JOHN OSPINA

Distributors Can 62 How Leverage SMS Text Messaging for Better Customer Retention

CONTRIBUTING EDITORS

Natasha Alexis nalexis@gawda.org Andrea Levy alevy@gawda.org CREATIVE DIRECTOR

Robin Barnes robinb@gawdamedia.com VICE PRESIDENT, SALES

Tim Hudson timh@gawdamedia.com

BY THOMAS J. ARMITAGE

Engine Trends for 66 Stheearch Gases and Welding

Accountability

BY JAY SPIELVOGEL

76 It Takes a Village onfined Space 78 CEquipment Needed

BY JOHN TAPLEY

BY PAUL BERNIER

80

How Do You Stack Up?

The difficulty of forecasting in today’s environment

BY KEN THOMPSON

Industry

68

Bridge the Disconnect Between Tech and Culture in the Use of Big

BY MCKINNON SHISKO

70

Distribution and Digital Transformation Lean on your strengths

82

Don’t Flog the Sales Force Help and support their mission instead

BY RANDY MACLEAN

in the Niches: 98 Riches Control Your Brand’s

Messaging and Identity Online

BY ART WASKEY

RELATIONSHIP MANAGERS

BY STEVE GUGLIELMO

Hannah Gray hannahg@gawdamedia.com

NEWS ROUNDUP

Lesli Mitchell leslim@gawdamedia.com

103

2022 EVENTS

113

NEW MEMBERS

104

INDUSTRY NEWS

114

NEW OFFERINGS

109

IN MEMORIAM

119

ADVERTISERS INDEX

120

THE LAST WORD

Anne DeSantis anned@gawdamedia.com

MERGERS & 110

ACQUISITIONS

STAY CONNECTED

GAWDAMEDIA.COM

4 • Spring 2022

Welding & Gases Today (USPS 22-975) is published quarterly: Winter, Spring, Summer and Fall, with additional publications in Spring and Summer. • Non-member subscription rate is $195 per year. • GAWDA members (key contacts and branch locations) receive the magazine as part of their dues. • GAWDA members can order additional yearly subscriptions (4 issues) for $40. • Welding & Gases Today is published by Data Key Holdings, LLC. on behalf of the Gases and Welding Distributors Association. • Periodicals postage paid at Ft. Lauderdale, FL, and at additional mailing offices (ISSN 1558-5344). • Editorial correspondence should be sent to Editors c/o editorial@gawdamedia.com • Advertising correspondence and materials should be sent to William Brod, Data Key Holdings, LLC., 9 Albany St., Suite 2E, Cazenovia, NY 13035; telephone (315) 445-2347, fax (315) 422-1721. • Postmaster: Send address changes to Welding & Gases Today, Gases and Welding Distributors Association, One Oakwood Blvd, Suite 195, Hollywood, FL 33020 • Welding & Gases Today is the official journal of the Gases and Welding Distributors Association (GAWDA) and carries news and announcements concerning GAWDA. • It is not responsible for contents or opinions other than association activities.

• Contents are copyright ©2022 Data Key Holdings, LLC. • All rights reserved. • Nothing may be reproduced in whole or in part without written permission of the publisher. • Questions and comments can be sent via e-mail to Editors, c/o editorial@gawdamedia.com. • Data Key Holdings, LLC. reserves the right to print portions of all or any correspondence mailed to the editors without liability on its part and no such correspondence will be returned. • Visit Welding & Gases Today Online at www.gawdamedia.com.

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PRESIDENT’S VIEW

Cultivating Capable Leadership

BY BOB EWING

A Bob Ewing is GAWDA’s 2021-2022 president as well as president of Red Ball Oxygen. He can be reached at 318-4256313 as well as bob. ewing@redballoxygen. com.

6 • Spring 2022

t our past few industry meetings, there are two phrases that keep coming up in our conversations: supply-shortages and lead-time. It seems we are living in a strange world of rising prices, rising demand, and perpetual lack of supply. Managing a business in this climate requires a lot of creativity, teamwork, persistence, and (perhaps most importantly) anxiety management.

It’s easy to get caught in crisis mode, bounding from fire to fire, focused on finding immediate solutions to pressing problems. But I want to suggest that things could get much worse if we neglect the one item in short supply that has the longest lead-time of them all. I’m speaking of capable leadership.

In the distribution business, decisions should be made as close to the customer as possible. This requires capable, competent decision-makers at every level and every location. On top of the socalled “great resignation,” we are undergoing a demographic “great rotation” of baby-boomers retiring and younger leaders stepping up. All of this is happening at a time when our industry faces immense challenges. Never in my experience has the demand for new leaders been higher.

Perhaps it’s true that there are “born leaders”, but I wouldn’t bet your business on finding enough of them. Leaders aren’t plug and play. Our industry requires specialized knowledge. Each of our individual company cultures can be quite unique - “an acquired taste” as they say. Good decision-making rests on deep appreciation of subtleties that are not captured in training power-points or procedural documents, but emerge from years of accumulated experience.

While leadership development can’t be rushed, it can be expedited. Experience is most effectively distilled and passed along by the power of rela-

tionship and example. Aspiring leaders need to see good leadership modeled, but they won’t pay much attention unless two conditions are met: They have challenging assignments. One of the biggest mistakes we make is waiting until a young person is “ready” (whatever that means) before thrusting them into a leadership position. If you see potential, don’t sit on it, push it. Leaders are developed under fire. Only when they feel the pinch of their inexperience will they seek true coaching. If they are properly supported, and if their potential is real, they will grow.

They trust their mentor. The Four C’s are the foundation of trusting relationships. Emerging leaders need to know that you are confident in their abilities, have concern for their well-being, are committed to their growth, and always express yourself with candor. Feedback that is simply expressed and well-intentioned is golden.

I would add one more “C” word - you must have the courage to be vulnerable and admit your own weaknesses and mistakes. It’s a lot less painful for young people to learn from your mistakes than from their own.

It all boils down to intentional mentorship: Leaders mentoring leaders. Fortunately, our association is an awesome resource. One way to express confidence and commitment in the young leaders in your organization is to bring them to a regional or national meeting. They will encounter inspiring examples of leadership in all functional areas of the gas and welding business from sales to operations, to administration. They will expand their network and their problem-solving resources.

They will return to your business with a broader and more powerful perspective. Let’s get about this work of developing our future leaders together, because the time will come when we need them to step up and lead us with distinction!

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DIRECTOR’S DESK

Where the Rubber Meets the Road

BY JOHN OSPINA

W John Ospina is GAWDA’s executive director. He can be reached at GAWDA Headquarters in Hollywood, FL, via telephone at 844-251-3219 or via email at jospina@gawda.org.

8 • Spring 2022

e’ve all heard the phrase, “that’s where the rubber meets the road.”

But what does that actually mean?

We’ve all heard this phrase before, but how many of you have asked, “what does that actually mean? How is this phrase applicable to GAWDA member businesses?”

Firestone is often credited with creating the expression. It was used in an advertising campaign back in 1956 that ran through the 1960’s. The phrase may have been borrowed from the British Avon Tires firm, which used a very similar phrase in their advertising as early as the late-1940s.

It is a phrase for when a theory or idea is put to the test to see if it works. While we all rely on different methods of shipping to bring our products to market, the most important step in that process is the last mile of delivery, and that last mile is by truck. If you can’t effectively and efficiently get your product to the customer when they need it, all the other preceding steps don’t matter.

While innovation is good, making incremental changes to existing products can be just as effective, and it has several advantages over reinventing the wheel. Incremental changes are easier and quicker to implement. They tend to be more cost effective than making wholesale changes. They help retain and enhance the product qualities that represent value to existing customers.

Well, I propose that businesses continue to succeed on how they manage their “tires.” So, what do I mean by this?

Track the performance of existing product. If they are not meeting expectations, make Incremental changes to improve their performance.

Then, Reinforce the improved value proposition through marketing efforts, and Evaluate how the changes performed over time.

If this does not help improve the product per-

formance, then consider Sunsetting the product to make way for newer higher performing products.

So, how has GAWDA used this method to improve the products we offer to our members?

Over the past two years we’ve added Marilyn Dempsey to our consultant team. We’ve given our consultants more ways to communicate to our members through the monthly roundtable webinar, more frequent safety alerts and consultant interviews on GAWDA TV. We’ve also expanded the number of educational offerings to supplement the University of Innovative Distribution, GAWDA university online and the members only documents.

Multiple webinar offerings are now scheduled each year like the ITR annual webinar and the current “Winning the War for Talent” six-part webinar series. We’re partnering with more sister association groups like CGA, AWS, and others, to bring together a wider scope of opportunities for our members. You can read more about the new educational partnership offering with AWS on page 60. Keep an eye out for more events to be added during the year. We have some exciting opportunities that are in the pipeline and will be announced during the SMC in Indianapolis.

Speaking of the SMC, we’ve also improved the SMC by adding the educational tracks, which bring together practical advice from industry leaders.

Last year, we had over 700 member individuals participate in the SMC and educational tracks.

This year, we’re well on our way to seeing similar participation. You can read more about the SMC and the education tracks on page 46.

I hope you’re taking advantage of all the benefits GAWDA has to offer. I also look forward to seeing many of you in Indianapolis during this year’s SMC. Thank you for your continued support of GAWDA and the industry.

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FROM THE EDITOR

The Pyramid of Success

BY STEVE GUGLIELMO

I Steve Guglielmo is GAWDA Media’s Editor-in-Chief. He has more than a decade of experience working with industrial associations.

He can be reached at steveg@gawdamedia.com.

10 • Spring 2022

t’s so fitting that the opening tailgate of this year’s Spring Management Conference will take place at the NCAA Hall of Champions.

With this year’s theme of “Leaders Mentoring Leaders,” I can’t think of any more appropriate place for GAWDA to gather.

I’ve always been much more of a professional sports fan, than a college sports fan, personally.

I think part of that is because I grew up in the Northeast where college football isn’t king, like it is in the South. It’s hard to get up every Saturday to cheer on 5-7 Syracuse, unlike what Bob Ewing gets to experience down in Death Valley. But even though I’m more of a professional sports fan, I’ve always had the utmost respect for the job that college coaches do. Unlike in the pros, college coaches are truly tasked with molding young men and women. There is probably nobody in the world more confident but less prepared for success than a freshman Division 1 athlete.

One of the best coaches of all-time was UCLA’s John Wooden.

Wooden won 10 national championships at UCLA and coached some of the greatest basketball players of all time. But what he’s most famous for, arguably, is his “Pyramid of Success.”

Even though he had some of the most dominant players in history, including Kareem AbdulJabbar, who they literally had to change the rules to slow down, “talent” is only in the third level of the pyramid. For those unfamiliar, the pyramid is made up of the following blocks and levels.

The Foundation: industriousness (one of the cornerstones); friendship, loyalty, cooperation, enthusiasm (the other cornerstone) The Second Tier: self-control, alertness, initiative, intentness The Heart of the Pyramid: condition, skill, team spirit Nearing the Peak: poise, confidence The Pinnacle: competitive greatness I think this year’s theme of Leaders Mentoring Leaders couldn’t possibly come at a better time for industry. Bob said it best in his column on page 06, “Perhaps it’s true that there are ‘born leaders,’ but I wouldn’t bet your business on finding enough of them.”

Leaders, by and large, are made, not born. And GAWDA’s conventions are a great place to help grow and mold the next generation of leadership.

As the Wizard of Westwood said, “Success is never final, failure is never fatal, and it’s courage that counts.” Your business may be humming now, but it can all come crumbling down with the next generation. Likewise, they may make mistakes as they learn along the way. But, as Bob said, “Leaders are developed under fire. Only when they feel the pinch of their inexperience will they seek true coaching. If they are properly supported, and if their potential is real, they will grow.”

I look forward to seeing everybody in Indianapolis as we gather together in the shadow of some of the great coaches and athletes in our history. May they set the tone for our meeting and be an example for our association.

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CONSULTANTS ROUNDTABLE

CONSULTANT ROUNDTABLE

Trends from Early 2022 GAWDA’s consultants discuss legislative updates and trends from the first quarter of the year

BY TOM BADSTUBNER, MARILYN DEMPSEY, MICHAEL DODD, RICK SCHWEITZER AND STEVE GUGLIELMO

T

he GAWDA Consultant Program is a GAWDA member benefit that is included as part of your member dues to the association. It is consistently rated as one of the most valuable member benefits that GAWDA provides. Between the four of them, GAWDA’s consultants bring more than 100 years of industry-specific experience to the association.

In the first quarter issue, we spoke with the consultants about a variety of topics that will impact your business in 2022. From recently passed or upcoming legislation, to the continued impact of COVID, to an increased frequency of inspections. In this issue, we followed up on that discussion to see if those expected trends have come to pass and discuss what is on the horizon as we move into the second quarter of 2022.

Thank you to Tom Badstubner, GAWDA’s FDA and Medical Gases Consultant, Marilyn Dempsey, DHS, EPA and OSHA Consultant, Mike Dodd, DOT Consultant, and Rick Schweitzer, Government Affairs and Human Resources Consultant, for lending their time and expertise to discuss these important topics. The following is a lightly edited transcript of that conversation.

WELDING & GASES TODAY: Since we spoke in November, there have been a slew of court cases that have been, if not finalized, at least hashed out to some extent. Rick, can you give us a state of affairs of where we stand with vaccine mandates?

RICK SCHWEITZER: TThere are two mandates that we’re particularly interested in. There’s the OSHA Temporary 12 • Spring 2022

Standard, which required that large employers. Which required that large employers with 100 or more employees have to either have all of their employees vaccinated against COVID or submit to weekly testing before they come to work. The United States Supreme Court issued a stay of that mandate pending review of the merits of the case. The decision on the stay was a 6-3 decision. And the opinion said that OSHA did not have authority from Congress to issue what is, in effect, a public health mandate, rather than a workplace safety mandate, because it was simply too broad. That decision is binding on the lower courts and the case was sent back down to the court of appeals in Cincinnati for consideration of the merits.

Subsequently, OSHA has withdrawn that emergency temporary standard, so that’s off the table, as a temporary matter.

However, there is more to the story. OSHA also, in that emergency temporary standard, used it as a proposed final rule and asked for public comments on the ETS as a proposed final rule. GAWDA joined in some comments with a number of other trade associations and submitted them to OSHA, as did many other affected businesses. OSHA is now pursuing a final rule that would implement some sort of vaccine mandate and testing mandate. Not on a temporary basis but on a permanent basis. Now, that raises the question, does OSHA have the authority to do that? And, based on the Supreme Court’s decision, I think the answer is no. I think that is fairly clear, actually, that OSHA can not do on a permanent basis what the Supreme Court said it couldn’t do on a temporary basis.

However, it’s possible that OSHA is going to try to reconfigure the mandate and change it in some way that we don’t know yet how it would affect businesses and come out with something

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CONSULTANTS ROUNDTABLE

that might garner an additional two votes on the Supreme Court. So, we will have to see what comes out of OSHA from a final rule standpoint and then see how the courts handle that.

On the federal contractor mandate, this actually applies to all federal contractors and subcontractors. It was stayed by two different federal district courts and two separate federal courts of appeals have refused to dissolve that stay. So, the federal contractor mandate, right now, is stayed by the federal courts. That has not gone to the United States Supreme Court yet, it is still working its way through the various court systems. But, as it is right now, the federal contractor mandate, which only requires vaccination and does not have a testing option, is stayed for the time being.

WGT: In our last conversation, we also talked about some other regulations that have come up. Tom, we talked about the FDA and the monthly drug production and releases. Last time, we said that February 15th was the deadline for 2020 and May 16th was for 2021, and then subsequent years would be in February for the prior year. Are there any best practices our members should be aware of as we come up on these deadlines?

TOM BADSTUBNER: We’re finding that the actual CARES Act submissions through the FDA portal are going well. On February 14, the agency modified their 2/15 deadline to become not mandatory. We still encourage members to comply when practical. The initial data gathering process has been difficult for some members and this new guidance gives us some breathing room. We’re finding that the most consistent issue is that the official FDA Drug Listing doesn’t always provide the codes for the size of cylinders filled today.

The cylinder size is linked to an “NDC code.” You cannot submit your CARES Act submission unless your Drug Product Listing and NDC Codes are correct. Many members need to update their listings before they can make their CARES Act submission. I encourage GAWDA members to look at their listings and make sure they’re correct. The law requires that we do it twice per year, in January and July.

14 • Spring 2022

WGT: Mike, you’ve been warning GAWDA members that the DOT standards were going to change on February 7th. Now that they have, what does it mean for GAWDA members?

MIKE DODD: The main thing I want to do is remind people that this is for new, first-time CDL holders or those that want to upgrade from a B to an A for the first time. It’s not existing drivers. It will be for HAZMAT endorsements, for the first time, not renewals. So, for example. a question I received this week was, “If a driver has let his CDL expire, they were concerned that driver would have to go through the new entry-level driver training program.” And I said, no, because it’s only for first timers.

RICK: There is an FAQ on the DOT site that says that if your CDL has lapsed, you do not have to go through the training program, as long as it was issued before February 7th.

WGT: In the first quarter issue, across the board, you said that all of the tea leaves were saying that each agency would be stepping up their inspections and enforcement. Are you seeing that come to fruition so far? Is that something we’re still anticipating?

CONSULTANTS ROUNDTABLE

MARILYN DEMPSEY: I have seen inspections start to come through; including a targeted inspection, which is an unannounced inspection that is part of their special emphasis inspection program.

They don’t give any notice of inspection, they just show up. I received a call from a member company that was chosen. The inspector came in, introduced himself and said he was going to inspect the facility. The company called me and asked, “What do we do?” We walked through the steps of the inspection, limits to the inspection, and how they are to be treated (never leave them alone!) They came to find out their company just happened to be on this targeted list and happened to be on the way to the inspector’s office. So, they were ripe, low-hanging fruit.

There have also been some state inspections that have been going on. However, I haven’t heard any big issues come out of them - it is just disruptive to your workday, even if you are prepared. The inspection is just less painful if you are prepared.

WGT: Tom, how about with the FDA? Have you seen inspections picking up?

TOM: Actually, we have not. We have seen a couple of

state and federal inspections. Just a couple. It will start up.

But we’re not seeing anything on the horizon.

MIKE: I have not seen an uptick either.

RICK: No, not at all.

TOM: I did want to bring up something a little different.

We are seeing, in the states, laws being passed to help control Medicare costs. This is being coordinated at a federal level. And the laws being passed at the state level are very similar. And they’re asking drug suppliers, like GAWDA members who fill medical oxygen, to submit what their wholesale costs are to the state. The idea is that the state wants to control the wholesale costs of drugs.

However, in every state so far, the regulations do not apply to medical gases. And so, I would encourage GAWDA members that if they get one of these letters from the State Board of Pharmacy or Board of Health where they are expected to register and report wholesale drug costs to review the request very carefully.

There are two reasons why medical gas suppliers are not normally covered. The first reason is that there are several ways that drugs can be authorized by Congress. There are

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CONSULTANTS ROUNDTABLE

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separate sections of the United States code that authorize drugs.

And our section is section 360ddd. There are other sections besides that that cover biologics, injectables, and traditional pharmaceuticals. Our section of the U.S. Code is not typically mentioned in these new regulations, and that can be the reason we are excluded.

The second reason we may not be included in these new regulations is that the monthly wholesale cost of medical oxygen

I want to remind people to go through and clean out their records. Some people are

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may be below the reporting threshold.

WGT: Mike you had mentioned there were some other areas of interest you wanted to cover for DOT, as well?

MIKE: I wanted to talk about taking care of normal, dayto-day items, like record-keeping. I have got a suggested filing system. I’ve had it out there for two decades and it has worked very well for the members. Those that follow it usually do very well on their on-site inspections and even the remote inspections. If members need a copy of that suggested filing system, just reach out to me and I can send it to them. And I want to remind them to go through and clean out their records.

Some people are pack-rats. They want to keep everything. And it actually clutters things up and makes it more difficult to find what they do need. And, during an audit, it makes them look very unorganized. And my filing system will have the required retention periods.

Probably the one thing that I have people hang onto with a little more discretion is the vehicle accident files that involve other people. If it’s just property damage, it’s not a big deal after three years to throw that stuff away. But if it involves another person, I always tell them to ask their insurance company what their statute of limitations are for bringing a vehicular personal injury lawsuit. A lot of people wait until the very last minute to bring a lawsuit up, so we want to make sure you haven’t thrown anything away that will help you. So, concentrate on

CONSULTANTS ROUNDTABLE

record-keeping, use a good system, keep it clean and keep things for how long they’re supposed to be kept.

MARILYN: I agree with Mike’s comment, it’s important that you review your programs. And when you complete the review that you note the new revision/review date. This shows that you didn’t just write it back in 1972 and let it sit, collecting dust, but that you have been reviewing it on a regular basis, that it is up to date and accurate. For example, the Hazard Communication and Facility Emergency Action plan are two documents that require current information that may change from year to year.

I had another topic I wanted to discuss, as well - workforce challenges. There is a shortage of workforce employees, especially the younger generation. And they have different concerns. Not so much just, “am I going to get paid?” but they have some social justice and some more non-tangible things that they’re looking for. I think one of the ways that the GAWDA consultants can be of help in this area is that we can help you with those non-tangible things that you can give to them. We can give you suggestions.

The Safety Committee has suggestions. Starting with upper management involvement. People like to see that their boss is involved and engaged. Safety training is another non-tangible benefit because it demonstrates that you have a caring heart.

You care about the workforce. And also training for advancement, where people know that they can move up and not be pigeonholed in one job. Those three things will help maintain and cultivate a good workforce.

MIKE: One more thing I wanted to talk about, is the clearinghouse. We’ve been under that program now for about two years. I think, by now, most people have figured out how to get registered and get their stuff in. The help desk at the clearinghouse has become very good. They help a lot of people with problems. But, I’m afraid that some people may be forgetting that they’re required to do at least an annual query on existing drivers. We just went through that last January. We got everybody, hopefully, through that first query. And now, here we are again, by the time this comes out it will actually be past due, but they’re required to do at least an annual inquiry on all existing drivers. Most people do that with a limited because it doesn’t require the driver having to get involved, although they can do a full, if they wish, but that gets every driver involved, if they do that. So, I would suggest that you take the easy route. And Spring 2022 • 17

CONSULTANTS ROUNDTABLE

GAWDA CONSULTANTS FDA and Medical Gases THOMAS BADSTUBNER AsterRisk, LLC P.O Box 292547 Lewisville, TX 75029-2547 508-883-0927 (office) 443-255-8984 (cell) tom@asteriskllc.com

DOT & Safety MICHAEL DODD MLD Safety Associates, LLC P.O. Box 93 Poplar Bluff, MO 63902 573-718-2887 MLDSafety@hotmail.com

Government Affairs and Human Resources RICHARD P. SCHWEITZER, PLLC 1717 K St. NW, Suite 900 Washington, D.C. 20006-2333 202-223-3040 rpschweitzer@rpslegal.com

DHS, EPA, and OSHA MARILYN R. DEMPSEY Safety Dragons Workplace Consultants, LLC 940-999-8466 marilyn@safetydragons.com

18 • Spring 2022

then, I wanted to remind members that any new hires that they have for drivers, they have to do a full query and they have to do that, in addition, just like they used to, the previous employer inquiries asking about those drug and alcohol issues. And they will need to do that for the rest of this year, because it’s January 6, 2023, that they can stop doing the previous employer inquiries and just rely on the clearinghouse. Because they will have three years worth of data by then. So, I just wanted to remind members to do their annual queries.

RICK: There is a final rule on the Driver Vision Standards that goes into effect March 22. It actually allows a driver who doesn’t meet either the distance acuity test, which is basically that you have to have 20/40 vision in each eye, corrected or uncorrected, and you have to meet the field of vision test for your peripheral vision. Right now, if you don’t meet both of those standards in both of your eyes, then you are disqualified medically, and you would have to go through a waiver process to be medically qualified to drive a commercial motor vehicle. FMCSA is now saying that if, in one of your eyes, you don’t meet either the distance vision or field of vision test or both, you can actually go through a process that doesn’t require you to get a waiver, which is an administrative burden, but you simply work with your optometrist or your ophthalmologist and they do an evaluation of you and they report that to your medical examiner and then the medical examiner makes the final decision on whether or not you’re medically qualified. And it will allow drivers to actually be medically qualified even though they don’t technically meet the vision standards in one of their two eyes. Drivers with monocular vision could be qualified to drive without having to go through the waiver process. And then, each time you go through your medical qualification, you go back to your optometrist or your ophthalmologist and repeat the process to make sure that you’re still meeting their standards. This goes into effect March 22, and it should help somewhat in getting additional qualified drivers out into vehicles.

CONSULTANTS ROUNDTABLE

I always want to remind people to keep doing the things that we need to be doing on an ongoing basis, such as making sure their training schedules are kept up.

MIKE: One last thing I wanted to mention to wrap things up, I always want to remind people to keep doing the things that we need to be doing on an ongoing basis, such as making sure their training schedules are kept up.

Most DOT things are every three years. Make sure those are being met. I want to remind members to look at their MCS150 and make sure they have updated that at least every two years. That’s an easy thing to forget. The HAZMAT registration will be coming up at the end of June, that’s a good thing to remind people about. And then, by the time you see this article in the magazine, it will be past due on your Unified Carrier Registration.

One last thing, this will come out just before the SMC. As always, we really encourage people to come by and see us at the Contact Booth. We love talking to members, seeing them

face-to-face, renewing old friendships and meeting all the new members. I’ve got several people that I talk to tell me that they’re looking forward to the SMC because it’s going to be their first one. I made it a point that they should come by the Contact Booth Program to come and see us.

TOM: Last thing for me, the GAWDA Medical Gas SOP program is reissued every year based on the many member suggestions and improvements from the previous year. And this year, it was also reissued in January. If members have not received their new copy of the GAWDA Medical Gas SOP program with new forms and new guidance all in one PDF, customized for them, including their own logo, they should reach out to me.

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CONSULTANTS SAFETY ALERT

EPA SARA TIER II

Leaking Cylinder Guidelines

BY MARILYN R. DEMPSEY, GAWDA DHS/EPA/OSHA CONSULTANT

The following is an excerpt from the GAWDA Safety Organizer, a monthly bulletin sent to GAWDA members. For more information on the GAWDA Safety Organizer, or to read past issues, visit the GAWDA.org Members-Only Section.

Marilyn R. Dempsey Safety Dragons Workplace Consultants, LLC 940-999-8466 marilyn@safetydragons. com.

22 • Spring 2022

S

ince 1986, any facility, public or private, that has hazardous materials present at or above established EPA threshold amounts (TPQ) may potentially be subject to the Emergency Planning and Community Right-to-Know Act (EPCRA) and must report inventory levels on a SARA Tier II report. Generally, the TPQ for the hazardous materials we inventory is 10,000 lbs., unless the material is considered an Extremely Hazardous Substance, then the TPQ is significantly lower (see EPA List of Lists.)

The purpose of a SARA Tier II report is to provide state and local officials and the public with specific information on hazardous chemicals present at your facility (quantities, location, and storage conditions) during the past year. This information is used by local Fire Departments for personnel training, HAZMAT planning, and local/ regional response to spills and releases. Tier II data is also used in mapping HAZMAT facilities

and their distance to sensitive populations, such as schools and nursing homes.

In addition to the products at your facility, you must also notify your customers (by February 15th) of their reporting obligations for any hazardous material stored at their locations above the threshold planning quantity (TPQ), as listed in the EPA List of Lists.

For example: • Bulk storage tanks/trailers at customer locations and owned by your company that contain hazardous material at or above the TPQ. • You are NOT obligated to notify the customer if they own the bulk tank...but it is good customer service.

• You are NOT obligated to file IF there is language in the contract that states the customer is responsible to comply with all EPCRA obligations.

NOTE: hospitals are exempt from the reporting and your notification requirement. (EPCRA 311 and 40 CFR 370.2 and 355.2 allow the exclusion of any “hazardous chemical” that is used for re-

CONSULTANTS

SAFETY ALERT

search, medical facility or hospital if they have a technically qualified direct supervisor).

Tier II forms, instructions and state reporting requirements can be found at EPA.gov/epcra.

Dates to note: February 15 - written notification due for customers with bulk tanks at/above TPQ March 1 - SARA Tier II filing due

LEAKING CYLINDER GUIDELINES

Leaking cylinders are not unknown in our industry - how we respond to a leaking cylinder is where we demonstrate our expertise…or do we have the expertise? Have your employees been trained on how to respond to a leaking cylinder?

Responding to leaking cylinders is similar to responding to a fire - never plan alone and never respond alone.

The GAWDA Safety Committee has developed “Guidelines for Handling Leaking Cylinders at Customer Locations.” This document is a practical approach to leaking cylinders and an easy-to-use document for training your employees. The doc-

ument includes the definitions of Minor and Major leaks, easy to follow flowcharts and a form to record customer complaints concerning leaking cylinders.

“Guidelines for Handling Leaking Cylinders at Customer Locations” can be found on the GAWDA website > MembersOnly Documents > Sample Safety Practices.

If you have any questions about leaking cylinders, SARA Tier II or other EPA, DHS, OSHA questions, please contact: Marilyn Dempsey GAWDA Consultant: DHS, EPA, OSHA Safety Dragon Workplace Consultants, LLC Email: Marilyn@safetydragons.com Phone: 940-999-8466

Spring 2022 • 23

CONSULTANTS SAFETY ALERT

Road Test

BY MICHAEL DODD, GAWDA DOT CONSULTANT

The following is an excerpt from the GAWDA Safety Organizer, a monthly bulletin sent to GAWDA members. For more information on the GAWDA Safety Organizer, or to read past issues, visit the GAWDA.org Members-Only Section.

GAWDA DOT & Safety Consultant Michael Dodd is president of MLD Safety Associates in Poplar Bluff, MO. Members can reach him at 573-718-2887 and at MLDSafety@hotmail. com.

24 • Spring 2022

T

he “Road Test,” do I have to give it or not to a new driver?

The regulations start out in 391.31 by saying that a person shall not drive a commercial motor vehicle unless he/she has first successfully completed a road test and has been issued a certificate of driver’s road test.

Then, in 391.33, the regulations give you a few exceptions. Please note, if the driver operates doubles, triples, or a vehicle requiring a tank endorsement, then you must always give the new driver a road test. However, if the driver operates any other type of vehicle, the motor carrier may accept, in place of a road test, the following: • A valid CDL from a state that requires a road test as part of obtaining the CDL; or • A copy of a valid certificate of road test issued within the previous three years.

Even though you may accept a current CDL or certificate of road test from another motor carrier, I highly recommend that you always give each new driver a road test. This is the only way you know that the driver really can drive your vehicle and do it in a safe and proper manner.

I continue to receive thanks from our members for reminding them to always do road tests. You would be amazed by the number of drivers that have a CDL but don’t know up from down when driving a truck or they do it very poorly. Doing

the actual road test will point this out to you.

THE ROAD TEST

The road test must be done in a vehicle of the type the driver will be assigned. There are minimum items and things you are required to do when administering a road test. These are: 1. A pre-trip inspection; 2. Coupling and uncoupling a combination, if the driver may drive such equipment; 3. Placing the vehicle in operation; 4. Using the vehicle’s controls and emergency equipment; 5. Driving in traffic and passing other vehicles; 6. Turning; 7. Braking, and slowing by means other than braking; and 8. Backing and parking.

The person that gives the test must rate the performance of the driver and this rating shall be on the form used to give the test and the person giving the test must sign the form. If the road test is completed successfully, the person giving the test must complete a certificate of road test that contains substantially the following: • Driver’s name • Social Security No. • Driver’s license number • State • Type of power unit • Type of trailers (if applicable) • If a passenger carrier, the type of bus • This certification:

CONSULTANTS

SAFETY ALERT

This is to certify that the above-named driver was given a road test under my supervision on _______, 20____, consisting of approximately ____ miles of driving.

It is considered my opinion that this driver possesses sufficient driving skills to operate safely the type of commercial motor vehicle listed above.

• Signature of the tester • Title of the tester • Organization and address of the tester • Date of the certification JJ Keller includes a good road test form and certification in their driver qualification files.

WHO CAN GIVE THE TEST?

A person who is competent to evaluate and determine whether the person who takes the test has demonstrated that he/she is capable of operating the commercial motor vehicle shall give the test. The road test must be of sufficient duration to enable the person who gives it to evaluate the skill of the driver in the above minimum items.

RECORDKEEPING

A copy of the certificate shall be given to the driver who was examined.

The motor carrier shall retain in the driver qualification file of the person who was examined: • The original of the signed road test form; and • The original or a copy of the certificate of the road test • If an employer accepts a previous road test certificate or operator’s license in lieu of a road test, the employing carrier must retain a legible copy of the certificate or license in the driver’s qualification file.

If there are any questions, please contact: Michael Dodd GAWDA DOT Consultant MLD Safety Associates, LLC P.O. Box 93 Poplar Bluff, MO 63902 573-718-2887 Email: MLDSafety@hotmail.com

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MEMBER BENEFIT

CGA Offers Free Compressed Gas Safety Resources for the Cannabis Industry

BY LAURA BRUMSEY, CGA VICE PRESIDENT OF OPERATIONS AND ADMINISTRATION

I Laura Brumsey is the Vice President of Operations and Administration for the Compressed Gas Association (CGA). She can be reached at 703788-2757 or lbrumsey@ cganet.com

26 • Spring 2022

n recent years, following the legalization of marijuana in a number of U.S. states, and the increasing popularity of CBD oil, demand for the compressed gas industry’s products has been on the rise in cannabis growing and processing facilities.

CBD oil producers have contacted staff at the Compressed Gas Association (CGA) with inquiries about how to safely install and use the gas systems needed in their facilities. While we can’t tell them how to use our products for their specific application, we are committed to communicating the safety considerations and risks associated with these products, and providing guidance on how to mitigate those risks.

This is in line with our scope, which our Board of Directors expanded in late 2018 to include providing “basic safety considerations for end use.” We continue to ramp up efforts to more widely communicate safety considerations and risks involved in using our products, and sharing strategies to mitigate those risks, so that users at all levels of experience and expertise can protect themselves, their customers, and their communities.

In 2020, the cannabis industry was identified as an area of focus for our growing end user safety communications. In discussions with cannabis association staff and operators, we had begun to hear a common theme emerge – that many weren’t sure where to find more information on gases, related equipment, and their safe use.

At the same time, our members had begun

In discussions with cannabis association staff and operators, we had begun to hear a common theme emerge – that many weren’t sure where to find more information on gases, related equipment, and their safe use. asking how we could help educate those in this emerging field on the potential hazards of the gases and equipment being used in cannabis operations – to help ensure that employees in these facilities could safely interact with our industry’s products and equipment.

CGA decided to help fill that gap.

Our staff engaged in conversations with representatives from the National Cannabis Industry Association (NCIA) to better understand how our industry’s products are used in these operations and identify the areas where education was needed. We also worked with the National Fire Protection Association (NFPA) to learn more about their standards activity on this topic and how they built relationships with cannabis facility operators to drive awareness and acceptance of safety messages.

As we delved into this industry, our committees identified four key areas that presented an immedi-

MEMBER BENEFIT ate need for education and safe handling information: carbon dioxide, cryogenic and refrigerated liquids, flammable gases, and cylinders and equipment. For each topic, we published a product-specific webpage, or “Safety Resource Center,” with one or more safety posters available for download, along with additional information and resources.

All safety posters are available for free download from our public website.

No login required.

Each safety poster is provided as a scalable PDF file, so you can print the size you need. The posters also have a space at the bottom where GAWDA members can add your company information to a “supplied by” box, before sharing this safety resource with your employees and customers. A QR code is also printed on the poster, giving viewers quick, easy access to additional safety information on the CGA website.

To serve the needs of users outside the cannabis industry, CGA is also working to produce generic versions of these safety posters.

As we researched cannabis growing and processing operations, we also heard

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MEMBER BENEFIT

Download CGA safety posters at www.cganet.com/resources/safety-posters/ from CGA members who expressed concern about whether cylinders might become contaminated by the oils produced in the CBD oil extraction process.

To find out, we worked with our committees, talked to people with practical experience in the field, and confirmed that contamination of cylinders could be an issue in certain situations.

In response, we published CGA PS-64, CGA Position Statement on Handling Carbon Dioxide Cylinders Previously Used in Cannabis Extraction or With Food Products Containing Cannabis.

This publication, first released in 2020, provides individuals with guidance on how to safely handle cylinders that are returned from these facilities.

28 • Spring 2022

To learn more about all of our end user safety information and to access CGA’s free safety posters, including for cannabis operations, see: https://www.cganet.com/ resources/safety-information/.

Learn more about the CGA’s cannabis resources by watching the March 15 episode of GAWDA TV, which features an interview with Laura Brumsey.

American Welding Society® FOUNDATION

2021-2022 SCHOLARSHIP RECIPIENTS In 2021, the American Welding Society Foundation awarded more than $1.6 million in scholarships. Thanks to the generous support of GAWDA members, the following students received scholarships of $1,000 or more to continue their education and become the next generation of leaders in the welding industry.

AIR PRODUCTS WOMEN IN GASES AND WELDING SCHOLARSHIP Kassidy Tohm Ferris State University

ARC3 GASES SCHOLARSHIP Mistidawn Jewell Tulsa Welding School

ATLAS WELDING SUPPLY SCHOLARSHIP Amelia Wright Jefferson State Community College

AWISCO SCHOLARSHIP Janice Strachan Pennsylvania College of Technology

BRANT FAMILY/INDIANA OXYGEN SCHOLARSHIP Dalton M. McCalister Lincoln College of Technology

KEEN COMPRESSED GAS SCHOLARSHIP Alex Shorter Hobart Institute of Welding Technology

MOBILE SECTION - WESCO AND MILLER ELECTRIC SCHOLARSHIP Jensen Brahier University of Central Florida

nexAIR LLC - GARY ENDERS SCHOLARSHIP Robert Johnston Missouri Welding Institute

NORCO INC. SCHOLARSHIP Tyler K. Dewitt Uintah Basin Technical College

NORCO INC. SCHOLARSHIP Lon E. Glazier Uintah Basin Technical College

JIMMY WALKER SR./SAF-T-CART SCHOLARSHIP William Harpole

O.E. MEYER – RODNEY S. BELDEN SCHOLARSHIP Rachel Blankenship

East Mississippi Community College

Ohio State University

SKY CYLINDER TESTING SCHOLARSHIP Taylor Maes Ivy Tech Community College

STEPHEN E. HARRISON MEMORIAL SCHOLARSHIP (WELSCO) Anna Curran Arkansas Elite Welding Academy

WELDER SUPPLY CO. SCHOLARSHIP Brian Walsh Blackhawk Technical College

WOMEN OF GASES AND WELDING - DISTRICT 7 SCHOLARSHIP Logen Justice Gateway Community and Technical College

WOMEN OF GASES AND WELDING - DISTRICT 8 SCHOLARSHIP Annah Reese Wallace State Community College

WOMEN OF GASES AND WELDING - DISTRICT 20 SCHOLARSHIP MacKenzie Jae Oppelt College of Southern Idaho

Contact Executive Director Monica Pfarr at 800.443.9353 Ext. 461 or mpfarr@aws.org if you are interested in establishing a scholarship or grant endowment. All donations to scholarships and grants are matched 100% by the AWS Foundation.

Learn more about the AWS Foundation’s efforts to support education and careers in welding at aws.org/foundation.

Membership | Certification | Education | Training | Standards | Publications | Events | Foundation | Bookstore aws.org

ASK YOUR BOARD

Ask Your Board

A

sk Your Board is a new feature that will run in the 2nd, 3rd, and 4th Quarter issues of Welding & Gases Today. The purpose of Ask Your Board is to ask common business questions that all GAWDA members might be dealing with and to see how GAWDA’s Board of Directors are dealing with these issues within their own companies. To submit a question for GAWDA’s Board Members to consider, please email steveg@gawdamedia.com THE QUESTION

As the industry is facing a “labor shortage,” what has your company done to combat this issue?

How have you found success in recruiting and retaining talent?

BOB EWING 2022 GAWDA PRESIDENT Red Ball Oxygen Company We sure don’t have any magic wand.

Just a lot of hustle to get the word out and shake the trees for applicants. We are offering referral bonuses, using tons of social media, and working on community partnerships with vocational schools. We are making sure to simplify and expedite the whole selection and hiring process, so we don’t have good candidates waiting on us for an offer. And we don’t wait until we have an opening to start recruiting. We are always recruiting, whether we have an opening or not.

30 • Spring 2022

ROBERT ANDERS 2022 GAWDA PRESIDENT ELECT Holston Gases, Inc. One of the things we tell our managers is to “control what you can control.”

External market forces that make the labor situation so volatile are out of our control, but what we can control is how we treat our current employees. It doesn’t really matter if you have a great plan to attract new employees, if you are constantly losing your current talent. Our first focus is retention.

Like everyone else, we post openings on most of the job search sites, but we have had the most success by interviewing talent referred to us by our current employees.

GARY HALTER 2022 GAWDA FIRST VICE PRESIDENT Indiana Oxygen Company Indiana Oxygen has changed our criteria for hiring. It is no longer about looking for the perfect candidate with vast amount of experience in the position that we need to fill. It is now about finding the person that fits our culture and has the ability and willingness to learn the job requirements. We utilize a 30-day check-in process for new hires, which is done with our HR team and their direct manager.

This process is an attempt to ensure the new employee has all he or she needs to successfully do their new jobs.

IOC has a new hire orientation program; all the new employ-

ASK YOUR BOARD ees of the company have a day at corporate where they learn about the history of the company, get to know their leadership team, know the company’s goals and future plans and have lunch. Here, they have the opportunity to ask questions and get to speak with other new employees to build relationships and share their experiences with IOC. Indiana Oxygen’s success in retaining our talent has been in finding the hidden talents within our people. We work very hard at hiring from within and it works the large majority of the time. IOC encourages conversations about “where do you see yourself in the future?” These conversations are done with their Area General Managers, Managers, Executive Team and through our stay interview process conducted with Human Resources. The bottom line is, through these processes and conversations we certainly hope our people know we care about them, because we do.

ERIC WOOD 2022 GAWDA SECOND VICE PRESIDENT O.E. Meyer Company Being an Employee-Owned company certainly helps with our recruitment and retainment. Although, we still face the struggle to keep the pipeline of talent full. Recently, our largest successes have come from partnering with local university business colleges and participating in their job fairs and job placement initiatives. We have had more success with this avenue and LinkedIn than posting jobs on Indeed, where the talent pool seems to have dried.

Retaining the new talent takes engagement and for them to feel they’re valued and contributing. We get them involved in training immediately and work to identify and develop their role immediately within the organization. Our biggest risk is losing them if or when they don’t feel that they are contributing and/or utilizing their talents!

ABYDEE BUTLER MOORE 2022 GAWDA FIRST PAST PRESIDENT Butler Gas Products Our main recruitment strategy at Butler Gas is word of mouth, and we get all associates involved in helping identify and refer high performers. Great people know great people. We always bump referrals to the top of the pile. For retention, in addition to providing industry-leading wages, we aim to provide an environment where Spring 2022 • 31

ASK YOUR BOARD our colleagues’ unique talents can shine, where their ideas are heard, and where they can contribute significantly to a winning team. We believe in a challenging, fun, close-knit work family.

BRAD PETERSON 2022 GAWDA SECOND PAST PRESIDENT Mississippi Welders Supply Company We place a high value on all employees. We treat them with respect and appreciation. We emphasize referrals from current employees with a bonus of $250. We emphasize our family-oriented outlook. We are accommodative to those who want to transition gradually to retirement, ramping down their hours as it suits both them and the company. We stay in touch with candidates who may not “sign-on” right now, but might want to in the future.

And we demonstrate that everyone pitches in to get things done…if no one else is available, the boss drives the truck or mans the counter.

32 • Spring 2022

BRAD ARMSTRONG 2022 GAWDA VICE PRESIDENT General Air Service & Supply Employee retention has always been a priority at General Air. From financial benefits, like profit-sharing and tuition reimbursement, to personal benefits, such as the homebuyer assistance program, our strategy for retention is to help our employees improve their lives. With the current labor shortage, not only have we increased our bonus and wage packages, but we have also taken a proactive approach to employee satisfaction.

Last year, the HR team engaged a third-party to conduct an anonymous survey, the results of which have led to the implementation of new programs and policies. Listening, rewarding hard work, paying a competitive wage, and helping our staff meet their personal goals have been effective retention strategies at General Air. To prevent understaffing, we onboarded a full-time recruiter that has bolstered the HR team and streamlined the hiring process. Additionally, we have doubled our payouts for the employee referral program and increased our networking efforts with local non-profit and higher learning institutions.

Fortunately, our fundamental value of taking care of our employees as well as aggressive hiring strategies have allowed us to maintain comfortable staffing levels throughout the current turmoil.

ASK YOUR BOARD RAFAEL ARVELO 2022 GAWDA VICE PRESIDENT Equigas, Inc. We have been blessed to be able to keep our employees and bring in new talent. The first thing is to have a strong communication line with them, to really listen to what they need and what they really want. Many times, they do not know how much they can grow inside of the organization. Small companies, with no HR department, sometimes struggle in communicating these opportunities.

Another challenge is creating a development plan depending on their strengths. Last, but not least, nowadays, especially with high inflation and shortages, you must frequently compare the compensation and benefit landscape with other companies in your region and in your industry. Make sure you are in the higher average, depending on the position and how critical it is to the company.

ALLIE EARLBECK 2022 GAWDA VICE PRESIDENT Earlbeck Gases & Technologies We have found that the best defense is a good offense. The best way to retain our top talent is to stay engaged with them to make sure they feel they are valued, and their needs are being met. This needs to be done on a one-to-one basis, as I think COVID brought up a lot of

existential thought around the role that one’s career plays in their life. Providing a paycheck isn’t enough anymore. Some are looking for growth opportunities, greater compensation, more recognition, better work-life balance, or flexible hours.

It looks different for each person, depending on their stage of life and their personal values. Taking the time to listen and address each person’s needs allows us to stay ahead of employee morale issues and happy employees make the best recruiters.

JOSH HAUN 2022 GAWDA VICE PRESIDENT Haun Welding Supply, Inc. This is the million-dollar question.

We have put a lot of effort into both recruiting and retention. On the recruiting side, we use different websites, depending on the position. Our Marketing Coordinator has helped HR by going through posted resumes to reach out to people along with advertising positions on various social media platforms. We have clarified our job descriptions and produced videos of certain jobs, so candidates have a better expectation for the position and our company. On the retention side, we are working on codifying our company culture and building community among employees. We are trying to do a better job with internal communication and recognizing effort and achievement. In the state we are in, we need to continue to focus energy on both sides of this coin so that people don’t want to look anywhere else for employment.

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COMMITTEE CORNER

Committee Corner

A

s part of its continued push to help GAWDA members get the most out of their membership dues in the association and stay on the front lines of emerging industry trends and hot-button issues, GAWDA has several volunteer committees devoted to specific areas of the industry. The volunteer committees include: Government Affairs, Human Resources, Industry Partnering, Insurance Trustees, Leadership Development, Member Services, Safety, Women of Gases and Welding, and Young Professionals.

This new feature in Welding & Gases Today will update readers on the latest news and events from each committee.

We thank all the committee chairs for their help and input as well as their service to the association and its members.

If you are interested in enhancing your GAWDA experience and joining a committee, visit

www.gawda.org/about/committees to fill out a GAWDA volunteer form today.

34 • Spring 2022

GOVERNMENT AFFAIRS COMMITTEE

Co-Chair Chuck Beal, American Welding & Gas

Co-Chair Rick Schweitzer, GAWDA Legal Counsel

The GAWDA Government Affairs Committee provided updates on several outstanding legislative issues and continues to work on seven primary priorities.

The committee will meet in person at the Spring Management Conference in Indianapolis.

• FDA has indicated its willingness to issue new regulations on medical gases; CGA and GAWDA worked together to provide a draft set of regulations to the agency in 2018 and have responded to additional requests for information from the agency. The timing of publishing the new regulations is still unknown.

• At the direction of President Biden, on November 5, 2021, OSHA issued an Emergency Temporary Standard requiring all companies with 100 or more employees to mandate all employees are vaccinated for COVID-19

or submit to weekly testing. The ETS was challenged in court, and the U.S. Supreme Court heard arguments on January 7, 2022, on whether to stay the mandate while the merits are under consideration. On January 13, 2022, the U.S. Supreme Court reinstated the stay against the OSHA ETS. In a 6-3 vote, the Court held that OSHA did not have authority from Congress to issue such a broad public health mandate.

On January 26, OSHA withdrew the ETS, but is still working on a final rule to cover employee protection from COVID. • The Biden Administration also imposed requirements for COVID vaccinations for all employees of federal contractors and subcontractors working in relation to contracts over $250,000. This mandate was supposed to go into effect January 4, 2022 but

COMMITTEE CORNER has been stayed by a federal court.

• Congress passed and the President signed into law a bill reauthorizing the federal highway and bridge program for $1 trillion over five years.

The new law does not revise DOT’s final rule to revise the driver hours of service regulations that expanded the short haul exemption from 12 to 14 hours and from 100 air miles to 150 air miles for all CDL drivers. The new law also contains a pilot program for 18–20-year-old drivers to operate a commercial motor vehicle in interstate commerce after an apprenticeship program.

• The $2 trillion plus budget reconciliation bill is stalled in the Senate as at least two Democrat Senators, Joe Manchin (WV) and Kyrsten Sinema (AZ), have voiced opposition to the

size and scope of the bill. The Senate leadership will continue to negotiate in an attempt to reach a consensus on the bill, but it appears dead for now.

• DOT’s final rule on entry-level driver training went into effect February 7, 2022. Drivers seeking a new Class A or B CDL, or to upgrade from Class B to Class A, or seeking a hazmat endorsement, must complete training in an accredited course from an entity on the FMCSA Training Provider Registry before taking the skills test.

The Training Provider Registry will retain a record of which CDL applicants have completed the new training and certification process.

• The House of Representatives has passed the PRO Act, which would adopt a strict three-part test for classifying workers as independent con-

tractors. It also would impose new limitations on management interference with union organizing activity and create additional unfair labor practices.

Passage in the Senate is uncertain.

• DOT exemptions for driver hours of service for deliveries in response to COVID-19 emergency and validity of expired Commercial Driver’s Licenses and medical certificates due to COVID-19 extended to February 28, 2022. Exemptions for expired Hazardous Materials Endorsements for CDLs expired December 31, 2020.

Current GAWDA Government Affairs Priorities 1. Work with CGA to encourage the FDA to adopt separate and reasonable regulations for medical gases as soon as possible.

Spring 2022 • 35

COMMITTEE CORNER 2. Preserve the DOT driver hours of service revisions that went into effect in 2020.

3. Preserve the DOT’s preemption of state law meal and rest break requirements for drivers of vehicles carrying placarded amounts of hazardous materials.

4. Support implementation of a pilot program to allow 18–20-year-old individuals to drive commercial

motor vehicles in interstate commerce after completing a strict training and apprenticeship program.

5. Support a DOT rulemaking to allow use of electronic shipping papers for hazardous materials transportation by highway mode.

6. Work with NAW and other business groups to defeat passage of PRO Act in the Senate.

7. Continue to provide current information to member companies on changes in federal and state laws and court decisions, including protection of workers from COVID-19, use of marijuana in the workplace, and COVID vaccine requirements.

INDUSTRY PARTNERING COMMITTEE

Co-Chair Justin Johnson, Keen Compressed Gas The Industry Partnering Committee continues in its mission to provide a proactive forum for suppliers and distributors dedicated to the continual improvement of the welding supply/equipment and gas distribution industry; to communicate to our membership ideas regarding operational, marketing and systems approaches to improve the quality of service to our customer base and; to serve as a vehicle to facilitate communication and understanding between suppliers and distributors leading to improved profitability for both parties.

The committee, which will meet at this year’s SMC, continues to work on several key initiatives including: Continued support and promotion of the AWS/WEMCO Excellence in Welding Award • Follow up with AWS that the nomination process can be simplified for upcoming year, preferably a one-page document.

36 • Spring 2022

Co-Chair Terry Scanlan, Messer • GAWDA shares results from distributor forecast done at beginning of the year for IPC review.

• Promote Award at the SMC in hopes of receiving nominations during the event.

• The committee recommends that AWS include a more significant presentation at GAWDA Annual Convention.

Promote Engagement amongst smaller suppliers • Opportunities exist for smaller suppliers to interact with distributors or collaborate with larger suppliers.

• GAWDA can lean on this committee to help support smaller suppliers struggling with engagement.

• The committee will work with the Member Services Committee to help new members with coaching, exhibiting checklist, and engagement at the meetings.

Ensure that GAWDA plans to continue with the ½ day pass program and promotes in a timely fashion (6 weeks prior to the meeting).

• GAWDA has verified that the 1/2 day pass program will continue 6 weeks in advance of the meeting.

Implement a Networking 360 Program • Discussed framework on how the program would work including pricing, logistics, objective, and timing.

• We have received approval to move forward with the Networking 360 event, and will be working with GAWDA Leadership and GAWDA Media to promote and provide framework toward the launch at the Annual Convention.

COMMITTEE CORNER INSURANCE TRUSTEES COMMITTEE

MEMBER SERVICES COMMITTEE

Co-Chair Rick Young, Cryostar USA Co-Chair Jimmy Walker, Jr., SafTCart

Co-Chair Brian McLaughlin, GAWDA Group Life Insurance Consultant The Insurance Trustees Committee continues to recruit new members to join the committee, with a list of prospective committee members being actively developed. If you are interested in joining this committee, visit gawda.org/about/ committees to fill out the GAWDA volunteer form.

The committee is working with Met Life to enhance its marketing materials. The Group Life Insurance page on GAWDA.org was recently revamped and an article on the Life Insurance Program was featured in the 3rd Quarter Issue of Welding & Gases Today.

All audits have been completed and tax liabilities have been satisfied. The committee continues to brainstorm on how best to compete with standard issue insurance programs and on better ways to sell our program.

The Member Services Committee will meet on March 16 and then at the Spring Management Conference in Indianapolis.

The committee continues to focus in two areas via subcommittees: Growing Membership and Engagement chaired

by Jason Reigner and John Tapley, respectively. The Growing Membership subcommittee has prioritized efforts in two areas: adding membership from buy-

Co-Chair Dana Sorensen, Minneapolis Oxygen Company ing groups and improving efforts to serve the smaller distributors. The subcommittee has identified prospects from other like-minded organizations like the AIWD, IWDC, and Messer Distributors Group, who would be good fits for GAWDA but are not currently members of the association. The Engagement subcommittee is working with GAWDA to utilize the LinkedIn page to better drive the men-

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COMMITTEE CORNER torship program. John Tapley was interviewed recently by GAWDA TV about the MSC and the Engagement Subcommittee for the February 15th episode.

The primary goal for the MSC and the two subcommittees is focused on “proactive outreach.” This is done utilizing programs that access the consultants, CGA

programs, and networking via emails and the Test Drive video. Valuation of these programs offered by GAWDA result in annual savings of $11,000 - $15,000.

SAFETY COMMITTEE

Co-Chair Jim Herring, SafTCart The GAWDA Safety Committee meets monthly via the Go-To-Meeting platform. The committee has added new members over the past year and today has 22 members from all aspects of the welding industry from distributors to manufacturers to insurance experts including four GAWDA consultants, one CGA representative, and a GAWDA board member.

Co-Chair Bill Woods, American Welding & Gas

The committee is broken down into four subcommittees that have revolving chairs. Each subcommittee is assigned existing sample safety practices for a dustup to keep it relevant and a new topic based on input from the membership.

The entire process evolves over five to six months until we agree to publish the results of the subcommittee. Our method of development allows each Safety

Committee member to have a voice in the documents we produce. We divide our group twice a year and generally publish eight different safety practices which can be found on the GAWDA website under members only documents.

For more information about our committee or if you are interested in joining, please visit the GAWDA website.

WOMEN OF GASES AND WELDING COMMITTEE

Co-Chair Judy Miller, WESCO Gas & Welding Supply The Women of Gases and Welding (WGW) committee continues work toward our mission objectives through personal and professional development as well as educational and networking opportunities. WGW held its first meeting of 2022 on January 6th, 2022, and will meet in person at the SMC in Indianapolis.

38 • Spring 2022

Co-Chair Sue Reiter, Air Products & Chemicals

WGW Educational Grant Program As mentioned in the Q1 Issue of Welding & Gases Today, WGW Committee has been working hard on establishing the final guidelines and parameters of its new Educational Grant.

The committee has determined the final program details, such as the recipient

selection process, the distribution of funds, the overall timeline and current sponsorship commitments already received and are ready to propose its final plans to the Board. WGW is very excited to be offering this program to GAWDA members. This has been a dream/goal of WGW committee members for some time.

COMMITTEE CORNER Other Current Projects 2022 Marketing for WGW Committee: Committee member Melissa Heard has been working with both Andrea Levy with GAWDA and Steve Guglielmo at GAWDA Media to promote the committee initiatives and events. This effort will continue into 2022.

that there are several GAWDA members who would like to either join our committee or become involved more in some fashion. In our next couple meetings, we will discuss how to we can broaden our committee team and/ or establish a platform for members to get more involved within WGW.

WGW Committee Interest It has been brought to our attention

SMC Meet & Greet The WGW will hold a meet & greet

at the SMC in Indianapolis. The committee will hold a meeting from 2:00-3:00 p.m. to accommodate those members serving on multiple committees, then will hold a Meet & Greet from 3:004: 00 p.m. before walking over to the Newcomer’s Reception togther. Also, during the SMC, Judy Miller will present the WGW Educational Grant during the General Business Session on Tuesday, April 5th.

YOUNG PROFESSIONALS COMMITTEE Learn more about the GAWDA Engagement Subcommittee by watching the February 15th episode of GAWDA TV, featuring an interview from MSC member John Tapley.

Co-Chair Liz Standley, ILMO Products

Co-Chair Cody Patrick, Gas Equipment Company The Young Professionals Committee will meet from 12:00 -2:00 p.m. on April 3, at the Spring Management Conference in Indianapolis to begin planning for our event at the Annual Convention in San Diego this fall. Ideas and suggestions are welcome from past and potential event attendees. Young professionals can direct their feedback to co-chairs Cody Patrick at cpatrick@ gasequipment.com or Liz Standley at estandley@ilmoproducts.com to take to the committee in April.

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Spring 2022 • 39

MEMBER PROFILE

Making Their Customers’ Cup Runneth Over How Leonard’s Syrups has become a one-stop shop

BY STEVE GUGLIELMO

W

hile Leonard’s Syrups was technically founded in 1965, the origins of the company stretch back much, much further than that, to a college dorm room in Columbus, Ohio. When Leonard Bugajewski Sr. was enrolled at the Ohio State University, he got the idea to open his own soft drink bottling brand. During his junior year, Bugajewski and his roommate left Ohio State to open the Clio-Cola bottling plant. The company, however, was short-lived, and was dissolved in 1940 due to the product label and name being too similar to Coca-Cola. However, while the company was shut down, Bugajewski’s passion for the industry was not extinguished.

Leonard Sr. returned to Ohio State and received his degree in 1942, before serving in the Navy. In 1946, he started a Pepsi-Cola bottling plant, which was purchased by the Pepsi parent company in 1951. From there, Leonard Sr. joined the 40 • Spring 2022

Vernors Ginger Ale Company’s Buffalo, New York, branch before moving to Detroit in 1956 to become a National Sales Manager for Vernors. After fighting for funding for the company’s syrup division, he decided to resign in 1964.

That fall, he conceived Leonard’s Syrups as a division of Mavis Bottling Operations, before spinning the company off on its own 1965 after his son, Leonard Bugajewski, Jr. graduated from the University of Michigan. From the start, Leonard’s Syrups has always been a family affair, as Leonard Sr.’s wife, Irene Bugajewski, worked with the company on weekends doing the books, while Leonard Jr.’s wife, Jean Ann Bugajewski did the customer invoicing and collections.

Leonard Jr. had his degree in Forestry/Chemistry, so he worked as the company’s flavor chemist, manufacturing the soda using flavors from Foote & Jenks. Soon, he realized that he wanted a more unique flavor, so he started consulting with the head

MEMBER PROFILE flavor chemist at Foote & Jenks and a lifelong friendship and consulting partnership was formed. To this day, Leonard’s still makes their own flavors.

COMPANY GROWTH

Leonard’s Syrups’ growth and evolution has been dictated, in large part, by the changing habits of the American consumer.

“In 1964, going out to eat was something that people did maybe once per month,” says Leonard’s Syrups Vice President Sherri Iskra.

“Typically, office and factory workers brought their lunch from home. Fast-forward 30 years and eating out daily is commonplace. There are thousands of fast-food restaurants across the USA.” While the company made its name with its syrups, it really began to explode in the mid-90s with an investment in Bulk CO2.

“That was one of the largest changes ever for Leonard’s Syrups,” says Iskra. “That made continuous carbonation a possibility for bars and restaurants. The investment to dive into Bulk CO2 was large, and we felt it was risky, but we are so glad that we made the leap.”’

Bulk CO2 has become such an integral part of Leonard’s Syrups’ business that it keeps 582,000 pounds of CO2 on-site at its Detroit location in seven above ground tanks. With the recent CO2 supply chain issues, Leonard’s Syrups has ensured that it will always have enough CO2 on-hand to service their customers, no matter what happens.

“When McDonald’s can’t pour their pop or a bar can’t pour their beer, that’s a major problem,” says Iskra. “So, we have to always make sure that we have that CO2 on hand.”

In fact, bulk CO2 has been such a major part of the company’s business that it has expanded its application beyond the beverage industry.

“We are fortunate enough to have branched our CO2 division into other areas, such as fire suppression and swimming pools,” says Iskra.

This was fortuitous, as the consumer evolution that drove Leonard’s Syrups to invest so heavily in Bulk CO2, has now begun to swing the other way.

“A major change recently has been the health craze,” Iskra says. “People are demanding healthier choices, and not purchasing as much soda for their home. COVID caused yet another change, as restaurants were closed for a very long time, and when people order carry-out, they seldom order a beverage to go with it. This caused a major dip in soda sales. However, because of our diversification, we were able to stay afloat with our Bulk CO2 sales. And now, even with the health craze, when people are out, they tend to make exceptions, and will order the soda.”

She continues, “Recently, restaurants have begun to move away from high-pressure cylinders. They have high turnover, and they don’t want to train each new person how to change the high-pressure gas cylinder every time they are empty. They really want the continuous carbonation that Bulk CO2 provides. Leonard’s keeps bulk tanks in stock at all times, so we are able to do an install within 24 hours of a customer calling.”

Today, the company stives to be the one stop shop for all beverage needs. Leonard’s Syrups can provide the full installation of a bar or restaurant’s beverage system beer system, bulk CO2 system, ice machines and all soda and juice products.

The company continues to diversify, something that has been a hallmark of the fourth-generation family-owned company since its inception, as it has recently added blend gas, oxygen, and helium to its repertoire.

Spring 2022 • 41

MEMBER PROFILE

We believe in promoting from within and ensuring that each one of our team members has every tool they may need to succeed.

COMPANY CULTURE

“Leonard’s Syrups is committed to being recognized as the leading full-service supplier of beverage products and beverage dispensing solutions in the State of Michigan. Our team is dedicated to providing an exemplary customer service experience and the highest-quality beverage ingredients to assist our customers run their businesses more effectively and efficiently. Our team members are the heart of Leonard’s Syrups, and we treat them as we would a valued customer. We are a team of hardworking, passionate professionals who truly care about the customers we serve.”

The company’s mission statement says it all. And to achieve the lofty goal of becoming the leading full-service supplier of beverage products in the state of Michigan has required buy-in from all levels of the company.

“Culture is an important foundational piece to the structure of our company,” Iskra says. “We believe in promoting from 42 • Spring 2022

within and ensuring that each one of our team members has every tool they may need to succeed. Our culture is formed in the belief that anyone is capable of achieving high levels of success and satisfaction with their work. We maintain an open-door policy where any team member is welcomed and encouraged to express opinions or concerns. We believe this helps foster a culture of transparency and integrity to help set us apart from our large competitors.”

In addition to its open-door policy, the company has benefited greatly from its continuity of leadership and consistent ideals since its founding. Co-Founder Leonard Bugajewski, Jr. continues to be an active CEO, while his wife and original employee Jean Ann Bugajewski also continues to be an active participant in the business. Their son, Leonard Bugajewski III serves as the company’s president, while their daughter, Sherri Iskra, serves as Vice President. The late Stephen

MEMBER PROFILE weekend service, so if you run out of product or gas, or your draught beer system goes down, we are able to be there within two hours. This really sets us apart from the ‘big guys.’”

THE NEXT STEPS

Bugajewski was integral to the company’s product development and marketing. The fourth generation of the family is now active at Leonard’s Syrups, as Lucas Iskra is the company’s head of business development and Mark Iskra is the company’s resident “jack of all trades” working across numerous departments to ensure continuity and maintain company standards.

Leonard Jr. built a reputation over his time in business for his integrity and generosity.

“It’s Leonard’s philosophies that still drive the company,” says Iskra. “They are built upon helping both our customers and our team members succeed at all costs. It’s no mistake that the Leonard’s Syrups brand started with nothing but a father, a son, and a delivery truck and is now recognized all over Michigan. Leonard Jr.’s classic family values and traditional business ethics have set us apart from our competitors since 1964. Leonard believes that at the core of our business is our team and if any individual is willing to work hard, then they deserve a chance to prove themselves. “ Leonard Jr. was fond of saying, “Our customers deserve the very best service and highest quality products. Period.

Anything less is unacceptable.”

Says Iskra, “We pride ourselves on same-day service if a customer has a problem. Leonard’s offers after hours and

“The future of Leonard’s belongs with the younger generation,” says Sherri. Two of the six grandchildren in the fourth generation are currently working full time helping the company grow, and there are four more waiting to succeed and give the service and attention to the family restaurants they serve.

The fourth generation is looking forward to expanding and building upon the solid foundation that has been established during the past 68 years. Our customers realize only a family supplier knows how to relate and serve a family business ‘like one of the family.’”

In recent years, Leonard’s Syrups has made a real effort to “future-proof” its business. This included large capital investments including: purchasing ten Ford Fiesta’s for the company’s beer coil cleaning department; purchasing eight Dodge Rams for the service department; upgrading its plant to save energy and provide a safety and healthy work environment for its employees.

In addition to those changes, the company is putting time and effort into its online presence.

“Customers prefer to do business on their time,” Iskra notes.

“They want online ordering, online bill pay, online everything!

In 2022, we are rolling out our webstore, where customers can place orders, place service calls, see and print their outstanding invoices, make payments, such us a message, and much more.”

She continues, “We are using telemetry more and more on our Bulk CO2 vessels. Customers have an app that they can log into to view their tank, see the pressure of the tank, see how full/empty the tank is, etc. We are constantly thinking of how we can utilize technology to make the customer interface easier and less time consuming for our customers. We just implemented bar codes on all of our high-pressure gas cylinders, so we are able to track the lot number of the gas in each cylinder, see the history of the cylinder, and automate the monthly rental process of the cylinders. It is nice for the customer to see the exact serial numbers of all cylinders that are on their property that they are paying rent for.”

As Leonard’s continues to diversify its business, it has made the investment to become members of the International Beverage Dispensing Equipment Association (IBDEA), as well as to become more visible in the GAWDA community.

No matter where the future takes Leonard’s Syrups, it will always remain devoted to the foundational pillars set forth by Leonard Sr. and Leonard Jr. Spring 2022 • 43

Keeping the Gas & Welding Distributors Association connected, one video at a time.

New videos expected to be released the 1st and 15th of every month.

JUST SEARCH “GAWDA TV” ON YOUTUBE

Most Watched Videos Episode 1 – COVID 19 Episode 3 – CANNABIS Episode 8 – GAWDA PRESIDENTS Episode 10 – SMC RECAP Episode 11 – MADE IN THE USA Episode 15 – A DDRESSING THE LABOR SHORTAGE Episode 16 – GAWDA GIVES BACK

Have an interesting story to tell?

Contact Steve Guglielmo about being interviewed for an upcoming episode.

Episode 17 – TELEMETRY Episode 22 – HAPPY HOLIDAYS Episode 25 - NEXT GENERATION LEADERS

Interested in Advertising on GAWDA TV? Contact Tim Hudson to find out about...

2 MINUTE SUPPLIER INTERVIEWS | COMMERICALS 315-445-2347 | WWW.GAWDAMEDIA.COM

44 • Spring 2022

2022SMCPREVIEW

Indianapolis

Sunday, April 3, 2022 – Tuesday, April 5, 2022

HOTEL INFORMATION

HOST HOTEL JW Marriott Indianapolis 10 S. West St. Indianapolis, IN 46204 PHONE: 317-860-5800

GETTING THERE The JW Marriott is a 20 minute drive, approximately 13 miles, from Indianapolis International Airport.

46 • Spring 2022

Soaring 33 stories above downtown, JW Marriott Indianapolis boasts posh accommodations and intuitive amenities for an unrivaled stay in the heart of the city. Conference-goers, destination shoppers and sports fans alike will admire the hotel’s privileged location flaunting skywalk access to Indiana Convention Center, Circle Center Mall and Lucas Oil Stadium. Seek the luxury of hotel guest rooms and suites where plush beds topped with sumptuous duvets and plump pillows await to immerse you with serenity. Floor-to-ceiling windows provide stunning, panoramic views of the sweeping skyline, while natural light fosters an enriching atmosphere. At the end of a bustling day, loosen your tie and indulge in an evening libation at High Velocity, the on-site sports bar. JW Marriott Indianapolis combines comfort, convenience and congeniality so you can luxuriate in a restorative getaway.

2022SMCPREVIEW

LEADERS MENTORING LEADERS Working Together toTame the Chaos INDIANAPOLIS, INDIANA Indianapolis is a blossoming city, known for the Indy 500, the NCAA Final Four and home to the NFL’s Indianapolis Colts and the NBA’s Indiana Pacers. There are an endless amount of adventures in the middle of town: Monuments & Memorials Indianapolis City Market • Old World Gondoliers in Downtown Central Canal • Indianapolis Motor Speedway & Hall of Fame Museum • •

ADDED VALUE Following last year’s smash success, this SMC will see the return of the Educational Track Sessions. On Monday, April 4th, GAWDA will host 9 engaging educational sessions with input from 19 different presenters. These sessions will address relevant and timely topics in Sales with the Sales Growth Plays track; Leadership in the Leadership & People Development track; and Supply Chain. Members will have the opportunity to attend up to three of the sessions. See the full schedule for these educational tracks on page 53.

ATTIRE The average daily high temperatures in Indianapolis in April are mostly in the upper 50s and the lows are mostly in the low 40s. Attire for the Spring Management Conference is business casual with a light sweater or jacket. For the Welcome Tailgate, remember to wear your favorite team’s jersey!

GET SOCIAL AT THE SMC Be sure to tag @gawdaorg and @gawdamedia in your posts at the SMC!

continued on next page

Spring 2022 • 47

2022SMCPREVIEW

The JW Marriott Indianapolis is in the center of Downtown Indianapolis, with countless local attractions nearby to experience. The JW Marriott Indianapolis invites you to “Immerse Yourself in the Energy of Downtown Indianapolis” with great experiences for people of all ages to enjoy. See below for four amazing experiences and visit https://bit. ly/3M6z0ek for ticket information or for other experiences nearby.

INDIANAPOLIS MUSEUM OF ART What do you like? Come discover your favorite(s). You might like getting up close to masterpieces by artists like Rembrandt and Turner, Cezanne and Picasso, O’Keeffe and Hopper, Calder and Lichtenstein and LeWitt and Sherman. You might become curious to see what is considered the most comprehensive collection of Neo-Impressionist paintings in North America. You may linger near major works of Abstract Expressionism, Minimalism, Pop Art, light- and video-based works, and contemporary design. Or, possibly, you’ll just decide to tour the planet, viewing galleries of art from Asia, ancient Greece, South America and beyond. Anyplace you start is the perfect starting point.

Photos courtsey of Visit Indy 48 • Spring 2022

2022SMCPREVIEW DON’T FORGET TO DOWNLOAD THE SMC APP Download the GAWDA 2022 Spring Management Conference App for a full list of events and attendees, direct attendee messaging and social media access, maps and much more!

THE CHILDREN’S

MUSEUM OF INDIANAPOLIS A wonderland of knowledge, with interactive exhibits for the entire family, including the Riley Children’s Health Sports Legends Experience! Located just 3.6 miles from the hotel.

Your brand.

Your packaging.

Your store.

INDIANAPOLIS MOTOR SPEEDWAY TOUR AND MUSEUM Explore the Rich History of the Indianapolis Motor Speedway and Auto Racing at the world-famous site of The Greatest Spectacle in Racing!

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2022SMCPREVIEW

CONFERENCE SCHEDULE TIME

All GAWDA events will be hosted onsite at the JW Marriott Indianapolis with the exception of the President’s Welcome Tailgate.

MEETING

LOCATION

S AT U R D AY, A P R I L 2 , 2 0 2 2 12:00 p.m. – 5:30 p.m.

Early Badge Pickup

JW Grand Ballroom Foyer

S U N D AY, A P R I L 3 , 2 0 2 2 8:00 a.m. – 6:00 p.m.

Conference Registration

JW Grand Ballroom Foyer

8:00 a.m. – 11:00 a.m.

Board Meeting with Committee Chairs

Room 309

12:00 p.m. – 2:00 p.m.

Committee Meetings

Room 307, 308, 309, 310, 312

1:00 p.m. – 4:00 p.m.

Exhibitor Move-in

JW Grand Ballrooms 5-10

3:00 p.m. – 4:00 p.m.

WGW Meet & Greet

Room 307

Newcomers Reception

4:00 p.m. – 5:00 p.m.

5:00 p.m. – 9:00 p.m.

If this is your first GAWDA meeting, or if you or your business are new to our Association or industry within three years, please join the GAWDA leadership past and present, and Headquarters Team for this special reception. Mix and mingle with established GAWDA members in an intimate setting prior to the President’s Welcome Tailgate.

President’s Welcome Tailgate It’s game time - Put on your favorite team jersey and join us for this fun filled event. GAWDA President Bob Ewing and his wife Lauren welcome all SMC Attendees to Indianapolis. Network with fellow industry champions at the legendary NCAA Hall of Champions. No need to leave early: plenty of local food and drinks, free throw and football competitions, other fun games and entertainment.

JW Marriott

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2022SMCPREVIEW schedule continued TIME

MEETING

LOCATION

M O N D AY, A P R I L 4 , 2 0 2 2 6:00 a.m. – 4:00 p.m.

Conference Registration

JW Grand Ballroom Foyer

6:00 a.m. – 12:30 p.m.

Exhibitor Move-in

JW Grand Ballrooms 5-10

7:00 a.m. – 7:30 a.m.

Networking Breakfast

Griffin Hall

7:30 a.m. – 7:50 a.m.

GAWDA Presentation

Griffin Hall

8:00 a.m. – 11:20 a.m.

Educational Sessions

JW Grand Ballrooms 1, 2, 3, 4

11:20 a.m. – 12:30 p.m.

Group Lunch

Griffin Hall

12:30 p.m. – 4:30 p.m.

Contact Booth Program

JW Grand Ballrooms 5-10

4:30 p.m.

Industry Hospitalities

T U E S D AY, A P R I L 5 , 2 0 2 2 6:30 a.m. – 12:00 p.m.

Conference Registration

JW Grand Ballroom Foyer

6:30 a.m. – 7:45 a.m.

Networking Breakfast

JW Grand Ballrooms 6-10

7:55 a.m. – 12:00 p.m.

General Business Session

JW Grand Ballrooms 1-5

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2022SMCPREVIEW

KEYNOTE SPEAKERS

Kevin Basik

Victoria Brifo

Frank Reich

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HEAD COACH, INDIANAPOLIS COLTS

52 • Spring 2022

2022SMCPREVIEW

EDUCATIONAL SESSIONS M O N D AY, A P R I L 4, 2 0 2 2 Each session will be 50 minutes, with 25 minute breaks in between

SALES GROWTH PLAYS

LEADERSHIP & PEOPLE DEVELOPMENT Developing Future Leaders for Succession

Non-Traditional Sales Revenue in an Ever-Changing Market Presenter Jason Kirby, OXARC

Presenters: • Doug Nyhuis, Purity Cylinder Gases • Tim Molenbeek, Purity Cylinder Gases • Chris Stout, Purity Cylinder Gases

SUPPLY CHAIN Leave No One Behind - How Distributors of All Sizes Can Compete in a Digital Marketplace E-Commerce Panel Discussion Presenters: • Moderator: Ken Thompson • Frank Kasnick - IWDC • Dave Bent - ESTech • Justin Yoder - Indiana Oxygen • Art Waskey - Impact Speaking Dynamic

Presenter Brad Dunn, Cee Kay Supply

Just-in-Time, Not Always On Time!

Supply Chain Panel Discussion Getting the Right People in the Right Seats Presenter Kevin Falconer, Minneapolis Oxygen Company

Presenters: • Moderator: Rafael Arvelo, Equigas • Dino Sciullo, Sherwood • Dave Anderson, Metalman • Laura Williamson, Industrial Source • Wes Cooper, Holston Gases

Presenter Chuck Mazoch, Coastal Welding Supply/ Coastal Specialty Gases

9:15am - 10:05am

10:05am - 10:30am

Break Building Independence in Specialty Gases

8:00am - 8:50am

8:50am - 9:15am

Break What Should We Do With Our CO2? Thoughts for Maximizing Opportunities with Limited Resources

TIMES

The Value Proposition, the Framework and the Three - Legged Stool Presenter Kathy Lofgren, Rocky Mountain Air

Improve Your Company’s Performance with Practical Analysis Presenter Stuart Williams, American Welding & Gas

10:30am - 11:20am

Group Lunch Spring 2022 • 53

2022SMCPREVIEW

CONTACT BOOTH PROGRAM Monday, April 4, 2022 12:30 p.m. – 4:30 p.m.

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The Contact Booth Program is one of the best networking opportunities in the entire gases and welding industry. Distributors, make sure to walk the floor and meet with all of the more than 100 suppliers exhibiting this year. See the latest and greatest products and services that the industry has to offer and form invaluable relationships that could benefit your business in the future.

GAWDA Consultants are available in the GAWDA Booth to answer questions: Marilyn Dempsey (DHS, EPA and OSHA), Mike Dodd (DOT and Security), Tom Badstubner (FDA, Medical and Specialty Gases), Rick Schweitzer, Esq. (Government Affairs and Human Resources) and Brian McLaughlin (Group Life Insurance).

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2022SMCPREVIEW

How to Maximize Your SMC Experience Former GAWDA Presidents Share Advice on Getting the Most out of Convention and SMC

BY STEVE GUGLIELMO

N

etworking is one of the greatest benefits of being a GAWDA member.

And the two national meetings each year provide the best opportunity to combine networking and education. However, attending these national meetings means time away from your business. It means paying for hotels and flights. 2021 GAWDA President Abydee Butler Moore stressed the importance of bringing real take-home value home from each meeting that would justify the time and money invested in the trip.

We had the opportunity to speak with five former GAWDA Presidents about how they maximize their time spent at a national meeting to ensure that they are getting the most bang for their buck. Thank you to 2015 President Bill Visintainer, 2011 President Bryan Keen, 2010 President Lloyd Robinson, 2003 President Wally Brant, and 1999 President Dave Mahoney for your help and insight in putting this article together.

56 • Spring 2022

Welding & Gases Today: How many GAWDA shows have you attended in your career? Is there one, in particular, that stands out to you?

DAVE MAHONEY: I first started attending SMC’s and the Annual Conventions in 1978. I always find them to be very informative with great content. My year as President stands out most to me. We had three SMC’s that year, one in Baltimore, another in Chicago and the third in Dallas. We also went to Maui in January of 2000 to plan the annual convention there in September of that year. The venue was terrific and a convention that I will never forget. It is hard to believe that was almost 22 years ago!

WALLY BRANT: Believe it or not, I have attended every Annual Convention, beginning with 1983 in Anaheim, EXCEPT for 1987 (Hawaii) and 2008 (Bahamas). That equals 37! I cannot narrow it down to any particular AC as THE most memorable, but topping the lists would be: • 1983 (Anaheim): Didn’t know a soul except for ONE vendor who was nice but kept shaking us to be with other people. But THEN…Jack Butler and his sisters, Debbie and Barbara, introduced themselves and said: “Why don’t you

2022SMCPREVIEW hang out with us?” We’ve been best friends ever since.

Now our children are the best of friends!

• 1984 (Chicago): The Cubs had JUST lost in the National League playoffs to San Diego, and it was like a morgue.

That was all the grumpy taxi drivers could talk about!

• 1986 (Seattle): The airline lost our luggage for two days!

• 1992 (Vancouver): I was the Chairman of the Fun Run through Stanley Park. However, the professional group that set up the course had only ONE leader, who led the way for the other runners. Soon, only about a half-dozen runners were keeping pace with the lead runner; the rest of us fell far behind. Inside Stanley Park, the paths twisted and crossed, and EVERYONE got lost! One runner had to hail a cab! I learned the feeling of getting “dumped on.” Even 6-year-old Abydee Butler scowled at me and said: “You’re a MEAN MAN!” Why, I asked?

“Because my daddy didn’t win a medal.”

LLOYD ROBINSON: I started in the industry in 1990. My guess is that I have attended at least 50 different events if you include the national, SMC and regionals.

BRYAN KEEN: I’ve been attending GAWDA SMCs and ACs since the early 2000s. I’ve missed very few so I would say I am close to 40 conventions. There are two that stand out to me. Of course, my inauguration in New York in 2011 and my meeting at the Broadmoor in Colorado Springs in 2012.

BILL VISINTAINER: I’ve attended 36 national meetings.

Of course, the one that stands out most to me was my year as President. The meeting was held at the Grand Wailea in Maui.

WGT: Why do you feel that attending a GAWDA SMC or Annual Convention is a worthwhile investment for your company?

DM: I always come home with information that I can put to use at Noble. Most of all, I get to make friends for a lifetime.

As an owner, it is important to find like people that you can bounce ideas off of or discuss an issue you are having. I have many contacts within the organization that I have done that with over the years. I have also been on the receiving end of those calls many times. What a great resource. continued on next page

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2022SMCPREVIEW

WB: I REFUSE to say “networking,” “meeting new people,” or “learning about my industry.” So, I’ll just say it’s worthwhile for all the SWAG (free stuff) at the Contact Booth Program, along with the chance to “Get away from the business to work on my business.” Plus, time with my wife and traveling to adventurous places near the host city.

LR: The welding supply industry is, first and foremost, a people business. If you do not meet the people that can help you, you will not be successful. Just being able to call the national sales manager, president, or owner of a supplier because you met them at a GAWDA meeting is priceless. Also, being able to do the same for the leaders in the industry is almost as priceless. I have called so many people over the years for advice. If I had not met these people face-to-face I would not have been able to make those calls.

BK: The SMC is a can’t miss event. Networking, business content, only two days away from the office and it is less costly.

It is an absolute must attend event for First Timers and veterans. You can learn so much from your peers if you just know where to look and who to ask. We’re all different but we all face similar challenges. Having friends to lean on is invaluable.

BV: When done right, the value received through attendance is far greater than your travel cost and registration. If it isn’t, you need to figure out what you are doing wrong and fix it.

WGT: What do you feel is the most valuable thing about attending a national show?

DM: I can’t stress enough how important the networking is at the meetings. Networking is the number one reason people should attend.

WB: As I said before, the opportunity for time to work on 58 • Spring 2022

your business is priceless. You get to see great locations and learn valuable information and meet other people that can all benefit your business.

LR: Networking, networking, networking. And then some educational stuff.

BK: Networking, speakers, dinners and good times are all part of the value. It’s also about getting away from your business for a few days. Work on your strategy and long-term goals. Learn from the success of your industry peers. Let your team at the office make some decisions on their own. It will be good for you, for them and for your business.

BV: The consultants and the networking and sharing opportunities.

WGT: Is there anything you do before traveling to the show to ensure that you get the most bang for your buck?

DM: Before you go, you should review the information regarding content and bring the people from your company that can benefit from those topics.

WB: I study the brochure to help me remember the names of people I see only one time a year! I also read up on history of places around the host site (also watching “Aerial American” on the host city).

LR: Get rest before you travel. Also, make a list of who you want to meet and make sure you find them.

BK: For sure. You always need a plan in life. I start a few weeks in advance just taking some notes of people I want to see or products I want to learn more about. I’ll look at the attendee list. That will remind me of someone I want to see. Maybe there is an opportunity I’m reminded of that I want to learn more about. I’ll also read the latest GAWDA Newsletter and Welding & Gases Today. It will remind me of an opportunity to address or a problem to solve.

2022SMCPREVIEW

BV: It ain’t a vacation! You can vacation before or after the meeting, but during the meeting it needs to be work (with some accents of fun).

BV: I like to review the attendee list and schedule time before or after GAWDA scheduled events to meet.

If you’re taking multiple attendees from your company, make sure that the attendees split up and cover as much ground as possible.

WGT: Is there anything you have learned after attending several shows that has enhanced the experience for you?

DM: After attending several meetings, I got the opportunity to get involved in the leadership. You can learn so much more when you get involved vs. sitting on the sidelines. I loved every minute that I was involved in the leadership. I made friends that I still hold dear to this day.

WB: Go to the General Sessions and Contract Booth programs. You are cheating yourself if you don’t attend them all! There is still plenty of time for the pool, shopping, golf, or sight-seeing.

LR: Be friendly and if you are naturally shy, get out of your comfort zone and say hi to people. You will be rewarded for your efforts.

WGT: Are there any last pearls of wisdom you can share for first-time attendees?

DM: I would highly recommend that first timers go out of their way to meet people. GAWDA members are very welcoming. You can learn a lot from interacting with peers from the industry.

WB: Yes! DON’T BE SHY! If you’re not included in a conversation, seek out someone to converse with. Chances are, that person is shy too! Be like Jack Butler and you just might be the difference between getting another industry member involved...or responsible for that person never returning to another AC! LR: Have fun. The more fun you have, the more people you will meet and the more you will get out of your experience.

BK: It’s a great industry and a great group. Stick with it, stay involved and reap the rewards in the long run. Look at the longevity of the members. There’s a reason that distributors last through generations. You can be successful in this industry if you stick to it. You won’t get rich overnight, but you will have a lifetime of success and great memories. Give it two years and you’ll never look back. You will visit the best cities and resorts that this country has to offer.

BV: Don’t be the last one at the bar, get a good night’s sleep and keep a list and/or card for everyone you meet. Lastly, within two weeks of getting home - call up one of your new acquaintances and ask for his/her advice on an issue where you have been struggling.

Spring 2022 • 59

NEWS FROM GAWDA

Solution Selling for Welding AWS and GAWDA Partner to offer online course designed to develop effective sales team

BY STEVE GUGLIELMO, GARY KONARSKA AND JOHN OSPINA

I

n late 2021, the American Welding Society launched a new online course called “Solution Selling for Welding.” As the world of welding, manufacturing, and fabrication continues to evolve and become more competitive, the success of any organization often hinges on the strength of its salesforce.

The Solution Selling for Welding Course was designed to help develop highly knowledgeable and effective sales personnel. Created in tandem with welding industry experts with decades of sales and engineering experience, this course focuses on two key aspects: foundational welding concepts and the “solution selling” methodology. Collectively, this provides welding salespeople with a strong, well-rounded foundation of technical knowledge and helps them incorporate a sales approach centered around solving problems and adding value.

GAWDA and AWS have partnered to offer this valuable resource to GAWDA members. With the entire industry facing a labor shortage, this course can help GAWDA distributors enhance its sales staff. AWS Executive Director and CEO Gary Konarska II and GAWDA Executive Director John Ospina were gracious enough to answer some questions about the course and this partnership 60 • Spring 2022

We thank them both for their help in putting this together.

Welding & Gases Today: Can you describe what the “Solution Selling for Welding” program is and how it specifically benefits welding distributors?

Gary Konarska: The “Solution Selling for Welding” online course is designed to help develop highly knowledgeable and effective sales professionals.

The overarching purpose is to teach future welding sales professionals how to identify and reconcile potential clients’ needs by using a problem-led approach to product and service sales. Moreover, the program aims to improve future welding sales professionals’ sales acumen, an indepth review of assessing present state, formulating meaningful solutions, and delivering a compelling sales message to their customers.

The course is broken down into two main parts: 1. Fundamental welding concepts and technical information 2. The methodology of solution selling The first part of the course provides the learner with a meaningful understanding of the fundamentals, safety guidelines, equipment, and consumables

for the five “main” welding processes (SMAW, GMAW, GTAW, FCAW, and SAW) and three “main” cutting processes (OFC, PAC, and CAC-A).

The second part of the course covers the concept of “solution selling” and teaches individuals how to translate their welding knowledge and expertise into an effective sales approach centered around solving problems and adding value.

W GT: C a n y o u d e s c r i b e t h e origins of the program and how the idea for this came about?

GK: Survey results indicated that the content currently covered in our Welding Sales Representative and Economics of Welding online courses cover the breadth of theoretical knowledge required for sales teams. To bolster the content covered in those courses, AWS built upon these concepts by reviewing fundamental sales principles and diving deeper into solution selling, specifically. Since the primary goal of this course is to provide additional training for anyone seeking to improve their sales acumen; an in-depth review of assessing present state, formulating meaningful solutions, and delivering them in a compelling manner were developed to increase client receptivity. By anchoring the course with a call to action,

asking learners to navigate scenario-based questions armed with the concepts learned through course study, the cognitive level was elevated from lower-level cognitive load to the higher levels of application and synthesis of the content.

WGT: How did GAWDA become involved with this program and how do you feel that it will benefit GAWDA members?

JOHN OSPINA: GAWDA and AWS serve the same industry in different ways. We’ve partnered in the past on other programs. AWS Executive Director Gary Konarska and I saw this as a good opportunity to provide a valuable service to our distributor members. The program provides a discounted price for members of GAWDA and also to members that belong to both associations. GAWDA-only members get a one-year complimentary membership to AWS, which allows them to explore the full suite of services that AWS offers. We’re thrilled to have AWS as an industry partner.

GK: A Voice of Customer initiative was launched to see whether there was a need in the market. One of those voices was none other than GAWDA Executive Director John Ospina. After John confirmed the need in the marketplace, we agreed to discuss again once the product was complete about ways for GAWDA and AWS to collaborate on the new product. The members of GAWDA have been facing the challenge of on-boarding new sales professionals, often without a welding background, for many years. By offering the program through GAWDA, we are working to provide more value to the members.

WGT: The program was created “with the support of welding industry experts with decades of sales and engineering e x p e r i e n c e . ” Wa s t h e r e a n y

one common message that came from this input? Any common issues or mistakes that newcomers to the industry made that the course will help address?

GK: The common thread was a lack of knowledge and understanding from new sales representatives. “They don’t know what they don’t know.” SMEs drove home the imperative need for specific knowledge, like how to improve production processes, not just selling your equipment. They stated that anyone can buy equipment online without the need for a representative. What they want is information on how to save money, increase productivity, and improve quality.

That takes skill and experience beyond what most sales professionals have. If you’re able to provide consultative sales to your customer, they will ultimately buy from you, even if not immediately.

WGT: Who is the ideal target audience for this course?

GK: While the primary audience are new sales professionals without prior welding knowledge, even experienced sales professionals have found value in the program. The case studies presented offer a way to add more “arrows in the quiver” to gain even more loyal customers.

WGT: Anything else about this course that you would like to add?

GK: This course is brand agnostic and developed to instill a comprehensive understanding of welding principles in a sales force and teach them how to make insightful observations and provide meaningful, tailored solutions to both existing and potential clients. If you are hiring, or have hired, new sales professionals, the Solution Selling for Welding should definitely be added to your onboarding process!

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SALES & MARKETING

How Distributors Can Leverage SMS Text Messaging for Better Customer Retention

BY THOMAS J. ARMITAGE, SITE-SEEKER, INC.

H Tom Armitage is part of the sales team at Site-Seeker, a boutique digital marketing agency based in Upstate NY. He earned his master’s in integrated marketing communication from West Virginia University and bachelor’s in public relations from Utica College of Syracuse University. After holding marketing/PR roles at Sovena and Overit, Tom joined the Site-Seeker team in 2013.

62 • Spring 2022

ere’s a fun game. In your next meeting, ask the group how they prefer to communicate with companies.

It seems like a simple question, but as you’ll find out, there are lots of answers.

Form fill? Email? Phone call? Live chat?

It will be different for everyone, since many factors come into play, like who the company is, what the needs are, and how quickly the buyer needs a reply.

Although it’s used in our personal lives daily, text messaging is so often overlooked by businesses as a method of communication and customer service.

It’s time to better understand the value behind text messaging for business and how to implement it into your daily operations.

OWNED DATA IS THE REAL MVP

When Facebook, Instagram, and Whatsapp crashed this past October, they lost about $100 million in advertising alone.

That shows just how much both SMBs and enterprises rely on the Facebook ad network to help get their messages and promotions into the feeds of buyers.

But imagine if that resource was gone. Or, if ad costs grew beyond your means.

The argument for owned data is nothing new, but it gets brought to the surface whenever an advertising channel fails to deliver.

Databases are so important because it gives businesses the ability to communicate directly with their customers without the need to rely on “pay for play” models or ad networks for delivery.

The business can fully control the frequency of their communication.

Within databases, email marketing and text message marketing have become the two most important channels.

WHAT IS SMS?

It’s significantly more expensive to acquire a new customer than retain a current one.

Most reports tell you it’s somewhere between 6-to-7 times less expensive to retain existing

SALES & MARKETING customers. And I’ve read that as little as a 5% increase in retention can generate up to 25% more in revenue!

That’s why companies put full-blown retention programs in place to help keep customers happy.

A big part of that is customer service.

SMS (short message service) is another word for “plain text” text messaging (as opposed to MMS or “multimedia messaging service” which allows you to send images and videos.)

Texting is one of the easier additions to a customer service program since text technology can typically be integrated into already-running programs.

It can also use the same framework that customer service teams already have in place within their traditional methods.

KEY STATS ON TEXT MESSAGING

More folks own smartphones than ever before.

3.8 billion (!) to be exact.

From a poll carried out by SimplyTextin, text message marketing spend will grow from $57 billion in 2015 to $83 billion by 2024, an increase of 46%! On top of that, 60% of businesses are set to increase their text message marketing budgets in the near future.

The average open rate of an email is 20%, while the average open rate of a text message is 98%. And 90% of texts are read within the first three minutes of being sent!

But, despite almost 40% of businesses embracing text message marketing in some way, only 13% let consumers respond. That means these companies

are using it purely to send out promotional messages (outbound) but are failing to use it as an actual two-way customer service communication tool (inbound).

OUTBOUND VS. INBOUND

Like email, text messaging can be broken down into two types.

Outbound are like text “blasts” that are scheduled to go out to a pre-set list of audience members in order to drive them to take some sort of action. That action can be to click on a link, view a promo, or make a purchase. You’ve

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SALES & MARKETING probably received these texts from your favorite retailer.

This requires a marketing-focused strategy and can offer some big wins in terms of lead acquisition and lead nurturing. Sales folks should also consider how they are texting with prospects.

Inbound, on the other hand, operates more like live chat. It’s less marketing, and more of an extension of your customer service channels. It uses text to allow two-way communication with potential or current customers.

MobileMonkey, a leader in SMS marketing, says that 75% of consumers are comfortable being texted by a business. In fact, it’s often how they choose to start customer service chats.

That is - when they are able.

From speed to convenience, texting

offers a better experience for those looking to hold a conversation with a business in a format they feel most comfortable.

BEST PRACTICES FOR A BETTER CUSTOMER EXPERIENCE

Despite research and proof that customers WANT to be communicated with via text, less than half of businesses have a formal text messaging program in place. That’s compared to 80% of businesses that rely on email for customer acquisition and retention.

For example, my furnace broke the other day.

I contacted two local HVAC companies via online chat. Both used chatbots to hold a conversation with me. I submitted both requests within five minutes of one another. They both took my information and promised to get back in touch with me soon.

The first called me within 5 minutes.

I booked a service call, and they came to my house that week.

To this day, the second company still hasn’t responded.

WHAT’S THE TAKEAWAY?

Tools are no good if you’re not going to use them, or use them properly.

Here are some best practices to keep in mind when managing your text message efforts.

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64 • Spring 2022

IMPLEMENT A SOFTWARE

A text message program doesn’t involve having your customer service team using their personal cell phones or entering customer contact information in their phone’s address books.

That will not only lead to wasted time and an aggravated staff, but it’s impossible to track.

Instead, you’ll need to select a text message tool that maintains a database of customer information (or one that can integrate with your CRM). Text forms should be embedded into your website and texts should take place within a portal, so customer service and sales have access to that prospect or customer’s history, contact information, and questions.

SALES & MARKETING SPEED MATTERS

One of the reasons that consumers prefer text over forms and phone calls is the speed and convenience that can be appreciated.

How fast do customers expect a response?

A good rule of thumb used to be 24 hours. But in the age of social media, about 40% now expect a response within an hour!

For most customers, the faster the better. Systematic text messaging gives you the ability to respond quickly.

Some text platforms allow the experience to go from text conversation to a phone or video call with ease. The direct line to a sales or service representative can help cut to the chase and address issues that may be too complex for short messages.

DIGITAL PAYMENTS

With a text message tool like Kenect, even digital payments can be carried out through text messaging. Invoices can be built within the system and payment information can be gathered and/or approved through text message invoicing.

It’s easier and faster than snail mail or email. It’s 100% secure and PCI compliant and it’s trackable too. Chances

are, your customers have already paid for something in this manner and are comfortable with the method.

SUMMARY

In the end, it’s all about the customer experience.

Texting is familiar, doesn’t require the customer to download or install a third-party app or software, it’s convenient, and it’s fast.

For businesses, it’s affordable, doesn’t require ad costs or design fees, and it helps improve business relationships.

By using the right texting tool, and training staff properly on how to conduct efforts within this channel, it can elevate a distributor’s customer service program, help with retention rates, and ultimately drive more sales among your core, repeat customers.

AUTOMATED TEXTS

Just like you’ve automated email campaigns, you can do the same with text messaging.

Automated replies and stored quick responses to FAQs can speed up text conversations and address customer questions faster and with more accuracy.

Consider the most important touchpoints for your leads and customers, and program those in advance.

“Thank you” texts. Seasonal promotions. Event invitations. Giveaways.

Appointment reminders. Service updates.

Order confirmations. Review requests.

And more.

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TRENDS & TECHNOLOGY

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art of developing a comprehensive digital marketing campaign is understanding how customers and potential customers are using the Internet to find your products and your website. The graphs and information below all come from Google Trends, which analyzes the popularity of search queries in Google Search across various regions and languages. The graphs scale “Interest Over Time” which represent search interest relative to the highest point in the chart for the given region and time-period. So, a value of 100 is the peak popularity for the term.

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Another alternative is “Google Keyword Planner.” To use this tool, you must have a Google Ads account. The Keyword Planner lets you search keywords and suggests other words or phrases related to your products and services. It lets you research the trend information for how often certain words are searched and how those searches have changed over time and also gives you suggested bid estimates for each keyword so you can determine your advertising budget.

In today’s digital environment, we strongly encourage members to capitalize on this growing trend and ensure that your company is visible in the place where people search the most.

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66 • Spring 2022

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TRENDS & TECHNOLOGY HYDROGEN

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Spring 2022 • 67

TRENDS & TECHNOLOGY

Bridge the Disconnect Between Tech and Culture in the Use of Big Data

BY MCKINNON SHISKO, INDIAN RIVER CONSULTING GROUP

I McKinnon Shisko joined Indian River Consulting Group in 2019. McKinnon leverages his diverse experience and wide range of expertise to help organizations and teams effectively and efficiently achieve their desired results.

68 • Spring 2022

n April 2019, a large national consulting firm surveyed 1,000 executives of large firms (classified as having 500+ employees) with the intent of discovering key points about their ability to leverage data in making business decisions. Their study found that 37% of respondents considered their companies to be highly mature on the Insight-Driven Maturity Scale while 63% of respondents were “aware of analytics but lack infrastructure, are still working in silos, or are expanding ad hoc analytics capabilities beyond silos.” Interestingly, “among the 37% of companies in the survey with the strongest analytics cultures, 48% significantly exceeded their business goals in the past 12 months, making them twice as likely to do so compared to the 63% that do not have as strong an analytics culture.”

It should not be surprising that there appears to be a relationship between data-driven decision making and performance. Yet, many distributors fall short on leveraging the benefits that data can provide. One of the biggest under-utilized areas is the deployment of sales resources. Given the ongoing shift in how customers are buying and shopping, which has been further accelerated by COVID-19, remaining committed to a field sales heavy go-to-market strategy can be both costly

and ineffective. Customer data, analyzed with an open mind, should drive decisions on what your approach to field sales looks like going forward.

Data can reveal which customers are candidates for lower-cost sales channels, which are properly situated in their current channel, and which are candidates for more intensive, strategic sales and marketing initiatives.

But distributors – even those with analytics already in place – are often dogged in their adherence to intuition and stories rather than data when making decisions. It is true that distributors are often leaner businesses and do not have the staff capacities that larger, global firms do, but this provides an opportunity for competitive advantage. In our experience, the issue of resources is secondary to the resolve to make the most out of the data that distributors have available. In fact, actionable data is one of the industry’s biggest untapped assets for spurring growth.

Distributors must rise to the occasion and regularly bring the analysis and incorporation of big data into their decision-making process.

They must build data analysis into their monthly or weekly efforts and make it part of their routines to counter resistance from naysayers.

Once an individual learns to leverage available

TRENDS & TECHNOLOGY before they have acquired the customer insights required to properly direct their efforts. Distributors who are struggling to make use of existing market or customer data should consider spending money on market research or data analysts rather than on yet another field sales rep. If the better tools and data provided to reps can make them 10% more effective, it will have the same impact as a 10% expansion of the sales force. Though this sounds simple to execute, one challenge to be aware of is that investing in the ability to gather and analyze market insights alone does not guarantee growth. Proper sales management to drive the resulting desired actions is just as vital to the ultimate success of this effort. In addition, the data insights team and the sales team cannot be siloed, it is imperative for them

to be joined at the hip.

It might sound like a silly question, but who in their right mind would ignore fact-based data to make better informed decisions? In my experience, the verbal answer that most give to this simple question is often quite different from the actions they are willing to take when it comes time for the rubber to meet the road. At the end of the day, a renewed emphasis on data, with a culture that is willing to accept and use it, will give you a clearer view into what makes your customers tick, helping you to understand what they are really buying, what they could be buying, and how it aligns (or doesn’t align) with what and how you are selling.

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data as an additional tool in their belt, they can drastically increase their ability to deliver true value to customers, and themselves. It is also important to note that though many competitive advantages can come from advanced analytics systems or programs, actionable data does not have to be overly-complex nor expensive to obtain – sometimes simple and old-fashioned is better.

As an example, during an annual review with a field sales rep, a district manager for a national distributor challenged the rep’s repeated claim about their maxed-out share of wallet at a large multisite account. For years, the rep had been saying they could only grow as fast as the customer grew because they already had “the lion’s share” of the account. Some quick, data-based market research by the manager revealed that the account had three additional locations that were not being actively sold.

These facilities had an annual potential spend, specifically for the distributor’s core offerings, which was over 12 times what they were currently buying. At the end of the meeting, the rep left with a mission to at least double the volume of business at the account in the next six months.

During the following monthly update, the sales rep was beyond excited to share the news that he had already accomplished his goal of doubling the business by getting into just one of the three additional sites. The rep also presented their plan for growing even more with the remaining two locations and had a list of their other existing accounts where he would begin to perform a similar actual versus potential share of wallet analysis.

As evidenced by the above example, when it comes to investing in growth strategies, distributors must avoid the impulse to put the cart before the horse by throwing money at new sales reps

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SALES & MARKETING

Distribution and Digital Transformation Lean on your strengths

BY ART WASKEY

D Art Waskey has over 45 years’ experience in the welding and industrial gas industry. He travels across the country consulting and giving seminars on business skills and has published 3 books of sales skills stories. He holds a BS in Mechanical Engineering, a Master of Ministry in Leadership Development, and is currently pursuing a Doctor of Ministry. You can subscribe to Art’s weekly sales tips and monthly articles on his website. Also, check out his Posts on LinkedIn. For services, contact Art at 720-341-9405, artwaskey@ ispeakd.com, www. impactspeakingdynamics. com

70 • Spring 2022

igital transformation involves the strategic adoption of new technologies in the marketplace. It’s used to improve processes and productivity, deliver better customer and employee experiences, manage business risk, and control costs. Myriad tools, solutions, and processes are used in digital implementation and today, we are all unavoidably part of the transformation.

With past experience in helping to grow a distributor business from $10M to $65M, I am now a consultant to small and mid-size businesses (SMBs). I find that digital transformation can seem daunting to this group. Smaller companies often feel they are at a competitive disadvantage to larger distributors, who have deeper pockets to fund digital investments.

It’s true —an integrated enterprise resource plan (ERP) can be expensive, but costs are coming down. The pandemic accelerated the development of digitalization. This increased demand for digital tools will drive down the cost of implementation. Look at how prices fell as demand for flat screen TVs/monitors, smart phones, and computers grew.

Rather than feeling disadvantaged because you have fewer tangible resources than your larger competitors, lean on your strengths.

SMBs are more agile and have the ability to react faster to their customers’ needs. Use that to your advantage.

THE WOLF AT THE DIGITAL DOOR

Artificial Intelligence (AI) is the wolf at the distributor’s door. It enables alternative channels to directly compete with your offerings. As an example, I recently needed to replace a pair of faucets as part of a home renovation project. I went to the website of the local supplier recommended by my contractor. When I typed in the stock number on that site, I received a drop down from a national supplier with a 20% price reduction, 10-day delivery, no delivery charge, and an additional 10% discount as a first-time customer. By merely entering a stock number on a company’s website, its competitive suppliers had access to the request! This is enabled by AI and the adoption of this technology is moving rapidly. Distributors need to have a strategic plan to offset this challenge.

DEPLOY SIMPLE DIGITALIZATION

Look for new ways to innovate. Distributors have focused on best practices to remain competitive and these are valuable. However, Mark Dancer, CEO of Network for Business Innovation, cautions that best practices are not implementable, proven solutions but merely ways of catching up with what others are doing. Similarly, continuous improvement is about getting really, really good at what you already do. Combined, best practices and continual improvement do more to lock existing business models in place than

SALES & MARKETING to help companies leap forward with game-changing innovations.

To innovate, SMBs need to start by deploying simple digitalization of their data and workflow, such as inventory management, receiving, picking, packaging, and shipping. Begin by training your workers with dependable, mobile computers that improve daily activities.

I am working with a small distributor who is taking a first step by giving all employees mobile computers and, depending on their roles, barcode scanners, radio frequency identification (RFID readers) and mobile printers. Amanda Honig, Regional Portfolio Manager for Zebra in North America, explains in a recent issue of Industrial Distribution, “This [mobile devices] is the fundamental ‘digital’ toolset in today’s distribution and warehousing environment. They can quickly locate, pick, and pack parts and equipment, report findings of visual quality inspections, and notify stakeholders when things are on the move to the next destination – whether that’s a shelf bin, packaging line, loading dock, or customer.”

customer products, history, and purchases), and marketing (website, advertising, merchandizing, social media, research and training).

Hire an integrator to empower your distributorship with AI technology and services, at a price point you can afford. This will protect your business by enabling you to compete head on in the digital world and win against your bigger online competitors.

With AI, your sales reps can be directed to prospects that most warrant their attention. Benj Cohen founded Proton, a company that helps distributors harness artificial intelligence. He writes in an article posted by the Distribution Strategy Group, that AI offers predictions based off of previous transactions and customer

history. These predictions provide insight into what customers will buy, when and how often, and where they’ll make their purchase. Reps can leverage this information to make more informed pitches as well as up-sell and cross-sell products.

This insight also ends up adding value to the customer experience.

UNIFIED COMMERCE

Dean Mueller, an author at Distribution Strategy Group, reports in his article Customers Want a Better Experience. Enter: Unified Commerce, “Distributors have placed their highest priority in the past few years on improving the customer experience (CX) across all channels.” continued on next page

HIRE AN INTEGRATOR

It is important for SMBs to recognize the key advantages they have with their customers. With a proven history of delivering products, SMBs enjoy established working relationships based on trust. They also have the ability to communicate face-to-face in times of crisis. In addition, they have in their computer the history of purchases in a digital format. To take advantage of this data, a company needs to incorporate an ERP integration that will tie together customer service (ordering, pricing and product knowledge), operations (order tracking and warehouse inventory control), administration (order processing and bill paying), sales (prospecting,

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SALES & MARKETING B2B buyers continue to buy from suppliers who provide consistent services: information, pricing, product availability, and on-time delivery. Providing personal phone responses, local stores, and faceto-face sales and service are still major factors in buying decisions.

Mueller explains how unified commerce differs from other sales channels in this way: • A single channel is characterized by just one touchpoint where a customer interacts with a business, as opposed to an online marketplace with multiple customer touchpoints.

• A multichannel business operates across channels, including an online presence, price catalog or physical branch/store. Pricing often varies, and inventory is managed separately from each branch.

• An omnichannel experience occurs where the customer interacts with each channel often using different systems. The disparate systems make it difficult or impossible to have a real-time synchronization.

• Unified commerce is the next evolution of omnichannel selling.

A customer journey has multiple touchpoints, each of which taps into the same data and information source in real time. It unifies commerce and is the foundation for exceptional customer experiences.

A BETTER BUYING EXPERIENCE

With unified commerce, Mueller explains, your order management process has the pertinent information in an easyto-use interface. This enables a typical quote/transaction with the customer to

be completed quickly and efficiently, without error. The payoff is an increased quote-to-order ratio for the distributor and a good experience for the customer.

Here are the capabilities embodied in unified commerce that enable service improvement: • Customer-specific pricing – Regardless of the channel, a customer will have access to correct and up-to-date pricing specific to their account.

• C o m p re h e n s i v e i n v e n t o r y search capabilities – Full transparency into product availability across all locations is available to service customers.

• Configurable materials – A product can be built or configured with specific attributes and/or calibrations.

• BOMS and kitting – B2B custom-

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ers with complex orders need the capabilities of having a complete Bill of Material (BOM) and kitting.

• Other capabilities include: Crossselling and up-selling, integrated procurement capabilities, advanced quoting and bidding, master contracting and subcontracting management, service management, advanced returns management, order splitting, and advanced payment features.

KEY VALUES

SMBs rely on added value to compete against bigger companies. Unified commerce can bring a distributor three key values: • Low TCO (total cost of ownership). Increased customer loyalty resulting from the factors discussed above can have a big positive impact on revenues.

• Increased sales and margin.

Unified commerce is efficient and therefore saves time. This gives reps more time to sell, along with cross-sell and up-sell opportunities.

• Increased business process agility. Unified commerce allows for companies to speed up the time it takes to make a store more productive or to open a new branch.

It also presents additional channels for customers to interact with the organization.

DRIVE BUSINESS FORWARD

I conclude with these insights from Mark Dancer: “By helping customers, distributors help themselves. Customers need to evolve for the digital age, but like distributors, many customers are uncertain about the future. By developing expertise around how customers will do business and helping them transform, distributors will drive their businesses forward.”

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SALES & MARKETING

The Four Best Ways to Drive CRM Adoption & Accountability

BY JAY SPIELVOGEL, VENATOR SALES GROUP, LLC

O Jay Spielvogel is CEO of Venator Sales Group (GAWDA member), a sales consulting and training firm specializing in boosting Welding and Gas distribution sales performance.

Contact him at: Jay@ venatorsalesgroup.com

ne of the most common complaints we hear from sales leadership is the challenge with driving consistent usage of the company CRM. No matter the size of the distributorship, sales managers from across the gas and welding industry share the same frustration.

“Our salespeople are treating the company CRM as a glorified rolodex.”

“We have invested in expensive technology and our salespeople still aren’t using it properly!”

Sound familiar?

At Venator, we have a saying, “You can’t coach what you can’t see, and you can’t manage what you don’t look at.” If we are going to encourage the sales team to use the CRM, first we must drive management to use it as a coaching tool. All too often, we see companies attempt to make up for their lack of coaching culture by investing in CRM applications, thinking the more money they spend on administrators and consultants to customize reports and dashboards, the more they will optimize the sales team’s use of CRM. Although the intentions are good, these solutions only cause confusion, frustration, a sense of being micro-managed, and a minimalist approach to entering notes. At best, salespeople are inconsistent in their use, at worst they refuse to use it altogether.

IT MUST START WITH MANAGEMENT

Most companies are learning that technology does not fix foundational management issues. For sales management to show their commitment to the technology and to the team’s success, it will require going far beyond reviewing activity dashboards, reports, and exported pipeline spreadsheets. If 74 • Spring 2022

sales managers are not engaged and reviewing weekly call notes, opportunities at ALL stages of the pipeline as well as behavior patterns related to hunting and closing, then the organization would be better tracking opportunities in spreadsheets and paper call logs. A company CRM should be a tool for improving management coaching, not a band aid for lack of it.

COMMUNICATION IS KEY

If we are going to solve the problem, we must evaluate how we are communicating with our sales team. For example, consider the typical email a manager sends to their team about their CRM usage. For most, the focus is on keeping the opportunity pipeline current - asking the team members to update their opportunities by the weekend so the manager can compile their reports. What message is this sending about the value of the CRM beyond opportunity tracking?

What if, instead, the email suggested that they update all meeting and call notes, new contacts found, as well as their opportunity pipeline with next steps, in prep for the weekly coaching session? The key to driving adoption of the CRM is to transform it from being a reporting technology to becoming a communication tool.

REPURPOSING YOUR CRM

Instead of limiting the CRM to just a reporting tool, take a two-pronged approach to repurposing the CRM and turning it into a Coaching, Reviewing and Mentoring platform.

Fusing sales process and CRM - Drive all the communication into the company CRM by integrating coaching tools into the system. You can use the ability in most applications to create

SALES & MARKETING CUSTOMER RELATIONSHIP MANAGEMENT

CRM

COACHING REVIEWING MENTORING

Instead of limiting the CRM to just a reporting tool, take a twopronged approach to repurposing the CRM and turning it into a COACHING, REVIEWING AND MENTORING platform. custom forms, commonly referred to as CRM objects. These custom objects can include Pre-call Plans, Deal Debrief forms, Account Expansion plans, Weekly Sales plans and Large Account Targeting tools. These custom objects drive CRM engagement and adoption of the company sales process by adding structure to the communication between managers and their salespeople.

It is critical that these tools are not viewed as busy work. They are meant to help managers work with salespeople during team meetings and coaching sessions. By rolling up their sleeves and coming alongside their salespeople, management is leading by example and driving change from the top-down.

Taking the time to review the data - The second prong in repurposing the CRM is to use a scorecard when offering feedback and guidance. We see too many companies trying to drive compliance using a fear-based approach, reducing commission if the deal is not in the CRM. This tactic rarely works. Salespeople will carelessly add information at the last minute, simply to avoid penalty. When a manager is willing to take the time to fully review a salesperson’s account and contact activity, pipeline details, and all call notes from the week, it completely changes their level of engagement with their reps. Using a scorecard to give feedback on detailed information added to CRM goes beyond glancing at the summary data generated by a report.

A manager can use a scorecard to offer feedback for three categories: • Compliance - Did the salesperson do what was expected and asked of them?

• Accountability - Did the salesperson do what they said they would do?

• Critical Thinking - Did they use

the company sales process and think through each step?

This approach will create a culture shift that significantly changes the function of the company CRM. If we want our salespeople to stop minimizing what they put into the CRM, we need to maximize what we get out of it, and ultimately, how we use it.

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SALES & MARKETING

IT TAKES A VILLAGE

BY JOHN TAPLEY

S John Tapley is a Business Development Manager at Chart Industries with expertise in new business startup, innovative business growth and marketing strategies and digital/social media marketing. He has significant experience in all facets of the industrial gas industry, both domestic and global and can be reached at john. tapley@chartindustries. com and 470-332-4686.

ales is a team sport. Let that soak in and repeat, sales is a team sport. Just coming out of the 2022 Winter Olympics and watching solo events where individual members are competing, rest assured there is a strong team surrounding them. Coaches, trainers, parents, and more. Nobody reaches the pinnacle of their sport alone. It does take a village. And not to be swayed that selling is a solo event, you won’t be successful as an individual, but must embrace the whole team around you and the team will win or lose together, not the individual. So where do we go with this? From a selling perspective, there are two ways to succeed, with your counterparts in sales and with the business team that supports the run to victory and ultimately to the customer.

Let’s start with the sales team, how do you build and practice skills that make everyone around you stronger and more successful as a group?

CELEBRATE THE WINS

Be a cheerleader for everyone that is involved with a win. Be sincere and be vocal. Let them see your pride in their success as your teammate.

Even further, be curious and seek out any lessons learned that could have a positive impact in your efforts to lead success.

OFFER SUPPORT FOR THE LOSSES

Be there for your teammates when they feel let down after a loss. Encourage them with support.

There are really no losses, just minor setbacks and lessons learned for the next deal. And, if you see a 76 • Spring 2022

teammate struggling, jump in with support, ride with them, observe and offer feedback. And, if you’re struggling, ask for help. You’re all in this together and working your way out of a slump with the help of a teammate is the highest form of camaraderie.

TRADING PLACES

Swap territories with a teammate for a day or a week. Learn what you can as an outsider with fresh eyes and let them do the same in your territory. Come back together with new perspectives.

CONTINUOUS LEARNING

Stay out in front of a changing world. Be adaptable to new technologies and learn new skills. If your team could also benefit, be a leader in organizing team learning events. And, if someone has a skill others can benefit from, spread the word.

LinkedIn Learning is the best example I know of where any skill can be learned or honed. Plus, it has other creative and technology driven concepts you can benefit from. And let’s not forget, LinkedIn is the world’s largest professional network, so get in and take advantage of the exposure and business growth opportunities.

Now, moving to the total organization, the business or company you belong to, how can you and the sales team support growth and success for the overall business?

THE RIGHT STUFF

Give your customer service department, your operations support department, and your logistics

SALES & MARKETING department all the right details they need to ensure flawless execution in serving the customer. The information starts with you. Strive for perfection, get it right. Examples include billing and accounts payable for customer service, onsite contacts for logistics, and precise operating details for the operations support team. For instance, nothing good will happen if you don’t have the correct pressure and flow rates when installing a tank and its control equipment. Get it right.

THERE IS NO “I” IN TEAM

Whatever success you may be celebrating, make no mistake that it didn’t happen without the full support of everyone around you. The operations team got it right, the customer service department was flawless, the drivers were amazing, not only on time but safety first. It all comes together as a team win. Recognize that and congratulate all involved. They made it happen together.

Be Curious and Interested in Everyone’s Role Around You When you have knowledge of how everything works and comes together, you’ll have a much better feel on how your

role impacts the success of others. I’m not suggesting you be an expert in every function but do understand if there are ways you can make their job easier. Sit with your Customer Service Rep for a morning and help with calls, both incoming and outgoing. Ride with a driver, see from their perspective how deliveries are made to the customer you worked with on the other side of doing business. Be onsite for customer equipment installs as often as you can, learning from the Technician’s perspective what is needed for flawless installation and ongoing equipment performance.

When it’s all said and done, our business and our teams are better as a whole than the individual parts. It’s actually refreshing to know we have strong teams around us which creates spirited competition to win as a team.

To complete the quote in our title, from an African proverb “It takes a village to raise a child.” An entire community of people must provide and interact positively with children for them to grow in a safe and healthy environment. Along the same context, we can extend this philosophy to our theme in this discussion, “it takes a village to raise a team.”

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Spring 2022 • 77

SALES & MARKETING

Confined Space, Equipment Needed

BY PAUL BERNIER, ASP

T Paul Bernier, ASP, is the Safety Manager for Southern Colorado at General Air Service & Supply. He has worked in the safety industry since 1996.

here is no doubt that our industrial customers are often working in confined spaces, many not knowing the deadly risks involved. There is an acronym used to describe some confined spaces, IDLH (immediately dangerous to life or health). This term is defined by the National Institute for Occupational Safety and Health (NIOSH), as exposure to airborne contaminants that are likely to cause immediate or delayed permanent adverse health effects. Most of these airborne contaminants are invisible and odorless, undetectable without proper safety equipment.

WHAT IS A CONFINED SPACE?

OSHA has outlined three requirements that must be met in order for an area to be considered a confined space (29 CFR 1910.146).

1. The “confined space” must be large enough and so configured that an employee can bodily enter and perform assigned work, AND 2. The space must have limited or restricted means for entry or exit, AND 3. The space is not designed for continuous employee occupancy.

According to this definition, you can imagine just how many environments could be considered “confined spaces” capable of trapping undetectable contaminants that are IDLH. Depending on the type of exposure, trapped gases can kill a worker in a matter of seconds. Common contaminants can be flammables such as methane or hydrogen sulfide, poisons like carbon monoxide, and some may just displace oxygen.

An employer is responsible for defining and permitting confined spaces. A permitted confined space is one that has been deemed by the employer to be potentially dangerous. These areas 78 • Spring 2022

could contain hazardous atmosphere, materials that have the potential to engulf a worker, walls that converge inwards, and/or sloped floors.

Common examples of confined spaces include manholes, septic tanks, fuel tanks, hoopers and silos, boilers, pits, excavations, rail cars, utility tunnels, and storm drains.

All too often, we hear stories of workers perishing in confined spaces. Oftentimes, when a worker goes down in a confined space, others will immediately enter the area and try to rescue the worker, resulting in greater loss of life. In 2017 there were 166 confined space deaths in the U.S. NIOSH investigated each incident and the findings are certainly alarming.

• Of the 166 workplace deaths, 70% were “would be rescuers.”

• 31% had written confined space procedures.

• 15% had confined space training.

• 0% used the written procedures, had a rescue plan, were tested prior to entry, or were ventilated.

Once an employer has labelled the environment a permitted confined space, following proper safety protocol is imperative. Written guidelines, proper equipment, and thorough training are examples of proper safety protocol.

Written guidelines will include the scope of work, timeframe, and emergency response procedures.

At General Air, we find that it is best to engage with our customers from the onset of a confined space project to assist with training and provide the necessary equipment.

EQUIPMENT INVOLVED

• Air monitor: a personal air monitor must be worn by the worker while in a confined space. The monitor will sound alarm when

SALES & MARKETING oxygen levels are too low, or when any of the other harmful gases reach a certain level, allowing time for worker to exit safely. Air monitoring is also important to test the atmosphere in the confined space before anyone enters it.

• Fall Protection/Retrieval Equipment: This usually will involve a tripod set up (if entering below surface) that acts as an anchor point supporting the worker and as a retrieval wench to get the worker out quickly. A full body harness is also needed so the worker can be pulled out safely.

• Communication Device: It is imperative that the worker be in communication with the attendant outside the entrance. Communication devices can be anything from walkie talkies to a cell phone.

• Air Blowers: Air blowers are needed to pull fresh air in and recycle the air in a confined space.

This equipment is essential and can be costly. A typical four-gas air monitor runs $500 - $1,000, a tripod or davit system can easily cost upwards of $6,000, and harnesses anywhere from $50 - $900 or more depending on the requirement. It can be difficult to inventory these items in our stores, but necessary to have at least a small supply available. Often, the equipment is needed immediately, in the middle of a job.

As suppliers, we must understand that confined space safety equipment is essential to our customer segments, and if you are not supplying it, your competitor probably is.

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SALES & MARKETING

How Do You Stack Up? The difficulty of forecasting in today’s environment

BY KEN THOMPSON

R As an executive and advisor, Ken Thompson has been dedicated for over 60 years to strengthening manufacturers’ and distributors’ supply chain relationships through the sharing of best practices, managing disruptions, and coordinating visions and implementation of systemic technological change to further solid strategic alliances.

80 • Spring 2022

ealistic forecasting into 2022 is a mess! A large majority of the welding products manufacturers, gases producers, and their respective packaged gases distributor partners closed out 2021 with measurable gains in both revenue and EBITDA over comparative periods in 2020. Enormous amounts of new federal dollars tossed into the economy have stimulated demand across multiple sectors associated with all sorts of badly needed infrastructure upgrades and repairs. Growth into 2022 and beyond should be accelerating like a rocket to the moon.

Instead, we are burdened by all sorts of COVID-related restraints. Add in reliance on Far East supplied raw materials and assemblies, loss of control of our energy costs, policies encouraging the skilled work force to stay home and live on subsidies, and the supply chain falls into collapse and inflation runs out of control.

Think about those impacts for a moment.

Petroleum products go into the cost of so many of our products – plastics, rubber, glass, and machine-tooled products. Fuel to propel ships across oceans, trucks on highways, and trains over tracks. The cost of shipping containers and rail cars have tripled, there are extended wait times of ships at anchor with badly thinned work forces to unload them, and quarantined truck drivers are temporarily off our highways.

Available qualified labor is in high demand, causing wages and costs to increase dramatically.

Our loyal, in-place labor force is reduced by quarantines, laid off over vaccination protocols, or simply burned out.

The keys to profitability will be cost controls at the manufacturing levels, and the ability to pass through cost to serve in the distribution sector.

Forecasting, therefore, must begin with managers determining the true cost to manufacture and deliver their products. Base and cost to serve calculations will determine selling prices that eventually lead to predicting one’s revenue numbers. With those adjusted costs determined, one reflects on past sales to the existing customer base, potential for new users, and a realistic evaluation of one’s competitors’ capacities.

A “new” element in forecasting that must be understood are the impacts of e-commerce choices of one’s user base. Questions like, “can I perform in the e-commerce environment?” and “Are my traditional supply chain partners e-commerce capable?” must be answered. Answers to those questions will determine whether your company will experience revenue gain or slippage, as an increasing number of buyers adopt these practices.

Some reliable industrial distribution research suggests that insistence on the part of end-users to embrace e-commerce practices will be detrimental to the independent distributor community. Those studies believe that, over the next 36 months, somewhere in the neighborhood of 14% to 22% of distributor revenue will move in favor of direct-to-manufacturer business relationships. That does not consider the movement in revenue that has

SALES & MARKETING already slipped away, as goods find their way to users through third-party mega marketplace players. While this narrative may not be entirely true, it will fall on distributors to prove it otherwise. A caveat in this study does not consider that, in our industry vertical, gas products and the container elements are far different from 100% hardgoods distribution models.

In spite of these circumstances, all companies must deliver forecasts. Our public company partners must provide analysts with quarterly guidance numbers including revenues and profits.

Our privately held and family businesses must offer lenders visions of the future to fund sustainability and growth.

Early into 2022, the “experts,” using various survey criteria, are suggesting that 2022 will see low double-digit growth in both hard goods and gases. Inflation factors will play into nearly half of those estimates. As the year progresses, real growth may accelerate, depending on some relaxation. COVID influenced costs, there’s no question about that. The keys to profitability will be cost controls at the manufacturing levels, and the ability to pass through cost to serve in the distribution sector.

As you look into your company’s mirror, how do you stack up?

Ken Thompson is one of the most respected figures in GAWDA’s history. In 2021, he became just the 10th person ever to receive the GAWDA President’s Award of Excellence. Check out the March 1st episode of GAWDA TV, where Ken was interviewed about this year’s GAWDA theme of Leaders Mentoring Leaders.

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Spring 2022 • 81

SALES & MARKETING

Don’t Flog the Sales Force Support Their Mission Instead

RANDY MACLEAN, PRESIDENT OF WAYPOINT ANALYTICS

I Randy MacLean is the founder of WayPoint Analytics, the inventor of LIPA, and best-selling author of a series of profit practices books.

For more than a decade he’s been analyzing company results, thinking about, writing about and advising on profit issues in distribution and manufacturing. WayPoint software is used by hundreds of companies to control their profits, and their destinies.

82 • Spring 2022

have the unique privilege of being included in the strategic planning of hundreds of companies and am witness to some of the most creative and innovative thinking in many industries. Part of my role at WayPoint is to participate in executive-level sessions where I can contribute outside thinking to these discussions.

I have also attended too many sessions that are captivated by less-creative industry-thinking.

These meetings frequently center around how the sales team is going to get the customers to do something (usually produce higher margins) to address fading profit rates. Often, the sales VP is cornered by the rest of team, or sometimes not even part of the discussion. If this sounds familiar, it’s probably also your experience that these initiatives rarely produce significant results.

Frankly, the executive teams are hard-pressed to come up with new ideas and are subject to a natural defect in human thinking. That is, things that closely surround us are “normal,” and those further away are probably sub-optimal. It just doesn’t occur to them that much of what they’re doing in their own operations has fallen behind the best in the market.

Without really realizing it, they’re treating their profitability challenges as a customer or supplier problem, while cooking up ways to get suppliers and customers to kick in to cover inhouse inefficiencies. Rarely do they take time to re-think their own processes, or re-engineer their operations.

Repeatedly revisiting these initiatives has the companies ratcheting up margins, effectively treating their profitability challenges as customer problems. Problems the customers will eventually

solve by buying elsewhere. Trying to strong-arm a supplier well into a decades-old relationship doesn’t usually work, either.

“Our profitability is not our customers’ problem.” -- Jeff Bezos, founder of Amazon Paradoxically, work done to increase operational efficiencies is almost always the easiest and fastest path to the cash-flow, profit and growth benefits you’re trying to capture.

You can make changes to how your company operates, right now – today. No need to convince the sales team to convince the customer to do something different. (Something that might not even be in the customer’s own best interests.)

No need to try to get some behemoth supplier to change its pricing or practices. Instead, you can easily have your own people improve the way things are done, reducing expenditures you’re used to.

I must admit that my worldview tends to be a little skewed – the companies I spend most of my time with are a self-selecting group of innovators and future-thinkers. They’re the ones with a track record of renting consulting expertise and investing in analytical tools, so they know more and see more than their competitors. These companies typically produce profit rates significantly above industry averages. (Not a mere 25% or 50% above – think much, much higher.)

What the top-performing companies have in common is they’re really, really good at the core competency of a distributor – moving product.

They move more product value (OpCash or gross profit) per dollar spent than their competition – by far. When you see their operations, they look like Amazon, with conveyors, automation, and,

SALES & MARKETING sometimes, robots throughout. This is true even for small operations.

These companies can make money on small orders that are killing their competitors, and this makes a much larger proportion of their customer base profitable. (I’ll point out this is the same goal less-capable companies are trying to solve by increasing margins.)

The operating efficiency of these companies hasn’t been achieved with some “silver bullet” that solved everything. It’s the result of a relentless focus on operating efficiency, and countless small improvements made over months or years.

If you haven’t been constantly making operational changes and improvements, you’re missing the biggest opportunity open to you.

“Our profitability is not our customers’ problem.”

– Jeff Bezos, founder of Amazon

TO GET STARTED, I’D SUGGEST THE FOLLOWING:

1. Ban the use of “margin” from your initiatives. This term describes only one thing – the price you charge – and will always lead back to plans that have the customer fixing the problem.

WHY BTIC AMERICA? Superior quality Competitive pricing First-class service Spring 2022 • 83

SALES & MARKETING 2. Implement the measurement of OpCash Ratios (profit opportunity you produce from your operating expenditures) and ROX (Return on Expenses, which measures your profit production resulting from your expenditures) so you can monitor and improve your operating efficiencies.

3. Develop and incentivize productivity measures so people throughout your operations are motivated to make improvements that drive efficiency and increase downstream results.

4. Develop specialized business models for each type of business or customer, streamlining each model to eliminate unnecessary activities (manpower) and costs.

There’s a complete guide to doing this, along with detailed discussions of the “whys” and “wherefores” in my book, ProfitDriven Analysis & Practices: The CEO’s Guide to Record Profits. Get it on Amazon and pursue the same practices the top companies are employing to take market share.

your company can make money on orders others can’t. More importantly, it means a larger proportion of customers in each sales territory is profitable and expands the cadre of valuable new accounts the salespeople can pursue.

This is direct support for the sales team. It means that customers can be profitable at lower, not higher, prices. It means they can focus more on winning new business, than on harassing customers to pay more. It opens the door to more aggressive pricing, and funds better customer service.

And it means the company is doing its part to help the sales team be more successful.

Let me suggest you avoid making the customer responsible for your profitability. Making your company more operationally efficient. (Capable of moving more product value for less money.) This produces rich rewards and is a LOT easier.

Let’s not be flogging the sales force to have the customers cover for efficiency and profitability challenges.

WHY DOES THIS MATTER?

This article is adapted from a section in Profit-Driven Analysis & Practices: The CEO’s Guide to Record Profits by Randy MacLean (ISBN: 979-8589295375).

Because increasing OpCash Ratios and ROX metrics reduces the order size thresholds for order profitability. It means

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THE GAWDA INDUSTRY ANALYSIS REPORT Provided by ITR Economics™

ITR SECOND QUARTER OUTLOOK

Expect a Soft Landing for This Business Cycle Despite Five Potential Concerns

BY BRIAN BEAULIEU

This content is exclusive to GAWDA Members.

T

For more information on GAWDA and association here are potential concerns regarding potential for the soft landing to deteriorate progresses from Phase C, Slowing membership, contact Andrea decline Levy: our expectation for no recession in into a hard landing as the quarters progress.

Growth, to Phase D, Recession, in which 2022–23. They are: (844) We 251-3219 / alevy@gawda.org thought we would get ahead of those the 12/12 falls below zero (indicating year-

1. A negative trend in the ITR Leading Indicator™ 2. The S&P 500 trend 3. Inflation 4. Higher interest rates 5. Ukraine/politics There is a discernible ITR Checking Point™ regarding the developing cyclical shift in the economy: the U.S. Industrial Production 1/12 rate-of-change declined below the still-rising 12/12 rate-of-change.

This ITR Checking Point is consistent with what the leading indicators have been signaling for months – a rapidly nearing peak in the Industrial Production 12/12.

Our expectation for no recession in 2022–23, for both U.S. Industrial Production and U.S. Real Gross Domestic Product (GDP), is unchanged. However, it would be normal for concerns to arise regarding the 86 • Spring 2022

concerns by talking about some trends now.

ONGOING DESCENT IN THE ITR LEADING INDICATOR™ Typically, we show our dashboard of a dozen leading indicators to the U.S. economy. This time we chose to show one of the 12 leading indicators, the proprietary ITR Leading Indicator™, which leads Industrial Production by eight months. It is very evident that the economy is heading for a different phase of the business cycle - Phase C, Slowing Growth. While part of the slowing growth can be reasonably attributed to supply chain issues and labor constraints, the breadth of indicators rounding the business cycle high suggest a more systemic business cycle shift is at work.

During some business cycles, 12/12

over-year contraction). We will monitor the ITR Leading Indicator trend (and others) throughout the coming period of business cycle decline to see if it starts to forewarn of a less benign business cycle event than a soft landing. We do not expect that to be the case in 2022 or 2023. We expect the economy will bend, but not break down, based on the financial health of the consumer and businesses. This is one of the reasons we think now is not the time to back off from risk, which is the topic for the March 18, 2022, ITR webinar hosted

by Lauren Saidel-Baker and Brian Beaulieu.

S&P 500 DECLINE One threat to a soft-landing scenario is the negative trend in the S&P 500. The market’s 1/12 will typically lead the U.S. Industrial Production 12/12 by nine months.

ITR FOR GAWDA Weakness in the stock market tends to make people nervous about the future.

The current situation is normal, albeit a little tense. Overt bear markets can develop while the S&P 500 1/12 is in decline, but not always. What frequently develops is a normal correction to the stock price trend, not a full-fledged bear market. We view today’s consternation about the market as a normal business cycle phenomenon and expect that a correction, not a bear market, is the most likely result. See the U.S. Stock Prices page for more insight into what we expect.

About those other concerns: Rising interest rates: Interest rates are going to rise. However, we don’t expect to see a large enough increase in rates over the course of 2022 and 2023 to deter consumers or businesses.

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Inflation: We see disinflation beginning to take hold in the near term, which should ease some of the price and earning distortions as well as provide some maneuvering room for the Federal Reserve (and the larger bond market) when it comes to the need for higher interest rates

For more information on GAWDA and association U.S. Industrial membership, contact Andrea Production Levy: Index to ITR Leading Indicator™ (844) 251-3219 / alevy@gawda.org Industrial

Supply chain woes: The decline in global leading indicators, the upcoming slowdown in global growth, and increasing imports augur for these issues to abate as we go through 2022 and 2023.

Ukraine: Politics are not our center of concentration, so our main concern at this time rests with the economic impact of energy supply disruption(s) at a time when energy prices are already high across much of Europe and the U.S.

WHAT IT MEANS AND WHAT TO DO The developing shift from the best portion of the business cycle to the slowing growth phase will likely result in worrisome headlines and concerns over current costs amid that scenario. The cost pressures

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THE GAWDA INDUSTRY ANALYSIS REPORT Provided by ITR Economics™

are likely to abate but not go away. It is, therefore, all the more important to know your own rate-of-change trends and judge how your business is actually faring rather than focus on the headlines. You can use ITR’s DataCast™ tool for free for 30 days (details at itreconomics.com/datacast-programs) for a quick check on what the upcoming shift to slowing growth for the U.S. Industrial sector means for your business.

Also, while you are using DataCast, pull in your major markets and see if they tend to underperform or outperform relative to U.S. Industrial Production. This will help you see which of your markets warrant closer scrutiny as the general economy eases into a slowing growth mode.

Industrial Production

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LEADING For more information on GAWDA and association ITR LEADING INDICATOR™ ITR Leading Indicator™ membership, contact Andrea Levy: INDICATOR SIGNALS NEAR-TERM GROWTH RATE PEAK FOR U.S. (844) 251-3219 / alevy@gawda.org Rates-of-Change INDUSTRIAL PRODUCTION The ITR Leading Indicator™ declined in January. Indicator trends signal a growth rate peak for U.S. Industrial Production in the near term. Ongoing Indicator decline suggests subsequent slowing growth for Production will extend into at least the latter half of this year, in line with our expectations.

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ITR FOR GAWDA U.S. TOTAL INDUSTRY CAPACITY UTILIZATION RATE RATE 1/12 SUGGESTS SLOWING GROWTH TREND FOR INDUSTRIAL PRODUCTION The U.S. Total Industry Capacity Utilization Rate 1/12 declined in December.

Trends in the Rate 1/12 suggest Industrial Production will reach a business cycle peak in the near-term before undergoing slowing growth into at least the second half of this year, in line with our outlook.

U.S. Total Industry Capacity Utilization Rate Production

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For more information on GAWDA and association The OECD U.S. Leading Indicator THE OECD U.S. LEADING membership, contact Andrea Levy: INDICATOR N E A R - T E R M T R A N S I (844) T I O N T O 251-3219 Rates-of-Change / alevy@gawda.org Production SLOWING GROWTH ANTICIPATED FOR U.S. INDUSTRIAL PRODUCTION The U.S. OECD Leading Indicator 1/12 rate-of-change declined further in December. Prior Indicator 1/12 movements point to a near-term transition to Phase C, Slowing Growth, for U.S. Industrial Production. Ongoing Indicator 1/12 decline suggests Production business cycle decline will extend into at least late this year.

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THE GAWDA INDUSTRY ANALYSIS REPORT Provided by ITR Economics™

U.S. ISM PMI (Purchasing Managers Index) U.S. ISM PMI (PURCHASING MANAGERS INDEX)

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PMI 1/12 SUGGESTS NEARTERM GROWTH RATE PEAK FOR INDUSTRIAL PRODUCTION The U.S. ISM PMI (Purchasing Managers Index) 1/12 rate-of-change was roughly flat in January but has been in a general trajectory of decline over the last three quarters. The PMI 1/12 suggests U.S. Industrial Production could reach a growth rate peak around the second quarter of this year, with business cycle decline to follow. We do not anticipate contraction for the U.S. Industrial Production in 2022.

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MORE FROM ITRinformation FEATURED For more onON GAWDA and association membership, contact Andrea Levy: (844) 251-3219 / alevy@gawda.org Jackie Greene

VICE PRESIDENT OF ECONOMICS AT ITR ECONOMICS

Jackie Green is Vice President of Economics at ITR Economics.

Check out the January 1, 2022 episode of GAWDA TV, where Jackie was interviewed about planning your business for 2022.

90 • Spring 2022

ITR FOR GAWDA GAWDA EXECUTIVE SUMMARY/DASHBOARD GAWDA INDUSTRY INDICATORS

INDICATORS

HIGHLIGHTS

CURRENT GROWTH RATE PHASE (12/12)

U.S. INDUSTRIAL PRODUCTION INDEX

Expect Industrial Production to grow at a slower rate in 2022 than in 2021. The pace of growth will continue moving lower into late 2023.

5.6%

B

U.S. PROCESSED GOODS FOR INTERMEDIATE DEMAND PRODUCER PRICE INDEX

We are seeing early signs of easing pricing pressures from oil, natural gas, copper, and steel. This points to Phase C, Slowing Growth, in the Price Index this year.

1.7%

B

U.S. CRUDE OIL SPOT PRICES

We expect the Prices 3MMA will rise into the summer – peaking in the upper $80s to low $90s – before moving somewhat lower in the latter half of the year.

82.1%

B

New Orders will rise in 2023; partially due to rising inflation and New Orders benefiting from the recently passed infrastructure bill .

15.0%

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U.S. NONDEFENSE CAPITAL GOODS NEW ORDERS WITHOUT AIRCRAFT

This content U.S.isImports exclusive to GAWDA Members. of Electrical Equipment for 2021 were a record $40.3

U.S. ELECTRICAL EQUIPMENT NEW ORDERS For more

billion, up 16.9% from 2020. This bodes well for New Orders this information on GAWDA and association 3.1% year. membership, contact Andrea Levy: U.S. FABRICATED METAL Annual New Orders will reach an imminent business cycle 19.9% (844) 251-3219 / alevy@gawda.org PRODUCTS NEW ORDERS peak; expect lower growth rates during 2022 than in 2021.

U.S. DURABLE GOODS NEW ORDERS WITHOUT AIRCRAFT ITR LEADING INDICATOR™ (MONTHLY)

Business cycle decline, already evident in the housing market, will likely mean less-robust growth in consumer durables such as furniture and appliances.

The prior peak in the Indicator suggests U.S. Industrial Production will reach a cyclical peak in early 2022.

B B

14.2%

B

6.5 (Monthly)

C

Note: Forecast color represents what Phase the market will be in at the end of the year.

The U.S. industrial sector is on the cusp of a transition to Phase C, Slowing Growth. The ITR Checking Points™ system and a number of leading indicators provide strong evidence that growth rates will be lower in 2022 than in 2021. Despite the slowing rate of growth, we do not expect contraction in U.S. Industrial Production during this cycle. U.S. Industrial Production will rise through the next year, just at a less robust rate than in 2021. As such, we are entering a dangerous part of the business

cycle. This is the crucial period during which firms will likely feel the energy of overall growth but may miss the signs of waning momentum. Those who ignore the signals emanating from leading indicators such as the ITR Leading Indicator™ or the U.S. ISM PMI (Purchasing Managers Index) may fall into the trap of straight-line budgeting or overexpanding capacity. Ensure you are tracking your business’s performance against the macroeconomy. If necessary, adjust your expenditure plans.

Spring 2022 • 91

THE GAWDA INDUSTRY ANALYSIS REPORT Provided by ITR Economics™

U.S. Industrial Production Index Data Trend

U.S. INDUSTRIAL PRODUCTION

Index

B

ACCELERATING GROWTH 2022 2023 2024

2.8% 1.6% 3.1%

102.7* 104.4* 107.6*

* Index based to 2017 = 100.

110

Index 12MMA Forecast 12MMA 3MMA

110

100.3

100

100

90

90

HIGHLIGHTS: ◼ Industrial Production rose 5.6% in 2021 ◼ The Production 12MMA will surpass the 2019 record high in the second half of 2023

80

◼ Utilities Production has tentatively entered Phase C, Slowing Growth

'12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25

80

This content is exclusive to GAWDA Members.

U.S. Industrial Production for 2021 as a whole rose 5.6% relative to 2020. U.S. Industrial Production includes a total of three major components: manufacturing (accounting for 75% of the total), mining (14%), and utilities (11%). Manufacturing Production rose 6.7% over the course of 2021, posting a higher growth rate than overall Industrial Production despite supply chain challenges and a scarcity of labor.

Manufacturing Production is on the cusp of Phase C, Slowing Growth, and Utilities Production, the smallest component, has already entered a tentative Phase C trend.

U.S. Mining Production is lagging in its recovery, only recently entering Phase B, Accelerating Growth.

Expect Industrial Production to grow at a slower rate in 2022 than in 2021. The pace of growth will continue moving lower into late 2023. We do not expect a recession during this cycle. Annual Production is projected to generally rise, surpassing the 2019 record level during the second half of 2023.

U.S. Industrial Production Index Rate-of-Change

For more information on GAWDA and association 15 membership, contact Andrea Levy: 10 (844) 251-3219 / alevy@gawda.org 5.6

92 • Spring 2022

15 10

5

5

0

0

-5 -10

12/12 Forecast Range 12/12

-5 -10

3/12 -15

'12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25

Management Note: Industrial Production is projected to reach new record highs in the second half of 2023. If you correlate well with Production, ensure you use the next year and a half to improve efficiencies in preparation.

-15

ITR FOR GAWDA U.S. NONDEFENSE CAPITAL GOODS NEW ORDERS (EXCLUDING AIRCRAFT)

B

ACCELERATING GROWTH 2022 2023 2024

7.3% 4.2% 6.9%

$981.5 billion $1022.7 billion $1093.3 billion

HIGHLIGHTS: ◼ New Orders are approaching Phase C, Slowing Growth ◼ Margin compression could hinder growth in profits, making businesses more hesitant to invest in new capital goods in the coming quarters

U.S. Nondefense Capital Goods New Orders (excluding aircraft) Data Trend d

Bils of $

Bils of $

300

250

1200 12MMT Forecast 12MMT 3MMT

1000

914.5

200

800

150

600

100

'12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25

400

This content is exclusiveU.S.toNondefense GAWDA Members.

Capital Goods

◼ We expect a soft landing for New Orders, with ongoing 12MMT rise through at least 2024

U.S.(excluding Nondefense CapitalRate-of-Change Goods New For more information onOrders GAWDA and aircraft) association New Orders (excluding aircraft) Rate-of-Change 30 membership, contact Andrea Levy: 12/12 Forecast Range (844) 251-3219 / alevy@gawda.org 12/12 20

U.S. Nondefense Capital Goods New Orders (excluding aircraft) during 2021 came in 15.0% above the year-ago level.

New Orders came in a slim 1.8% above our forecast median for 2021. We have adjusted the forecast moving forward to account for slightly stronger inflation than we had previously been expecting for 2022 as well as some benefit from the recently passed infrastructure bill likely to impact 2023. We raised our expectations for 2022 and 2023 by 2.7% and 4.2%, respectively.

Expect New Orders to generally grow through 2024.

Quarterly U.S. Corporate Profits With Capital Consumption Adjustments are at a record high, but the rate of rise is waning. This trend is not confined to the U.S.; China Industrial Profits are also in Phase C, Slowing Growth. Increasing cost-consciousness on the part of customers could pressure margins, cutting into profits as the global economy moves to the back side of the business cycle. With growth in profits

3/12

15.0

30 20

10

10

0

0

-10 -20

-10

'12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25

-20

slowing, businesses may be more hesitant to invest in new capital goods, contributing to the expected Phase C trend in New Orders.

Management Note: Be realistic about your business-to-business sales goals as growth slows this year and be sure to update your marketing materials in light of your clients’ changing pain points.

Spring 2022 • 93

THE GAWDA INDUSTRY ANALYSIS REPORT Provided by ITR Economics™

U.S. CRUDE OIL SPOT PRICES

B

ACCELERATING GROWTH

Mar 2022 Jun 2022 Sep 2022 Dec 2022

$85.00 per barrel $88.90 per barrel $82.73 per barrel $77.59 per barrel

HIGHLIGHTS: ◼ Prices averaged $83.22 per barrel in January ◼ Recovery from the omicron-related downturn is complete

U.S. Crude Oil Spot Prices Data Trend

$/bbl.

120

3MMA Forecast 3MMA Actual

100

$/bbl.

120 100

78.03 80

80

60

60

40

40

20

20

0

'12

'13

'14

'15

'16

'17

'18

'19

'20

'21

'22

'23

0

◼ Expect the Prices 3MMA to rise to the upper $80s to low $90s by the summer before moving lower to end the year

This content is exclusiveU.S.toCrude GAWDA Members.

Oil Spot Prices

U.S. Crude Oil Spot Prices averaged $83.22 per barrel in January, marking a complete recovery from November and December’s brief omicron-induced swoon.

Daily Prices have since breached $90 as cold weather inhibited Permian Basin operations. We expect the Prices 3MMA will rise into the summer – peaking in the upper $80s to low $90s – before moving somewhat lower in the latter half of the year alongside slowing economic growth and rising supply.

Our watchful readers will note that while our expectations for the first three quarters of the year are unchanged, our fourth-quarter forecast has been adjusted $5 upward. This reflects our updated, higher expectations for inflation and several core segments of the U.S. economy, as well as our concerns regarding oil producers’ ability to sufficiently increase output after years of underinvestment in the oil patch.

Rate-of-Change For more information on GAWDA and association 200 membership, contact Andrea Levy: 12/12 Forecast Range 150 (844) 251-3219 / alevy@gawda.org 12/12

94 • Spring 2022

3/12

100

200 150 100

82.1

50

50

0

0

-50 -100

-50

'12

'13

'14

'15

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'17

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-100

Management Note: Our longer-term analysis through 2023 (not published) suggests the Prices 3MMA is likely to trend on average very close to the $83.22 average we saw for January. Adjust your business to the “new normal” accordingly.

ITR FOR GAWDA U.S. STEEL SCRAP PRODUCER PRICE INDEX

C

$/GT

U.S. Steel Scrap Futures Commodity Prices Data Trend U.S. Steel Scrap Futures Commodity Prices Data Trend

900

3MMA Forecast 3MMA Actual

SLOWER GROWTH

Mar 2022 768.19* Jun 2022 717.16* Sep 2022 706.82* Dec 2022 684.74* * Index based to 1982 = 100.

HIGHLIGHTS: ◼ Leading indicators confirm Prices’ tentative transition to Phase C, Slowing Growth ◼ Prices have trended relatively flat in recent months

$/GT 900

729.1

700

700

500

500

300

300

100

'12

'13

'14

'15

'16

'17

'18

'19

'20

'21

'22

'23

100

◼ Expect a very mild decline of 6% in the second half of the year relative to the first half

This content is exclusive to GAWDA Members.

U.S. Steel Scrap Futures Commodity Prices For more information on GAWDA and association Rate-of-Change membership, contact Andrea Levy: U.S. Steel Scrap Futures Commodity Prices Rate-of-Change (844) 251-3219 / alevy@gawda.org 100

The Prices 12/12 has started to move lower, marking a tentative transition to Phase C, Slowing Growth. The Prices 3MMA has been relatively flat since the summer of 2021. The 3MMA ended 2021 3.8% above our median expectation, but we still find the current forecast to be the most probable outcome for 2022. The unchanged forecast is consistent with the preponderance of leading indicator inputs, such as the JP Morgan Global Manufacturing PMI. We expect relatively stable Prices this year. Prices will drop a relatively slim 6% from the first to second half of 2022 as macroeconomic business cycle decline becomes more pronounced but overall growth persists.

Management Note: Avoid straight-line thinking. The leading indicators are signaling a change in the pricing cycle this year.

12/12 Forecast Range

69.7

12/12

50

50

3/12

0

0

-50

-50

-100

100

'12

'13

'14

'15

'16

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'19

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'21

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'23

-100

Spring 2022 • 95

THE GAWDA INDUSTRY ANALYSIS REPORT Provided by ITR Economics™

U.S. FABRICATED METAL PRODUCTS NEW ORDERS

B

U.S. Fabricated Metal Products New Orders Data Trend

U.S. Fabricated Metal Products New Orders Data Trend

Bils of $ 150

125

12MMT Forecast 12MMT 3MMT

$453.2 billion $460.0 billion $487.6 billion

600

500 430.8

ACCELERATING GROWTH

2022 4.2% 2023 1.5% 2024 6.0%

Bils of $

100

400

HIGHLIGHTS: ◼ The New Orders 12MMT will generally rise through 2024

75

300

◼ Phase C, Slowing Growth, is imminent

50

◼ Producers should not expect the same degree of pricing power for the coming years

'12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25

200

This content is exclusive to GAWDA Members.

Annual U.S. Fabricated Metal Products New Orders totaled $430.8 billion in 2021, up 19.9% from 2020. Results were 0.3% below the forecast range in December.

However, our analysis suggests that our forecast represents the most likely trajectory for New Orders; the outlook is unchanged.

Expect New Orders to generally rise through at least year-end 2024, but for a plateau during the majority of 2023.

Trends in the U.S. GDP Gross Output

by Industry for Fabricated Metal Products and Iron and Steel Producer Prices Index suggest that Phase C, Slowing Growth, will take hold imminently, in line with our outlook.

We expect this slowing growth trend to extend into late 2023. Inflationary trends will keep the dollar-denominated New Orders elevated during this time period, though producers should not expect the same degree of pricing power for the coming years, as inflation erodes purchasing power and potentially increases price sensitivity.

U.S. Fabricated Metal Products

U.S. Fabricated Metal Products For more information on New GAWDA and association NewOrders OrdersRate-of-Change Rate-of-Change 30 membership, contact Andrea Levy:19.9 20 (844) 251-3219 / alevy@gawda.org

96 • Spring 2022

30 20

10

10

0

0

-10 -20

12/12 Forecast Range 12/12

-10 -20

3/12 -30

'12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25

-30

Management Note: Although we are forecasting growth through roughly the middle of the decade, preserving margins will become increasingly important. Consider investing in efficiency measures while financing is relatively inexpensive.

ITR FOR GAWDA U.S. AGRICULTURE EQUIPMENT

C

SLOWER GROWTH

HIGHLIGHTS: ◼ Annual Production was up 14.6% in 2021 from the prior year ◼ Supply chain disruptions are hindering activity in the agricultural sector ◼ Lower prices may reduce investment incentives, softening demand for agricultural implements this year The U.S. Agricultural Implement Production Index 12MMA was up 14.6% in 2021 compared to 2020. Production is declining from a September 2021 peak.

Supply chain disruptions have impacted the agriculture sector particularly hard, resulting in an earlier transition to Phase C, Slowing Growth, than the majority of the U.S. industrial sector. The ITR Checking Points™ system and trends in Farm Machinery Equipment Exports and the U.S. Machinery Utilization Rate suggests that business cycle decline will persist in the coming quarters.

Agricultural trends are heavily dependent on commodities prices. Quarterly U.S. Corn Futures Prices and U.S. Soybeans Future Prices are in early Phase C trends.

We expect disinflation in the U.S. economy this year to also extend into agriculture commodities. Lower prices may reduce investment incentives, softening demand for agricultural implements this year. This provides further evidence for our expectation for lower growth rates in Production in 2022 relative to 2021.

North America Light Vehicle Production Data Trend

Index 180

Index 12MMA

160

3MMA

140

180 160 140

120.0

120

120

100

100

80

80

60

60

40

'12

'13

'14

'15

'16

'17

'18

'19

'20

'21

'22

'23

40

This content is exclusive to GAWDA Members.

North America Light Vehicle For more information on GAWDA and association Production Rate-of-Change 45 membership, contact Andrea Levy: (844) 251-3219 / alevy@gawda.org 30

45 30 14.6

15

15

0

0

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-30

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Management Note: Sharpen your competitive advantages and increase customer loyalty as you prepare to navigate the back side of the business cycle in 2022–2023.

Spring 2022 • 97

Control Your Brand’s Messaging and Identity Online How listings management can benefit your company

BY STEVE GUGLIELMO

B

y now, we are all aware of just how important having a strong internet presence is for our businesses. Even if you don’t have an e-commerce platform, it is important that your company be visible online. Think about it, as a consumer, what is the very first thing you do when you need to buy virtually any new product? You search for it online. But what if you can’t find the information you need when you search?

Or, worse yet, you find some information, but it’s inaccurate?

Chances are, you’ll find a different company to buy that item from. You don’t get a second chance to make a first impression.

Research has proven time and time again that the best way to attract new customers today is by getting your business listed and visible wherever customers are looking for it. A good way to make sure that your company is putting its best foot forward on search is by utilizing Listings Management software.

If you think about your website as your company’s digital storefront, then directory listings are like the phonebook, or billboards, that can help drive traffic to your site. And you want to make sure that your customers and potential customers can find the directions to your “storefront” however they’re searching for it online.

A good listings management program can help customers boost their online presence, grow their local visibility, get discovered more easily, more effectively use word of mouth through their review management, increase brand awareness and business reputation, and boost your Search Engine Optimization.

BE VISIBLE

The program allows companies to manage their online reputation all from one central dashboard location that then

98 • Spring 2022

What is the very first thing you do when you need to buy vir tually any new product? You search for it online.

But what if you can’t find the information you need when you search? Or, worse yet, you find some information, but it’s inaccurate? broadcasts any updates or new information you wish to convey to all of the online directories at once.

Has your address changed? New website? Closed for a holiday? There is no need to update each directory individually, or worse, keep the wrong information up for all to see. Simply make the changes in your dashboard and your information will update around the web. This creates a clean, streamlined, uniform and up-to-date online presence for your business. And, in turn, it helps boost your SEO across all of these platforms, as big search engines like Google favor content that is consistent.

They believe that consistent information and messaging help build consumer trust.

Most directory listings allow your business to post photos, in addition to your hours of operation, phone number, website and other important data to provide potential customers with more information about your business.

Companies will also be able to include keywords or keyword topics that can help direct customers to your site. Most of the time, customers don’t search for a specific business name. They search for a service or product they need. A good

digital strategy can help ensure that when a potential customer searches for a product or service that you provide, that your business shows up in that search.

And, the dashboard also provides important, relevant reporting metrics which companies can access whenever they want to. It allows your company to see how customers are finding you online, what keywords drove them to your site and how many phone calls were made from that search? All of this is valuable information for your marketing department to determine where to spend their online ad dollars.

BE RESPONSIVE

In addition to metrics that show how visible your company is online, Directory Listings Management also allows you to manager your reviews from the dashboard. If a customer has a question about your business or a product, you will be able to respond to that question in real-time. You can track your total reviews and overall SEO rankings. View an evolution of that ranking over time.

Listings Management is not a set it and forget it process.

Stay engaged with your online brand to ensure that you’re being found.

Inaccurate listings lead to missed opportunities and loss of trust. Are you willing to lose business from someone who is looking for a product you offer today? Make sure you’re visible where customers are looking. Get found and make a great impression using the most up-to-date digital strategy today.

Local IQ, the digital marketing arm of the USA Today Network, has partnered with GAWDA Media to offer Directory Listings Management. Through their award-winning USA Today Network, the Directory Listings Management software works with the top 38 online business directories, including Google, Bing, Yahoo, Facebook, Google Maps, Waze, and may more. Wherever your customers may be searching for a business like yours, the Directory Listings Management is present.

For

more

information

about

Listings

Management, contact GAWDA Media today for more information.

Spring 2022 • 99

TRENDS & TECHNOLOGY

Cross-Industry Compensation & Benefits Survey

T

his year, GAWDA once again took part in a CrossIndustry Compensation & Benefits Survey. The last study that GAWDA participated in was in 2020 and many GAWDA members requested to take part in the survey again this year.

Demand for qualified employees is outpacing labor supply and quit rates are near all-time highs. Providing a competitive total reward packages is vital to attracting and retaining key employees. The results of this study provide the steps and resources for evaluating the competitiveness of your compensation levels and benefit offerings.

Business owners and HR managers can use this information to better their organization’s compensation practices and policies. The results of this study can be used to answer key questions such as: • Are you leading, matching, or falling below the market in terms of your compensation offerings?

• How are companies attracting and retaining employees?

• What are the top concerns/threats in your industry?

• Is your turnover rate comparable to what others are experiencing?

• How long does it take to fill an open position?

The Cross-Industry Compensation & Benefits Report an100 • Spring 2022

swers these questions and many more in helping companies evaluate their compensation practices versus their industry and market areas.

BENEFITS OF PARTICIPATION

The Cross-Industry Compensation & Benefits Report provides participants with the ability to compare their results against all responding companies as well as several additional data aggregations—these include industry focus, annual sales volume, number of employees, business seasonality, geographic region, state, Metropolitan Statistical Area (MSA), and other aggregates deemed important. Additionally, data will be reported at the overall company level as well as the distribution center level.

By participating in the survey, responding companies receive: • PDF-based GAWDA Specific Report • Excel Data Tables with full Cross-Industry data aggregates • PDF-based customized and confidential Company-specific Compensation Report • Access to a Searchable Results Application which allows users to interactively aggregate the data set based on multiple filters of their choosing

TRENDS & TECHNOLOGY By par ticipating in this study, you will help your industry in producing collective data that can provide actionable information for you and your peers.

IMPORTANCE OF PARTICIPATING

Participation by industry members is the backbone of any survey-based research project. The more companies that participate, and the more data they provide, the richer and more robust the results will be for the end-users. By participating in this study, you will help your industry in producing collective data that can provide actionable information for you and your peers. The last time this study was conducted we had a very robust dataset in receiving completed surveys from over 900 distribution companies, representing 10,000 locations.

Investing time in providing your company’s data will save a significant amount of time when you begin analyzing the results. This time savings comes from how the confidential Company-specific Compensation Reports (CCR) are produced. Your company’s own compensation information is displayed for you alongside the appropriate industry comparatives (all respondents, industry focus, annual sales volume, etc.) to make comparability and analysis as easy as possible. Instead of digging through files and making calculations as you dive into the report, all of your own information is reported directly next to the appropriate comparatives for any given datapoint.

THIRD-PARTY CREDIBILITY

To assure confidentiality, this survey is conducted by Dublin, Ohio based Industry Insights, Inc. — an independent third-party research firm that currently serves more than 200 association clients. Since 1980, Industry Insights has been providing high quality research and educational services to trade and professional associations. Industry Insights processes over

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TRENDS & TECHNOLOGY 100,000 survey forms each year and is highly sensitive to the confidential and proprietary interests of survey respondents.

CONFIDENTIALITY

Industry Insights understands that the confidentiality of your data is of the utmost importance. As such, we utilize industry standard internal controls and security procedures to ensure that all data confidentiality is maintained throughout the project. All survey responses are submitted directly to Industry Insights where they are kept in strict confidence. Additionally: • All information received from individual Cross-Industry Compensation & Benefits Survey participants will be treated in a strictly confidential manner and will not be disclosed to any individual, entity, organization or third-party outside of Industry Insights, Inc. except as required by law.

• Only the aggregated results are published in the final industry-wide Cross-Industry Compensation & Benefits Report. Additionally, no individual company will be identified as a participant in the report.

While the deadline to participate in the 2022 Cross Industry Compensation & Benefits Survey has passed for this year, the full report will be available to purchase in the “Shop GAWDA” tab of the GAWDA.org Member’s Only Page.

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102 • Spring 2022

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u p c o m in g

industry events

Here are some of the events scheduled for 2021 and beyond. Check the EVENTS tab on the GAWDA website at www.gawda.org for more information.

APRIL 2022 GAWDA Spring Management Conference Indianapolis, IN APRIL 3-5, 2022 Winning the War for Talent – Session 2 Virtual Event APRIL 13, 2022 – 3:00 P.M. EST CGA Annual Meeting Naples, FL APRIL 10-14, 2022 AIWD Convention Washington, D.C. APRIL 22-25, 2022

MAY 2022 GAWDA Northeast Regional Meeting Galloway, NJ MAY 10-12, 2022

IWDC Sales & Purchasing Convention Minneapolis, MN MAY 24-26, 2022

JUNE 2022 Winning the War for Talent – Session 3 Virtual Event JUNE 8, 2022 – 3:00 P.M. EST

JULY 2022 GAWDA Northwest Regional Meeting Stevenson, WA JULY 27-29, 2022

AUGUST 2022 Winning the War for Talent – Session 4 Virtual Event AUGUST 17, 2022 – 3:00 P.M. EST

OCTOBER 2022 GAWDA Annual Convention San Diego, CA OCTOBER 5-8, 2022 Winning the War for Talent – Session 5 Virtual Event OCTOBER 19, 2022 – 3:00 P.M. EST

NOVEMBER 2022 IWDC Owners Meeting Park City, UT NOVEMBER 1-4, 2022 FABTECH Atlanta, GA NOVEMBER 8-10, 2022

DECEMBER 2022 Winning the War for Talent – Session 6 Virtual Event DECEMBER 14, 2022 – 3:00 P.M. EST

Spring 2022 • 103

INDUSTRY NEWS growth. Under Craig’s stewardship, the company is planning to expand its team, introduce new products, and continue to add value to help its customers succeed.

Lorraine Keating, founder of Prism Visual Software, will remain with the company and continue support customer

MWSCO Announces 2021 Spark Young Minds Grant Winners

Mississippi Welders Supply Co. (MWSCO) believes that everyone interested in welding and metal fabrication should have the opportunity to learn. The Spark Young Minds grant program was developed to help support our community educators who inspire young students through hands-on programs. This year, in partnership with Miller Electric, MWSCO was able to award three High Schools with a Millermatic 211 MIG welder with running gear, a Miller F-Series ArcStation Workstation table, 125 cu/ft Argon/CO2 Gas Cylinder, Digital Performance welding helmets, and Indura cloth welding jackets.

We received 53 applications and the MWSCO team found it challenging to choose only three recipients when so many High Schools have expressed their need to replace old equipment or require additional equipment to meet growing interest, when funding for their welding program is limited.

The first annual 2021 Spark Young Minds recipients are all from Wisconsin: Cameron High School, Greenwood High School, and Spring Green High School.

Craig Mordi

Kaplan Industries Announces Retirement of Long-Time Territory Sales Manager Rich Linder

Rich Linder, Midwest Regional Sales Manager, retired from Kaplan Industries.

Rich has spent over 20 years as an important member of the Kaplan team. He is well respected by the industry and his peers, his knowledge and work spanning over four decades in the industry. The Rich Linder Midwest regional territory will now be taken over by Jeff Ison who has worked closely with Rich over the years. Jeff has been a member of the Kaplan Team with the role of inside sales for 18 years.

CGA Launches Hydrogen “Safety is Step One” Campaign

The Compressed Gas Association, a leading authority for the development and promotion of safety standards in the industrial, medical, and food gases industry, has made a major investment in a new campaign entitled Hydrogen “Safety is Step One” to showcase the importance of safety standards for emerging hydrogen technologies. The Hydrogen “Safety is Step One” campaign will engage across media relations, social media, and online strategy and communications to communicate to a broad audience about hydrogen safety.

Prism Visual Software Names Craig Mordi as CEO

Prism Visual Software has named Craig Mordi as its new Chief Executive Officer. Mordi brings over 20 years of software and technology experience with a focus on sales, marketing, and

104 • Spring 2022

Metal Impact Recognized for “Extraordinary Performance” by OxyGo

Metal Impact was recognized by OxyGo for its “extraordinary performance” during the COVID-19 pandemic. Metal Impact provided OxyGo with oxygen cylinders when another supplier was not able to do so on time.

TOMCO Launches Phase Two a division of TOMCO2Systems

TOMCO announced that it has launched a new division called phasetwo CCS. Phasetwo will produce cryogenic storage and shipping equipment that services the Life Sciences Industry. It will produce products that are used to store and

INDUSTRY NEWS ship cellular and genetic therapies, biomedical samples, and many other biological materials that require storage in extremely cold temperatures.

Cyl-Tec Completes Sale of Company to its Employees

As of December 23, 2021, Cyl-Tec employees officially became owners of the company. President Tom Bennett and his brother, Executive VP John Bennett, previously owned the company, which was founded in 1990 by their brother, Jim, and their father, George. The transfer of shares means Cyl-Tec employees now directly benefit from the growth of the company overall and own a stake in the company’s continued success.

Very little will change in terms of management and day-today operations. Tom plans to remain as President and CEO of Cyl-Tec over the next several years until his retirement. Current department managers will also stay on continuing to make the day-to-day decisions for the company’s products and services.

Employees learned about adding “owner” to their titles at a company holiday party in December.

HIAB Appears on TV Show “The World’s Greatest!”

HIAB appeared on the television show “The World’s Greatest.” The show, which airs on Bloomberg TV, spotlights companies of all sizes who are behind products people use every day. The discuss companies who are making a positive impact on the world. HIAB appeared in episode 312. To see the full episode, visit www.worldsgreatesttelevision.com/ post/episode-312. continued on next page

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www.FIBATECH.com Spring 2022 • 105

INDUSTRY NEWS IWDC Announces Charity Contribution and Breaks All-time Annual Sales Record

IWDC announced that it broke its all-time annual Member’s spend record that was set in 2019. Frank Kasnick, President & CEO of IWDC said that, “Our previous annual record was $278.8 million, and we broke that after our second business day in December – we should easily eclipse $300 million for full-year 2021. This is a testament to the strength and resilience of the independents in our welding & gas industry and reflects the strong support from our vendor partners.”

IWDC also announced that it raised $43,000 for Feeding America in 2021.

supplier in our industry”, said Brent Lockhart, President of Ratermann Manufacturing.

Petrella Promoted to Director of Industrial Sales at Western Enterprises

Western Enterprises is excited to announce the promotion of Paul Petrella from Regional Sales Manager to Director of Industrial Sales. Paul will provide sales leadership continuity as we further grow our business into 2022. Paul joined Western Enterprises in 2018 and is wellPaul Petrella versed in Western’s full line of Industrial and Medical products.

In addition, Paul has a grasp of the market based on his ten-plus years selling and managing within the Industrial gas business.

Tekno Valves North America Hires Ron Linsten

TrackAbout, Inc. announced the launch of a modern corporate brand identity, redesigned logo and website. The visual and messaging refresh come at a time when the company is evolving its software solutions and expanding its global reach as experts in intuitive tracking software for packaged gas, chemical distribution and related industries.

TrackAbout’s brand identity includes new logos, color palette, typography and corporate and product-level messaging that communicates the company’s returnable container tracking and management value to current and potential clients. A new tagline, Track with Transparency, reflects the company’s ability to offer complete lifecycle transparency of returnable containers and other assets for complex industries through integrated tracking solutions that help address challenges in process improvement outcomes.

Tekno Valves North America announced that Ron Linsten joined the company as the new Director of Business Development. Ron will be based at Tekno Valves NA’s home office in Mandeville, Ron Linsten LA, and will be an integral part of the sales team as it continues to expand its presence throughout North America. Ron has spent the last 25 years working within the Industrial marketplace, most recently serving as the Vice President of Sales at ORS Nasco.

“We couldn’t be more excited for Ron to bring his industry expertise and customer focus to the Tekno Valves North America team,” said Justin Guitreau, Executive Vice President of Tekno Valves North America. “Being based in Mandeville, LA, Ron will directly impact the sales and operations of our company on a daily basis as we continue to grow to meet the needs of our customers throughout the compressed gas industry.”

Ratermann Announces Sven Brandau as Director of Operations

Messer Appoints Kristen Jones as Distributor Sales Manager, South

TrackAbout Releases New Brand Identity with Modern Corporate Logo and Website

Ratermann Manufacturing announced that Sven Brandau was appointed as Director of Operations.

Most recently, Sven spent over 8 years at NCR with a focus on supply chain excellence. Prior to NCR, he was with PDI in various business leadership Sven Brandau positions. “We welcome Sven to our team! His experience will certainly help us execute our long-term strategic goals and continue to be the best-in-class

106 • Spring 2022

Messer appointed Kristen Jones to the role of Distributor Sales Manager, South.

Kristen is based in Birmingham, Alabama, and will be responsible for southern area distributors across 11 states. Her focus will be on continuing to support existing distributors’ growth strategies, executing daily activities with distributors, and exploring new opportunities within the geography.

Kristen Jones

INDUSTRY NEWS two years, building on solid traction gained in the electrical distribution industry, per their roots. DDS now serves more than a dozen complementary wholesale industries, with several others in early stages of development. Their new site has dedicated landing pages for six of the sectors where their product content offering and customer footprint are most advanced: Electrical, Plumbing, HVAC, Industrial Supply, Industrial Gas and Welding, and Industrial Automation.

DDS Launches New Redesigned Website

DDS (Distributor Data Solutions) announced the launch of its wholly redesigned website. The site’s updated design and messaging unveil new branding while clarifying the company’s solution offerings and directing visitors to the most relevant and efficient customer experience according to their needs.

The design of DDS’ new site shows off the company’s recent branding refresh and reinforces their bold and authoritative presence in the market. The company has rapidly expanded their footprint in multiple distribution verticals over the past

Kaplan Industries Appoints Dave O’Connell as Western Regional Sales Manager

Kaplan Industries is excited to welcome Dave O’Connell as the Western Regional Sales Manager. Dave was born and raised in Chicago, where he began his career in the steel industry. He has spent the past three years in welding and gas distribution. Nearly six years ago, Dave and his wife moved to Las Vegas and love the west coast lifestyle. Dave is an integral part of the continued growth

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Spring 2022 • 107

INDUSTRY NEWS to the Kaplan sales department, and we look forward to his many successes and contribution in supporting and growing our West coast customer base.

Director of Sales and Marketing at Newell Rubbermaid, and most recently served as Vice President of Sales and Marketing for US Tape Company, part of RAF Industries. In his new role as President for FEIN US, Craig will lead the sales and management teams, oversee FEIN’s organizational structure and go-to-market planning, and develop a growth strategy to drive FEIN’s US business.

Messer Distributor Group 2022 Board Members

Anova Awarded 2022 Industrial IoT Innovator of the Year

IoT Breakthrough, a leading market intelligence organization that recognizes the top companies, technologies and products in the global Internet-of-Things (IoT) market, announced that it has selected Anova the trusted innovator and leader in remote tank telemetry, as winner of the “Industrial IoT Innovator of the Year” award in the 6th annual IoT Breakthrough Awards program.

Kevin West Begins Key New Role as National Sales Manager at Champion Cutting Tool Corp.

Kevin West was named as National Sales Manager at Champion Cutting Tool Corp. Kevin succeeds Mark Anderson, who retired in December 2021 after an incredible 41-year career at Champion.

West brings 20 years of industry experience to this position. After beginning his career selling fasteners, he joined the Kevin West Champion sales force as a Territory Sales Manager in 2010 and was promoted to West Coast Regional Sales Manager in 2018.

FEIN Power Tools Welcomes William Craig as President for FEIN US

FEIN Power Tools, Inc. is pleased to name William Craig as President of its U.S. division, effective January 4, 2022.

Throughout his 25-year career, Craig held top-level management positions in the tool, construction, and automotive industries. He has worked as Industrial Marketing Manager for Pentair Tools Group, held various positions, including 108 • Spring 2022

The MDG announced its 2022 Board Members as the following: • Bryan Keen, Keen Compressed Gases, Co-Chairman • Terry Hall, Messer Americas, Co-Chairman • Tom Biederman, Airweld • Richelle Brecht-Smith, SJ Smith Company • Mark Falconer, Minneapolis Oxygen • John Mark McMurtry, Volunteer Welding Supply • Steve Brady, Messer Americas • Terry Scanlan, Messer Americas • Bob VanKirk, Messer Americas • Ed Mueller, Welders Supply, Chairman of Purchasing Committee

Kevin Shelly Promoted to Strategic Account Manager - Americas Nikkiso ACD

Kevin Shelley joined Nikkiso’s Cryogenic Pumps Unit - Americas as Strategic Account Manager. Kevin has a proven track record in sales development, key account, and territory management within his 20+ years of industry experience. He will be responsible for Kevin Shelly the management, development, and implementation of the Nikkiso Cryogenic Pump Unit’s new strategic account program focusing on the Industrial Gas Majors and key accounts throughout North and South America. His focus will be to sell prime equipment as well as service and aftermarket for the pump group.

Kevin will also be a vital part of the CEIG group strategy in facilitating opportunities for the Nikkiso group companies paving the way to becoming a stronger strategic partner for our customers.

INDUSTRY NEWS

IN MEMORIAM RICK BLAIR

Pictured from L-R: Brian Cooper, Robert Wilburn, Doug Bolinger

Wire Wizard Announces Multiple Promotions - Brian Cooper to Serve as President

Effective January 1st, Brian Cooper has been promoted to President of Wire Wizard® Welding Products. Brian has been with the Wire Wizard® team since 2006 and has previously served as Executive Vice President after holding other positions in sales within the company. Brian is the son of Wire Wizard® founder, Edward Cooper, who continues to serve as CEO. Wire Wizard announced the hiring of Robert Wilburn as Product Manager of the PowerBall® Torch and WizardGear® product lines. Rob has over 15 years of industry experience, with 12 years as part of the Wire Wizard® organization in various positions including Technical Sales Representative in the Great Lakes region.

The company also promoted Doug Bolinger to Product Manager of the Weld Central® Welding Optimization Technology product line. Doug previously served as a Welding Engineer and played a key role as part of the Weld Central® development team at Wire Wizard® since 2019.

GAWDA extends its condolences to the friends and family of Rick Blair, who passed away on Christmas Day, 2021. Rick worked for Weldstar for 34 years. He was a fun, loyal, hardworking, passionate, co-worker and friend. Born Oct. 14,1960 in Cincinnati, Ohio, he was the son of Charlie and Anita Burnside-Blair.

Ricky was a 1978 graduate of Elder High School in Cincinnati, Ohio. Following graduation, Ricky attended The Ohio State University, where he received a Bachelor of Science degree in welding engineering and was a brother of the Delta Tau Delta Fraternity. Ricky attended Ohio State University from 1978-1987, where he worked to put himself through college and became a first-generation college graduate. Ricky was often referred to by his friends as “Boxhead” or “Box,” as he went on to be the 1978 Fight Night Champion for Delta Tau Delta.

Following college, Ricky worked for Weldstar in Aurora, Illinois, for a short time before ultimately planting roots with the company in Logansport, Indiana. Specializing in welding sales with Weldstar for 34 years, his coworkers and numerous customers were more like a second family to Ricky. He also taught welding at Ivy Tech of Lafayette for seven years.

He was known for his sense of humor, his grand love for life, his one-of-a-kind laugh and his striking smile and eyes. Ricky was an immensely proud father to his daughter, Hayley, and always made sure anyone and everyone knew it. Ricky was about love and fun; as he’d say, “Life is too short to not have fun.” Ricky left a lasting impact on countless lives that he encountered in his 61 years. He wouldn’t want those after him to be sad, because he’d tell you he had a great life and that “attitude is everything!”

Spring 2022 • 109

INDUSTRY NEWS

MA SCORECARD

American Welding & Gas, Inc. Acquires Sexton Welding Supply Co.

AWG is pleased to welcome the team at Sexton Welding Supply Co., Inc. to American Welding & Gas, Inc. Sexton Welding Supply Co., Inc. is a distributor of industrial and medical gases and safety supplies with locations in northern Alabama and southern Tennessee. Started in Huntsville Alabama in 1972, the company has grown to three locations in Huntsville, AL, Hollywood, AL and Tullahoma, TN. SWS is currently directed by Carolyn Sexton, Joel Sexton and Dianne Johnson—the wife, son and daughter of the SWS founder, Thomas Sexton—and their children, Alison Worley and Brandon Sexton.

Protective Industrial Products Inc. Acquires Bisley Workwear

Protective Industrial Products, Inc. announced that a definitive agreement has been signed to acquire DJG Corporation Pty Ltd., the parent company of Bisley

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Workwear, headquartered outside of Sydney, Australia.

Bisley is widely recognized for innovative workwear designs and its ethical and sustainable sourcing affiliations.

Today, Bisley is the top provider of workwear and safety wear in Oceania along with being strategically well-represented in 10 key areas around the globe. Bisley’s in-house design team has worked with leading fabric and material specialists to continually produce innovative, stylish and comfortable workwear. This includes garments for men and women that are used in oil and gas, construction, manufacturing, logistics, agriculture and maintenance and repair operations.

Datacor Strengthens Industrial Gas Offerings with Acquisition of INFONETICS

Datacor, Inc. announced the acquisition of INFONETICS, a leading provider of software solutions to the welding supply and industrial gas industry. Datacor has established a strong presence in this market through its industry-specific ERP, CRM and container tracking

software solutions with the purchase of TrackAbout in 2019. The acquisition of INFONETICS will expand Datacor’s offerings and is aligned with Datacor’s strategy to become the leader in business software for the industrial gas and welding supply industry. David J. Frea, president of INFONETICS, and his entire management team, will continue to manage the operation.

Dover Announces Acquisitions of Acme Cryogenics and RegO

Dover announced that it has completed the acquisition of Acme Cryogenics, Inc. for $295 million in cash, and that it has entered into a definitive agreement to acquire Engineered Controls International, LLC (“RegO”) for $631 million in cash, subject to customary purchase price adjustments. Additionally, the RegO acquisition includes tax step-up benefits with a net present value of approximately $35 million. Both businesses will become part of the OPW Global operating unit within Dover’s Fueling Solutions segment.

INDUSTRY NEWS Chart Industries Acquires Earthly Labs

Chart Industries, Inc. completed the acquisition of Earthly Labs, Inc. The purchase price for the 85% of Earthly Labs that Chart did not already own was $62 million (subject to customary adjustments), of which approximately 62% is being paid in cash and 38% is being paid in shares of common stock of Chart, par value $0.01 (to certain sellers of Earthly Labs who are accredited investors). Such shares of common stock of Chart are valued for this purpose by using a 5-day volume-weighted average price per share of $169.42. Earthly Labs is the leading provider of small-scale carbon capture systems offering an affordable, small footprint technology platform called “CiCi ®” to capture, recycle, reuse, track and sell CO2. Earthly Labs proprietary approach includes hardware, software and services to address half of all existing carbon dioxide emissions from industrial sources while converting molecules to value. Earthly Labs’ market-driven solution is unique in the carbon capture space, offering quick installation, fast payback, and a cloud-based software solution enabling real-time CO2 capture insights and ongoing value. Since inception, Earthly Labs has included Chart cryogenic CO2 storage tanks, vaporizers, and regulators as a standard part of its offering to customers.

Pearlman Group Acquires Vector Tools

Pearlman Group announced that it has acquired Advanced Diamond Technologies, Inc. dba Vector Tools.

Terms of the transaction were not disclosed.

Founded in 2001 and headquartered in Alpharetta, GA, Vector is a value-added distributor of stone fabrication and installation tools and supplies operating throughout the Southeast. Vector has

developed a broad product portfolio of national and propriety brands, including the Vector line of tools. Elbert Wu and Corey Levy, founders of Vector, along with the current management team and employees will continue to operate the company in partnership with the Pearlman team.

Mitchell Welding Joins Meritus Gas Partners’ Federation

Meritus Gas Partners announced that it has entered into a partnership with Mitchell Welding Supply Co., a leading independent distributor of industrial gases, welding and safety supplies headquartered in Terrell, Texas. Financial terms of the transaction were not disclosed.

Founded in 1964, Mitchell operates four locations in the Dallas-Fort Worth area, including its headquarters and primary cylinder filling plant in Terrell and retail stores in Garland and Seagoville. Mitchell is led by principal owners and siblings, Rodney Wray and Jane Lucas, who will remain with the business following the transaction and maintain significant equity ownership in Meritus.

“We are thrilled to welcome Mitchell into the Meritus family,” said Meritus’ Chairman, Scott Kaltrider. “Mitchell is a premier distributorship in the DallasFort Worth area, which is one of the top five industrial gas and welding markets in the U.S. The business has a long history of consistent growth, especially over the last few years despite the economic challenges and supply chain disruptions caused by the pandemic. Its track record of growth is a testament to the leadership’s and employees’ commitment to superior customer service.

We look forward to further investing in the Mitchell business, expanding its capabilities and infrastructure and growing its geographic footprint to

further capitalize on the tremendous growth opportunities the Dallas-Fort Worth market offers.”

Techniweld USA Announces Acquisition of Southern Glove

Techniweld USA has acquired Newton, NC-based Southern Glove, a 76-year-old hand and arm protection manufacturer. Techniweld USA, a 40-year-old welding wholesaler with 4 geographically diverse warehouses, offers a complete line of welding, safety and industrial products. The combination of each organization’s strengths and resources means Techniweld USA can offer a full line of solutions for welding, industrial, and safety needs!

Airco Gases Southwest Continues Expansion in DFW Metroplex

Airco Gases Southwest acquired the assets of Welders Mart in Caddo Mills, TX, effective January 1, 2022. Airco will be operating from Welders Mart’s former location along the I-30 corridor East of Dallas to support their strategic growth goals in Northeast Texas and Southern Oklahoma. Located just outside of Greenville, TX, this new location is well-positioned to cater to, and support, the rapid growth in this area.

Hudson Technologies Partners with AprilAire

Hudson Technologies, Inc. and AprilAire announced they will work together to meet the requirements of the recently finalized California Air Resources Board (CARB) Regulation Order for Reclaimed Refrigerant Use for Manufacturers of AC Equipment. In 2022, under the partnership, Hudson will supply reclaimed refrigerant to AprilAire for use in its range of healthy indoor air quality solutions.

Spring 2022 • 111

INDIVIDUAL

MANUFACTURER’S REPRESENTATIVE

SUPPLIER

DISTRIBUTOR

Member Benefit Chart PROFESSIONAL CONSULTANT SUPPORT FDA and Medical Gases (Thomas Badstubner) DHS, EPA, and OSHA (Marilyn Dempsey) DOT (Michael Dodd) Government Affairs & Human Resources (Richard P. Schweitzer, Esq.) Economic Analysis and Forecast (Dr. Alan Beaulieu)

EVENTS AND MEETINGS GAWDA Annual Convention & Spring Management Conference (AC/SMC) Contact Booths at AC/SMC Hospitality Opportunities at AC/SMC GAWDA Regionals Sponsorship Opportunities at AC/SMC/Regionals Educational Offerings

RESOURCES Copy of Buyers Guide Listing in Buyers Guide Copy of Member Directory SOP, Safety & Reference Materials Online Career Center CGA Safety Documents GAWDA Scholarships Discount Business Services

KNOWLEDGEABLE COMMUNICATIONS Quarterly Welding & Gases Today Subscription

*

*

Twice-Monthly GAWDA Connection Monthly Safety Bulletin Advertising in GAWDA Publications * (one copy)

To learn more about the benefits of joining the Gases and Welding Distributors Association, please contact Andrea Levy, Director, Member Services and Programs, 954-367-7728, ext. 260, alevy@gawda.org.

The following businesses recently joined the Gases and Welding

SUPPLIER MEMBERS

Distributors Association. For more information about the benefits and services available to members, please contact GAWDA at 844-2513219 or visit www.gawda.org.

COLD JET LLC

DISTRIBUTOR MEMBER ASCO CARBON DIOXIDE, INC. 80-4 Industrial Look North Orange Park, FL 32073 904-374-9590 www.ascoco2.com Jason Beasley, COO, General Manager jason.beasley@ascoco2.com

455 Wards Corner Rd Loveland, OH 45140 513-831-3211 www.coldjet.com Diego Loaiza, Global Marketing Dry Ice Manufacturing Systems dloaiza@coldjet.com

GLOBAL WELDING LLC

1651 Highland Valley Circle Wildwood, MO 63005 314-223-6848 www.protecwelding.com Michael Mahoney, Partner mmahoney10@aol.com

SEPL INDUSTRIES

18002 Cartlaw Court Richmond, TX 77407 614-843-8631 http://SEPLINDUSTRIES.COM Bhargav Bhatt info@seplindustries.com

Let’s get

GAWDATV

/GAWDAMEDIA

@GAWDAMEDIA

@GAWDAMEDIA

Spring 2022 • 113

NEW OFFERINGS

PRODUCTS | SERVICES | TECHNOLOGIES

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1. SuperFlash Announces Launch of New

2. Fronius Introduces iWave and

SuperFlash, LLC announced the official launch of their new mobile and compact gas analyzer, the GA300. The GA300 allows for analyzation of gas mixtures for systems that do not have an integrated analyzer. Gas analysis is critical in many processes including food, beverage, and a myriad of industrial manufacturing applications. Designed for mobility, the light, sturdy and low maintenance GA300 is easy to use via clear menu options and a digital LCD display. Weighing just over 13lbs the GA300 is designed to continuously monitor gas mixtures and is capable of monitoring up to 10 binary gas mixtures.

“The GA300 not only allows for precision analysis of gas mixtures, but affords the additional benefits of being able to record, document and integrate into the quality assurance process.” said Kurt Tarkany SuperFlash National Sales Manager.

The state-of-the-art sensor technology and software solutions ensure exact analysis using the thermal conductivity principle.

The Fronius Multiprocess Welding System for TIG, MIG/ MAG, and MMA Welding is a single system to cover every welding process and every process variant. It is future-proof because it allows you to accommodate all the requirements of industry 4.0. The right solution for today, tomorrow, and beyond: with iWave Multiprocess PRO, you can easily master the full array of welding challenges. Intuitive, flexible, and always crystal clear. Whether you need a TIG, MIG/MAG, or MMA solution, simply combine an iWave 300i, 400i, or 500i with the Multiprocess PRO option to enjoy complete freedom and unleash your full welding potential.

The main difference compared to conventional multiprocess systems: in addition to all high-tech TIG functions, you also have access to every process variant from the area of MIG/ MAG welding Configure the exact set of functions you need by selecting from modular Welding Packages: Standard, Pulse, PMC, LSC, and CMT. You even have the option of professional manual metal arc welding – with all the benefits of cellulose electrode welding.

Gas Analyzer

114 • Spring 2022

Multiprocess Pro

NEW OFFERINGS

3. HelioCut – Your Upgrade for

Powermax® Style Consumables by ATTC

American Torch Tip is introducing a new consumable design. HelioCut™ is just one part of a larger family of plasma cutting products which offer long life and economy to fabricators and MRO operations.

HelioCut™ is a patent-pending consumable upgrade for your Powermax 45XP®, Powermax 65®, or Powermax 85® plasma cutting system. This high-quality drop-in replacement for costly Factory consumables keeps money in your pocket and out of your scrap bin!

HelioCut™’s patent-pending design decreases consumable wear, increases lifespan, and allows for an improved current path for the electrode. HelioCut™’s motionless electrode creates a stronger, more secure connection to your torch. No springs attached! This translates into fewer consumable changes and more uptime.

One kit provides everything you need to switch and start saving today! The kit is available in 45 amp, 65 amp, and 85 amp and includes two electrodes, two nozzles, and a swirl ring.

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RegO has a full valve package for Industrial Gas & LNG liquid cylinders, tanks and microbulk tanks. RegO products come with an industry leading 10-year warranty, are cleaned for oxygen service, 100% tested and backed by a global network of OEM partners and distributors.

For more information on RegO full valve and regulator packages for your bulk, microbulk tanks, or cylinders visit regoproducts.com or call 1 336.449.7707

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Spring 2022 • 115

NEW OFFERINGS

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6

5

4. Tillman’s New 53 MIG Welding Glove With extensive research into the performance needs of welding professionals Tillman has develop a new MIG glove, the Tillman 53 with increased comfort, protection and durability welder’s have come to expect from Tillman.

Tillman’s 53 MIG Glove starts with premium split Cowhide on the back of the glove; the palm construction is top Cowhide, which resists heat and abrasion and stays soft and pliable, even when hot. The glove has reinforced palm and a thumb strap for extra strength, with functionally designed breaks in the Cowhide for unrestrictive movement, reducing hand fatigue. “Two comments we have heard as this glove was shown to welders is that it has a broken in feel right off the shelf and of the comfort the glove offers” said Robin Whitman, Marketing Manager for Tillman.

Tillman did protection one better, with the addition of a special GlidePatch™. It’s an industry- first, cushioned, 10-millimeter thick, high-density foam that wraps half the forearm, reducing fatigue. The GlidePatch™ is sewn onto the extra-long 5 ½ split leather cuff, protecting a greater portion of the entire arm, while providing extra cushion.

The new Tillman 53 MIG Glove reflects the need for a glove that is versatile enough to go into multiple environments, and yet deliver comfort and protection.

116 • Spring 2022

5. CO2Meter Releases eBook Entitled: Your Guide to Carbon Dioxide Safety in the Workplace In this eBook, “Your Guide to Carbon Dioxide (CO2) Safety, CO2Meter provides key insights to help educate you and your staff about the hazards of storing CO2. It includes valuable safety guidelines to meet all regulations and to help keep your employees, staff, and establishment protected.

In this eBook you will learn: • The Importance of Gas Storage Safety • Carbon Dioxide Dangers: What You Need to Know • Selecting the Right Gas Monitor for Your Application • CO Safety Regulations and Compliance 2 • and much more!

6. Miller | Smith Toughcut™ Select Torch and Tips Pack

Performance and safety meet for an efficient way to upgrade your oxy-fuel system. Miller | Smith Toughcut™ Select Torch and Tips Pack comes fully packaged with a Toughcut™ cutting attachment, torch handle, single flint lighter, safety glasses, heating tip and two acetylene cutting tips available in 5/8” and 1” sizes. With this combo pack, you can easily upgrade your oxy-fuel system.

NEW OFFERINGS

7. Weldcote Introduces TIG Striker 200 FullFeatured Welding Machine

Weldcote introduces its Striker 200 welding inverter for TIG and stick welding. The new, full-featured digital AC/DC welding machine provides great performance and technology at an excellent value.

Weldcote’s TIG Striker 200 adopts the latest pulse width modulation (PWM) technology, as well as insulated gate bipolar transistors (IGBT); technologies that provide more precise results. Weighing 24.7 pounds, the TIG Striker 200 machine is a small, compact, dual voltage (115 volt or 230 volt) inverter unit with digital readouts that automatically identifies the power grid voltage and operates accordingly.

The Striker TIG 200 machine features power factor corrector (PFC), which increases power efficiency, reduces input power requirements, and stabilizes the welding current, maximizing efficiency on extension cords and generators. As a safety pre-

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Amwins Program Underwriters’ Welding & Industrial Gas Suppliers program offers comprehensive property and casualty coverage along with unsurpassed knowledge of the industrial gas market. The program has been the premier underwriter for this industry segment since 1992.

We keep your assets protected. With expertise and a relentless focus on specialization.

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Spring 2022 • 117

NEW OFFERINGS

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caution, it has a voltage reduction device (VRD) that reduces the voltage across the outputs when idling.

Targeted for light industrial, automotive and home use, Weldcote’s TIG Striker 200 has a robust duty cycle, on average 10 percent higher, when compared to competitive units. The duty cycle establishes how long a machine can hold a continuous arc in a 10-minute cycle. The welding machine’s micro control unit (MCU) corrects the arc length and synergizes its operations to optimize the welding experience for the user. The unit also gives users the option for foot control or push-button hand amptrol, to control the current.

For stick welding, a hot start function provides easy ignition of the weld arc, while arc force prevents the electrode from sticking to the workpiece.

The TIG Striker 200 model comes ready to use with a TIG torch with 12’ cable, a 230-volt to 115-volt adaptor, a flow gauge regulator, a gas hose, ground clamp and electrode holder and cables. Optional accessories include a foot control and a thumb-wheel, hand amp control torch.

8. DDS Launches Industry-Exclusive Digital Shelf Analytics Solution for Manufacturers

DDS announced the launch of a new digital shelf analytics (DSA) offering for manufacturers. DDS’ industry-exclusive Content Validation solution helps suppliers assess both the presence and quality of their product content on multiple distribution partners’ e-commerce websites through a consolidated reporting dashboard.

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DDS developed the new offering in direct response to their manufacturer customers’ needs and proved it successful through an extensive beta program conducted over the last nine months.

In working closely with hundreds of manufacturers to syndicate product content across increasingly diverse sales channels over the last several years, DDS found virtually every supplier was struggling to gauge how their product content is ultimately being displayed (not to mention how it is performing) across their partner websites. This digital shelf analysis has become a major sticking point for manufacturers in evaluating and improving their e-commerce and digital content efforts.

9. MK Morse Kraken

Kraken carbide tipped hole saws are the newest innovation

by Morse in an industry leading performance line of hole saws.

The new 2/3 tooth designed allows for better chip clearance and faster cutting in aluminum, fiberglass, fastener embedded wood, stainless steel, tile backer and a wide variety of other materials. With the new enhanced side slot, spend more time cutting and less time removing slugs. With a 1-15/16” cutting depth, never come up short on what you cut! Kraken is proudly made in the USA. Release the Kraken!

ADVERTISERS INDEX Acme Cryogenics, Inc .................................... 64

Flexovit USA, Inc. .......................................... 61

AGP Gas Products.......................................... 35

Generant Company Inc ................................ 105

All Cryo........................................................... 19

Harris Products Group ................................... 73

American Welding Society.............................. 29

Kaplan ........................................................... 11

AmWINS Program Underwriters................... 117 Anova.............................................................IFC Anthony Welded Products, Inc. ....................... 3 Arcos Industries ........................................... IBC American Standard Manufacturing ................ 63 ASTARAS ....................................................... 49 Black Stallion/Revco Industries ..................... 17 BTIC America Corporation ............................. 83

Lincoln Electric................................................. 7 McDantim ...................................................... 52 Meritus Gas Partners ............................... 20, 21 Metal Impact .................................................. 57 Metal Man Work Gear Co............................... 50 Nikkiso Cryogenic Services ........................... 31 NorLab............................................................ 65

Bug-O Systems ............................................. 37

Norton Abrasives ........................................... 84

California Cylinder Corp................................ 101

RegO Cryo-Flow Products............................ 115

Catalina Cylinders........................................... 32

Rotarex .......................................................... 77

Chart Inc........................................................... 9

SafTCart ........................................................ 55

CK Worldwide, Inc.......................................... 39

Select-Arc...................................................... BC

Computers Unlimited...................................... 23

Sherwood Valve.............................................. 45

Controlled Efficiencies.................................... 16

Superflash Compressed Gas Equipment........ 51

CP Industries Holdings ................................ 107 Cryogenic Industrial Solutions ....................... 99 Cryoworks...................................................... 69 CTR, Inc. ...................................................... 107 Cyl-Tec .......................................................... 15 Datacor .......................................................... 85 Dynabrade ..................................................... 72 Eleet Cryogenics, Inc. .................................... 27

Tekno Valves North America .......................... 54 Thermco......................................................... 81 TOMCO2 Systems ........................................... 5 US Tank & Cryogenic Equipment ................... 33 Veite Cryogenic Equipment & Service .............. 1 Watson Coatings ........................................... 71 Weldcoa.......................................................... 13

Equigas, Inc.................................................... 52

Weldship ........................................................ 25

ES Tech Group................................................ 75

Western Enterprises ....................................... 79

Exocor ......................................................... 102

Winton Product ............................................ 102

FIBA Technologies, Inc. ............................... 105

Wire Wizard................................................... 101 Spring 2022 • 119

@reelcraft Veteran Employee Spotlight: Meet Todd, our Director of Quality and Logistics and our acting Director of Operations, who has worked in many different departments at Reelcraft in his 32 years!

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AWDA members shared the below posts and pictures using Twitter, Instagram, and Facebook. We encourage GAWDA members to keep the conversation going all year long by using #GAWDA next time you post.

@efgases Our team is grateful to have been able to join #ArizonaCommerceAuthority and #GovernorDucey to discuss bringing security to the domestic semiconductor supply chain at the Phoenix Open CEO Forum. Big things to come!

@powerweldproducts After countless hours reviewing the best that film and TV has to offer, we’ve compiled our top 5 list of welders on screen. They’re all great, so the list is in no apparent order.

120 • Spring 2022

@black.stallion.bsx Meet 22-year-old iron worker Austin, @theaustinfromtexas.

Based in Dallas, Austin is a first-generation welder in his family. Austin did not go to trade school for welding; instead, he learned the craft directly on the job. So far, he has helped build hospitals, stadiums, hotels, casinos, pole barns and purlin buildings.

@keengas #flashbackfriday Look at that delivery truck! Some of you may also recognize our CEO, Merrill Keen, on the left.

@dougmorton @eleetcryogenic Rain, shine, or winter snow - we are shipping tanks to our valuable customers. Here are a couple Taylor-Wharton 7500L (largest in the industry) ready to start making money for a distributor. If we can be of service please let us know!

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