Aftermarket Excellence: Mindset, not company size is all that matters
In this insightful episode, we engage with Jayesh Bafna (VP and GM - Aftermarket and Services at Komline Group), a veteran in the Industrial Aftermarket industry, who recounts his professional journey from Cummins, a large and well-resourced company, to Komline, a smaller, more agile organization. Jayesh explores the challenges and opportunities of this transition, emphasizing the need for consistent processes across business units and the integration of best practices in pricing and services. Jayesh underscores the crucial role of the aftermarket in fostering customer loyalty and enhancing profitability. He reflects on how long-term customer relationships and experiences are built over decades, long after the initial sale, highlighting the enduring engagement aftermarket professionals maintain with their customers. Drawing on his extensive experience, Jayesh compares working in public versus private companies, discussing how each environment influences expectations and operational strategies. He shares how limited resources can drive innovation and adaptability, a lesson he learned from his upbringing in Mumbai. Throughout the conversation, Jayesh attributes his success to a blend of luck, supportive mentors, and a deep passion for his work. He stresses the importance of continuous learning and the value of being surrounded by intelligent, motivated individuals. This episode offers a comprehensive look into the Industrial Aftermarket industry, providing valuable insights into customer loyalty, operational efficiency, and the advantages of working in diverse business environments. Tune in to learn how to achieve aftermarket success from one of the industry’s most experienced professionals.
Hi folks, welcome back to season 2 of the Aftermarket Champions podcast. I'm
your host
Vivek Joshi, founder and CEO of Entitled. We help equipment manufacturers
identify, prioritize,
and sell aftermarket and service solutions to their install base. Insights, our
purpose-built
install base intelligence platform, is used by leading OEMs globally to drive
revenue growth
and improve customer experience and satisfaction. I'm delighted to be back,
fondly enriching journey
into the world of aftermarket excellence. Throughout the season, we'll engage
in an insightful
discussion with industry leaders, exploring innovative strategies and
invaluable insights
to propel us forward in industrial aftermarket sector. So, without further ado,
let's embark
on this journey together.
Hey, good afternoon everybody. This is Vivek Joshi, your host of the After
market Champions
podcast. Today, I'm delighted to welcome a new guest, Jay Shpafna, who's the
Vice President
of Aftermarket and Service at Comline. Comline is a company that's based in DC
and has operations
around the country. And I'm excited to welcome him to this week's edition of
the Aftermarket
Champions podcast. Welcome, Jay Shpafna.
Thank you, Vivek. Glad to be here.
Well, you know, I always love the fact that the guests on our podcast have such
diverse
backgrounds, a bunch of different experiences and how they got to their current
roles. Maybe
you can tell us a little bit about it yourself and how we wound up doing what
you're doing
today.
Yeah. So, I'll start from the beginning, really. So, I'm an engineer by
education. So, worked
for four years after my engineering at a company called Accenture. It's a
consulting company.
I worked as a programmer. My original plan was to work for a year and then do
my MBA.
But I loved programming so much that I spent four years before finally jumping
on to my
MBA program. Interestingly, even in the pre MBA Accenture experience, I was
building software
for a client that, an insurance client that used it for claims solutions. So,
it was really
always aftermarket and services right from day one for me. And I thoroughly
enjoyed one
of the building part. So, building the claim solution for the client. And we
really, the
fact that claims is where the customer truly gets an experience with the
company because
that's the post sales part. So, the moment of truth, right? That is the moment
of truth.
So, that somehow got me hooked on to the after service of anything. I did my
MBA. I joined
the comments engines in India in their aftermarket organization. So, I was
always, I'm still an
aftermarketer for life, I guess. So, we've got 15, 16 years now exclusively in
the aftermarket.
So, even at comments in India, it was a bunch of aftermarket roles starting
with aftermarket
strategy, pricing, product management, account management. So, I had changed
roles every
couple of years or so while in India. After six years, I decided to take up a
role here
in the US. So, Cummins Inc, based out of Columbus, Indiana, had an opportunity
available. So,
I applied, got into it and then relocated my family and then spent five years
at Cummins.
Again, in the aftermarket in the product management group where I ran a big
chunk of the aftermarket
business. So, after that, after running it for about five years or so, I
decided to switch
gears and join Comline. So, it was not so much of an intentional move, but more
so of a
by chance that this opportunity came across and I thought, hey, why not try
something
different. So, moved from a 34 billion dollar company with 75,000 people to a
much smaller
organization, about $200 million and about 450 people. So, significantly a
different
experience from where I was to where I am now. Over the past a little over a
year now, I've
been a part of Comline group acting as their vice president for aftermarket and
services.
And in fact, I remember we met sometime in April. In fact, it might be just to
the date
last year at New York.
That was exactly your year of this time. Yes. So, I remember that conversation
with you
and I also remember that you had told us, hey, you guys are not ready yet. So,
I reflected
on the nine, I see you and I reflected on that. Like, yeah, maybe break is
right. We
want to just crawl before we walk and run. So, it was good advice by the way.
I appreciate it. Sometimes the experience helps, right? But, you know, it's
interesting
story. So, if I do the math, you spent almost 11 years in Cummins. And like I
said, Cummins
is a 34 billion, 75,000 employees. Cummins is also a very diverse company in
terms of
product, right? We know this for Jen says they make engines and make a whole
bunch of
other things. What business were you in?
In the aftermarket business supporting various segments. So, throughout my
career, I supported
all sorts of segments. So, back in India and even here in the US, so I
supported at various
stages, industrial segments like mining, marine, oil and gas and power
generation and automotive.
So, my last role at Cummins was when I was leading the small engines, small and
medium
engines aftermarket business, which primarily plays in the automotive segment.
But, because
these years I have had experience across all segments.
Now, I'm going to, before I get to the come line story and aftermarket, you
know, Cummins
has always been known to be two things, right? One is a very robust aftermarket
, well developed
aftermarketing services business. I mean, I know you guys have invested, when
you have
invested tons of money in building this business out, this point number one.
Point number two,
they also had a very strong channel parking network in terms of being able to
go to market
and reach the big customer base that they have. How was that experience working
in indirect
channel for you as an aftermarket leader?
Yep. So, you're absolutely right in your assessment of the Cummins aftermarket,
which
is a very, very strong aftermarket business, very robust, even during times of
recession
or downturns. The aftermarket business would always hold steady. And it was
originally
thought that aftermarket business is counter-cyclical where in good times the
aftermarket business
would go down and bad times the aftermarket business would thrive. But what we
saw was
the good times of bad times aftermarket business was always the bedrock of not
just Cummins
top line, but more so of bottom line. It's a very profitable business. And a
lot of times
where you have to get that extra money aftermarket is where we would get that
extra money. So,
anyway, so in terms of the importance of the business, I think the organization
itself
has invested a lot to grow the business and provide all the tools and resources
to the
business and to people like me to make us successful professionals and help us
run the
business successfully.
From that standpoint, I feel like the investment at Cummins did was significant
. It also helped
me learn a lot of things that have been passed so many years. And then when I
joined Comline,
I realized how valuable the experience was. So, I don't know, when you are in
the world,
you don't know what's happening. But when you jump out, the world is when you
realize,
okay, what you were experiencing. So, I think it was really fantastic and
memorable experience
for me and it helped me grow as an aftermarket professional.
You know, can I pick on a couple of things? You said something important, right
? So, Cummins
invested not just in the business itself of aftermarket, but the people in that
business
itself, right? They gave people like you an opportunity to grow pretty quickly
as senior
leaders.
How was that? I mean, tell me a little bit about the culture because one of my
recent
guests said to me that it is a mindset, right, in terms of how people think
about the aftermarket
business is not an afterthought, but it really is either forefront of the
business and the
connection to the customer and therefore, putting your best people forward is
actually important.
It seems to me, at least on the outside looking and that's how Cummins always
thought about
it. Is that an accurate maybe a judgment from the outside?
I think it evolved. So, the thought process evolved a lot in the past 11, 12
years while
I was there and it evolved a lot. So, I will tell you that when I joined
initially the
feeling I had and the feeling a lot of my leadership had there was that the
rest of the
organization still thought of aftermarket as an afterthought. So, that was
definitely
the feeling and the general perception that we had when I started, but I know
that the
leadership back home in India as well as here in the US did a lot of work and a
lot of
selling internal selling really across other businesses to showcase the
importance of aftermarket
and the other thing with Cummins is that Cummins does encourage a lot of
internal movement.
So, we as aftermarket organization would export talent to various motions of
the business
which really helped. So, people at junior levels all the way to the vice
president levels we
would have aftermarket people going outside of aftermarket and running those
businesses.
So, I think that really helped champion the cause of aftermarket business and
also showcased
how important we were in terms of establishing the customer experience and
establishing how
important we were on the profitability side as well. So, I think that the folks
who would
be listening to the podcast a lot of them would be aftermarket professionals
and I think
all of them realize how important aftermarket is a special bottom line of a
country. But
then outside of our aftermarket group it is a little bit difficult for people
to totally
comprehend how important and how much dollar of profit impact as the after
market business
get. There's two different things you said out there which is interesting. One
is the
aftermarket group in India and the US they go and export people into other
functional
and other parts of the business and I come in. So, there's a broader
appreciation. My
guess is there was a reverse as well. So, people from the product side and
other sides
are coming into the aftermarket. So, there's a good cross-pollination of talent
that's
point number one. The other thing actually is find interesting and this is
actually one
of the things that's important is that you're not going to be able to do
something pretty
powerful about large companies like Cummins, global companies like Cummins is.
You were
born and brought up in India, you went to school in India, you started in Cumm
ins, India
after business school but they moved you from India to the US into a role with
the US territories
and stuff and they basically expected to come in and perform out here just the
way you should.
I mean, that's a pretty amazing investment they made in talent as well.
Yeah, and I will tell you again, maybe I'm repeating myself but Cummins did
spend a lot
of time building these processes in place so that people like me would be plug
and play
in a different territory without much of an hassle really. And you come from
India as
well. So, I think the advantage that typically folks from India have is the
language. So,
we speak English, learning English. So, I think that was also another factor
that really helped
that from India to the US but I definitely credit Cummins a lot for the fact
that they
really established a lot of strong processes and they also encourage a lot of
movement,
not just within the business but within geography. So, it's really people,
people, somebody,
in fact, before I was leaving Cummins, I did hire one person from one of
African distributors.
It was fully owned by Cummins but he was running the distribution business in
one of
the countries in Africa. So, we imported him from there because of his
experience. So,
I think, and there's so many examples where Cummins would do it very frequently
to cross
coordinate and I think it really helps both the organization as well as the
people
and it's up to issue. But, you know, that I think is actually fascinating,
right? Because I
also worked many years ago at a large company that routinely moved people
across businesses,
across regions, across geographies all the time and we almost call it the
military life because you
almost expected every two, three years to move somewhere else. But it really
made you a very
flexible and growth-oriented leader because you're always thinking you always
have to learn fast.
And so, how did that manifest itself when you came to the US because you had to
learn a completely
new territory, you know, completely, yes, this Cummins process but a different
way of doing business
and how did that make you a better aftermarketer, better leader, figure it out
to market a better
leader. I mean, that'll be interesting for me to understand because I've always
been fascinated
about these companies like Cummins, Citibang, General Electric and others that
routinely move
people all over the world, you know. So, I would say I've always been lucky,
knock on wood with my managers and leadership, whether in India or here in the
US. So, I think,
when I moved to the US, I knew how the aftermarket processes run and you have
the aftermarket business
really runs in India. But when I came to the US, it was me getting charge of
all territories. So,
all 195 countries that Cummins plays in, I had responsibilities for them,
mining and
mining and marine and all in the ass businesses of when I came here.
So, I think my leadership team really helped me a lot in coming up to speed and
helping me
understand what were the nuances of doing business in the US and also doing
business
outside of the US. Now, because I had already had experience in India, you know
, in a growing
economy, part of it really helped me deal with other similar economies. And
when I say similar,
not in terms of size, but in terms of say customer price sensitivity, for
example, in Latin America,
it's much more easy for somebody like me to understand what the dynamics were,
because again,
you know, customers are very price sensitive, very scrappy, very, you know,
innovative in their
in how they use the engines and how they fix the engines and how we sold parts.
So, I think some
of the appreciation, because I was in India, I was able to apply it there.
Whereas, you know,
when I was dealing with really, you know, customers in territories like US or
South Africa, Australia,
big mining customers for only downtime really mattered. So, that was very
different where I had,
you know, significantly different leverage on pricing and availability really
mattered a lot
more than being scrappy or being innovative about this, because those guys were
like, yeah,
when I need a part, I needed within 24 hours, I want my dump trucks and shovels
to be running
24, 7, 365. So, I think to circle back to your question, it was a lot to do
with my leadership
care in the US and the experience that I had from India that helped me quickly
grow in the
you know, more global business that I was responsible for customers across the
entire world. And I'd be
all across the world, like all the countries. You know, that's amazing that a
young
guy should get that experience. But I think that's something you said that I've
now heard
multiple times from people who I interviewed, which is the people around you
matter a lot,
but above you as a people we report to and the people below slash around you as
a supportive network.
The other thing you said, which is actually interesting and I want to bring
that forward to
your current job is effectively what you're really saying is that even though I
grew up in the
Cummins world and Cummins process, there was no one size fits all because I had
to think
differently for Latin America versus South Africa versus US versus something
else. And the ability
for you now to have done that gives you a sense of appreciation for not just
different cultures
with different business practices, different conditions. And you can embed that
muscle memory
if you may, right, in terms of how you take it forward. So now fast forward to
a new job. I know
Cummins was a large public to company. Comline is a privately held private
equity owned company.
What is the motivation that they had to go hire somebody like you? What was
going on in your CEO's
mind? The investor's mind to say, we need to go hire a VP of aftermarket
because if I remember
correctly, there was no such role before, right? Yep, exactly. So I think the
motivation behind
Denai and Sotanis are CEO, Denai and the investor group, where somebody from
our aftermarket was,
I think maybe multi-fold, but one of the most important thing was that they had
been in the
acquisition spree. So when I entered, I think they had already acquired six or
seven companies
on the platform companies or Comline Sanderson is the platform company, but
they did end up acquiring
six or seven companies. Every business had an aftermarket business inside them.
So they needed
someone to be able to drive common processes and a common aftermarket related
best practices,
especially on pricing and product management across the board. So they needed
somebody who
could make that happen because you would know that some of, or most of these
small businesses,
they are also very, in terms of resources, there's not a lot of people there.
So just a few people
do a lot of things. So it's difficult to move people out and help, you know,
drive that corporate
wide actions, which is why they wanted somebody like me to come in and drive,
and drive these
corporation wide initiatives. So just for listeners, if you don't mind, maybe
you can explain in 30
seconds or a minute, what does Comline do? What kind of markets is it? What
kind of products is
built? Who do you, what markets you sell it? It'll be great to just kind of get
a quick snapshot
of that. So so Comline is majorly, it's a private equity owned company, but it
's majorly involved
in providing equipment for separation. So whether it's a solid liquid
separation,
liquid liquid separation, solid gas separation, etc. So if you think about
municipal waste,
so that's a good example of a solid liquid separation. We have a municipal as a
big segment,
we have agriculture also as a very big segment. So if you think about corn, you
know, corn
wet milling, so you separate the protein starts fiber from the corn. So you are
a bit to extract
those using Comline equipment. We also have a unit that supports RO or
manufacturers and deploys
RO or reverse osmosis equipment. So that's like on the cleaner side of cleaning
the water side of
things. We have stormwater as well. So one of our businesses operates in a
stormwater side of things.
Then one business operates in the food and beverage side for doing this
installation. So for example,
if you think about Coca-Cola or Dasani, all the coke brands where our business
goes and installs piping for those. So it's a lot to do with some of these
segments,
usually solid liquid liquid, solid gas separation, but also some of these
related businesses.
So when we are looking at when Danai is looking at businesses,
I think there's always some commonality of customers and some sort of adjacency
that comes with the next business with the current business.
So it's interesting. So you said first of all, thank you for that. That is a
good
background for that. So when you think about the aftermarket, like I said, six
divisions, six
acquisitions, they all had aftermarket in there. So the question is how do you
then take that
and make it into one? Well, what is the same in the last year you spent in
really
not just coming up to speed, but really organizing the put in the team together
the practices, the processes, what have those priorities been for you?
One of the things that I started working on immediately was pricing. So I think
one of the
things that we wanted to do was to have the right pricing processes in place so
that we have
annual pricing actions and we are able to do inflation adjustments year on year
and have the
same common process across all the businesses. So we have end of December or
first of Jan pricing
action. So you communicate with your customers that this will be a new price
list. So that's
something that not all businesses were doing it as frequently or as method
ically as some of the
businesses were doing. So my job was to have the same processes established
across the board plus
bring in my insights from comments as to what would be some best practices on
the pricing side.
Then also on the services side, I think we had some differences between
businesses charging
different rates to different kind of customers. So some businesses were doing
it better than the
others. So how do you bring those best practices from one of the business and
spread it across
across the board? Same thing with products. So some businesses are much better
at doing the right
kit for their machines. So how do you get those processes out of that business
and also
deploy it across the other businesses? And at the same time, all of these were
experiences that I had had back at comments. So it wasn't new in terms of the
processes themselves.
But I think operating in a much smaller environment which a lot less resources,
a lot less people
was the challenge, but a real fun part of it. It's fascinating. There's a whole
host of
harmonization stuff you did. So you're making sure that you're not really
bringing in best
practices or amounts and not just comments, but there's general best practices
from outside.
But even within the six divisions, you found different practices and try to
make them the same.
You're going to create a homogeneous organization to some degree, not
completely homogeneous, but
somewhat homogeneous. Now, when I think about the challenges of going from a
behemoth like a Cummins to a little nimble minnow like a Comline, what are the
big differences
you found besides the fact that huge amount of resources, very light resources,
what was a
big thing you found in terms of establishing an aftermarketing service business
there?
I think coming in a smaller business, I did have some expectation or I would
say
did not have expectations around structure or around processes. And people
generally try to
do things in the way that they think is most efficient. And usually what
happens is people
doing the same job for a very long time. So I think there is a lot of expertise
with each of the people that I deal with, but then at the same time,
they may not be abreast with the latest happenings in the aftermarket or latest
tools and processes
that are now available that are not available in say 20 years back. So I think
that was one of
the biggest things that the teams, again, various businesses were at various
maturity levels,
but some of them were far more mature in terms of using these new processes and
techniques and so
forth and others were still on say paper pen way of doing business. So that was
one thing where
at comments, it was like everything was well defined, you had to run just run
here. It was
the exciting piece was you also get to set how things should work and how
what should be the path for each of these and then make sure that your people
are able to
adapt to the new way of doing things. So I think a lot of structure versus
complete lack of structure
and trying to bring that structure, which for me, it was super exciting. So I
know that a lot of
people may not like this complete lack of and I wouldn't say complete, but
general lack of structure
or general resource crunch if you may run. But I think I enjoyed a lot and I
thrive it.
And again, it also goes back to folks from India and again, I guess you can
relate to it. I mean,
you've probably lived in Mumbai, right? You grew up in Mumbai, so did I. I mean
you only get limited space. You only have limited time. You only have limited
water supply. Everything
is limited. So you do learn to work with limited resources. So it feels like
home field when you're
like, okay, yeah, we're back to where we were. So I think that is a place that
I really enjoy.
It's definitely different from comments where all the sources are available to
you, but
here are limited resources, but then you have a lot of flexibility to make
changes and you have
a lot of latitude of doing things. Right. Now it's amazing what you said is the
constrained economy
in some ways kind of creates innovation there. Right. Now, also one difference
is public company
versus private equity owned company. And we all know private equity is probably
has singularly
focused and driving results as any. Does that doesn't I'm a variant on what
your CEO and your
board expect from you in terms of results and velocity of decisions and
velocity of performance
and stuff like that? How does that how does that play itself out? So I've only
worked at two
really big companies. And then one smaller company, the big companies have been
publicly owned and the one small company or mid-sized companies privately owned
. So I don't know if it
is a factor of the size of the company itself or the ownership, but I wouldn't
say that there is a
lot of in terms of the way company operates. I don't think it would be any
different or much
different if it was publicly owned versus privately owned. I think a lot of it
is just a function of
just the size of the company. Right. Now, definitely, the CEO's and the board's
expectations would be that we run and we run quickly. But then this is also why
I joined it
because I wanted to run quickly. I wanted to do things quickly. So I think from
that standpoint,
their expectation and my expectations match quite a bit. So I don't know if
that is really a product
of being in a private equity or just being a part of a group that wants to run
businesses more efficiently.
I focus and my CEO, Denai and investors, they all care a lot and focus a lot
about customers.
I think financials are definitely important, but I always hear them also talk
about customers a
lot. Don't throw up your customers. Don't make your customers angry. So that's
a common theme
that I hear from the leadership here as well. So I don't know that it's
anything different than
what you would get in a bigger company. So now when you think about these
experiences,
I've had only a year at Comline, 11 years plus at Cummins. Commonality is lots
of aftermarket
experience. Probably I'd say a dozen years, it's probably a dozen years in many
ways,
as many years, more than many people let me know. But if you step back for a
second,
I say if I were to ask you, Jay, what separates what I would say aftermarket
champions from the rest?
What would you tell the listeners, tell the people who listen to this podcast
or so?
Here are the two or three things that stand out in your mind, just a general
experience,
right? Not particularly the Accenture versus Comline versus, but do you see it
enough now?
You have to form an opinion. So I think the biggest thing I would say is that
customer experience
and customer loyalty are really, really, really built in the aftermarket. It
does not happen
during the equipment sale. So of course, you have to have a solid equipment.
You have to
sell a great engine for a customer to love it, but then at the same time, you
sell it within
three months or six months, but then they run it for the next 20, 30, 40, 50
years. So that's
the play where aftermarket comes in. So over these years, what I've realized is
aftermarket is where
customer experience is built, customer loyalty is built, and that's where
repeat customers are
built. So I think that's one of the biggest things. The other thing also is,
again,
I would say gang of aftermarket people, we know that profitability is driven
from aftermarket.
Dompline is driven from the equipment side or capital side of the business, but
really,
profitability is driven from aftermarket. And that's something that I've seen,
whether it's comments or whether it's Comline, that's true across the board.
And even at other companies, I have friends and a lot of other organizations
that operate in
the aftermarket. And that's another common thing that I always see, that's a
place where you build
profitability, but that's also the place where you build loyalty with the
customers. And I think
the last thing I would say is you get to experience the entire lifecycle of
your equipment alongside
with the customers when you are in the aftermarket. Usually, the equipment guys
would sell the new
equipment and usually their interaction dwindles significantly after that, but
you are really living
with the customer for a long, long time. And that's not just one person, but as
a group,
you are living that experience with a customer. What happens at year zero, year
10, year 20,
year 30. I love the one of my team or one of my guys at PPAC on New Jersey. I
think he spent like
44 years in the company. And then the other day he was describing to me that an
equipment
or parts request came to him for an equipment that was even older than him. And
he's nearing
68, 69 years old. So he's telling me, hey, this is older than I am. So it is
amazing.
Just to see how much, what is the latitude of experiences,
our customer experiences that you get to experience when you are in the after
market.
So I think just living through the entire lifecycle of your equipment and the
your customer.
It's actually something interesting you said that I actually taken away from
many people,
right? Many of our guests have said the same thing, which is there's very few
places in a company
that have the breadth of relationship, really depth of relationship with the
customers that
aftermarket people do. It's a continuity experience and making sure the
experience goes
is consistent and solid all the way through the lifecycle is really important.
And the profitability
comes as a result of some of the stuffs you do. But it's actually a common
theme across most of the
people that separate the good companies from the bad, which is they pay
attention to these
experiences. They pay attention to the lifecycle or lifetime and lifecycle
value delivered to the
customer. And that's something to keep in mind. You've had such amazing
experiences and aftermarket
and service in the last dozen, 15 years now, as you look back across the things
that you've done so far,
I love this in the podcast like you do. I always ask this question from my
favorite
podcast, a guy, Raz asks his guests, right? If you look at your career of the
last 15 years plus
15, 20 years, Jayesh, you know, how much of your success, because you've
achieved some pretty
good success so far. How much of a do you ascribe to luck? And how much of it
is just because you're
just, you know, smart and, you know, better talented than most of the people
there, right? What's your
what's your take on things there? By the way, I know guide us as well. I listen
to all his
forecast. Yeah, he is amazing. And I kind of knew this question was coming
because I know you like
guide us as well. So I'll tell you, I think it's, I don't have a percentage,
but I would say I've
been luckier than talented. That's something I would tell you. It's whether it
was at Cummins
in India or whether it was Cummins here in the US and then to come like, I feel
like I was in the
right place at the right time, a lot of times. So that helped me get into the
opportunities
that I got a chance to. So I think a lot of it was definitely just being there,
at the right place at the right time. And I've had really good mentors and good
leaders all over
all across my career, whether it was back in Accenture or at Cummins and even
at Comma right
now, I've always had really good mentors and a really good set of people that I
worked with.
So my network has always really helped me connect to various opportunities over
time.
And then the one thing I would say though is that I love learning. So I do like
to learn new
things. I do like to get into the depth of things. I do get very well attached
to my work and it's
you know, it's a very positive attachment. I love what I do. And so far it has
happened that I
really loved what I have done. So that also helped me perform more, you know,
go that extra mile
in everything I do. So I think that that also plays a role. But I would say,
yes, I've been
fortunate. I've been in touch with a lot of really smart people and really
people who really
trusted in me for so many years. And that's what helped me growing as well,
growing in my career.
So you know, that's actually amazing because that's what I hear again, you know
, more people than
not ascribe being in the right place in the right time, being surrounded by
people who give you the
chance to go succeed. And then you need drive that makes you different and take
advantage
of being in the right place in the right time. So that's really good. That's it
's so good to you.
So Jayce, really appreciate this discussion has been fascinating again. I think
one of the first
people I've talked to had such diverse size wise experiences in terms of
companies global from
India to here. And so it's actually great to kind of give you a perspective on
it. And it's been
fun conversation. So thank you for being a guest today. Appreciate your time
today.
Thank you, I had a great time as always chatting with you. Thank you so much.
Thank you.
As we complete another enlightening episode, I extend my sincere gratitude to
our esteemed guests and
you, our valued listeners. If today's conversation resonated with you, please
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and continue championing aftermarket success.
Thank you.
[end]
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