Stacey Weismiller: I believe in civic Manufacturing. Yeah. Which is basically saying that yes, you're making a product. That product might go all over the world, but you're making it in a community, and you need to be playing a role as a civic entity to ensure that you are part of the community. Narrator: You are listening to Augmented ops where Manufacturing meets innovation. We highlight the transformative ideas and technologies shaping the front lines of operations, helping you stay ahead of the curve in the rapidly evolving world of industrial tech. Natan Linder: Welcome to 2026, and I wanna extend a very warm welcome to Stacy Weill. Hi Stacy. Stacey Weismiller: Hello. Thanks for having me. Natan Linder: Yeah. Good to see you. Awesome. Debbie, on Augmented ops and we talk about a lot about the advanced Manufacturing moment, but also there's a moment that you're a new organization. The American Manufacturing Futures Institute just announced actually as recently as yesterday, right? Stacey Weismiller: That is true. Natan Linder: So Stacey, why don't you introduce yourself for our audience and then let's talk about A MFI, American Manufacturing Futures Institute. Stacey Weismiller: Yeah, of course. And thanks for having me Natan. And thank you for everyone at Tulip for always being so gracious and working with me across many of the roles that I've had in this space. But yeah, my name is Stacy Wisemiller. Many of you have known me in the ecosystem, but I've an interesting story. I'm originally from Erie, Pennsylvania. I grew up in a Manufacturing family. I started my career at General Electric was a little bit of a family business. My father was there for almost 40 years. My grandfather, my brother worked there. So Manufacturing usually have been in my blood, whether you know that or not. Natan Linder: Was it around the family dinner table's? Stacey Weismiller: Yeah, absolutely. Natan Linder: Stacy. We expect you to follow in the footstep of your father and grandfather and go into Manufacturing. Stacey Weismiller: It was actually pretty different, if I'm being honest. My parents really valued education, specifically my mom. My mom was a nurse. My mom put herself through college. She was very focused on making sure my brother and I had all the opportunities that maybe her and my father didn't. But I think that is actually really important because they were very community driven people. They, to this day, are very focused on the people in and around their community, taking care of people, taking care of where they live. Which is why I feel like maybe today in my launch yesterday with MFI, it's about stewardship, right? So all my other roles that I've had have really been about understanding the role of Manufacturing in industrial when it comes to people. So just, most recently I was with the World Economic Forum, which is where I know IRA Fred Tulip running our advanced Manufacturing work, both abroad, but also specifically in the US which, what led to my role at the US Center for Advanced Manufacturing. And really today, I believe that a lot of the work that I was put here to do is around making sure that our vision for advanced Manufacturing, our vision for the industrial ecosystem is really powered by three key things. People and policy in place. I embody that. I'd be remiss not to say that I actually went to school for architecture and urban design. Natan Linder: That was gonna be my next question actually. So it's like what background and education you were chasing to Stacey Weismiller: Yes. Natan Linder: Get ready for a career in Manufacturing and the answer is architecture, which I look, I think it's fascinating but you gotta help us understand how that went other than the family tendencies, which you already covered. Stacey Weismiller: Absolutely. Yeah. And I think it's important, it's a nature versus nurture conversation, right? I wanted to move to a city. I wanted to build cities. I grew up in an old school Manufacturing town, and most of what I saw was very post-industrial. And I think when you're a kid, you have these visions of what something should look like or how it should work. So I was very focused on a system. It was like the system of going to a city, building a building, being able to engage in this larger ecosystem of people all over the place moving and commerce, which actually led me to being more focused on economic development more than anything. So that's actually, I was never really hyperfocused on wanting to build a building. I wanted to build systems. Yeah. Natan Linder: Which Stacey Weismiller: is very strange because then when you do work in Manufacturing, what you realize that it's a system. Natan Linder: Yeah. This is so interesting and it's a great segue to the tagline that I wanted to put on our conversation today. We also to and in general, and our community of lean, Augmented, lean, and so on, we really think a lot about production system. In architecture, urban design, and my sister is one by the way I'm kind of member getting exposed to that. There's a lot of talk about this word infrastructure. There is industrial infrastructure and we talk about our mobility infrastructure, roads, bridges, whatnot. And now obviously we talk a lot about energy infrastructure with just the normal demands. What the data centers we, that fuel all our new type of compute with ai. But it seems like the, tying it to the moment we're talking about that there's a piece missing, which is the discussion of human infrastructure. Maybe you can dive into that explaining like, why have you set up the American Manufacturing Future Institute and what is this advanced Manufacturing moment that we're experiencing specifically with the momentum in the US right now? Stacey Weismiller: Yeah, absolutely. And I'll just go back to that original conversation I had about my parents, right? Like they were very community oriented people. So I feel like my whole life has always been about understanding people and all the processes in all of my life. And I think Manufacturing is this really interesting dynamic, right? Because we're constantly battling the conversation of efficiency. The bottom line. But in reality, we're also Natan Linder: productivity. Yeah. Stacey Weismiller: Productivity. And, productivity for centuries has been around how many people you're putting into something and what your output is. And I think that there's, I've learned this in the last few years, specifically from my board member, previous COO of US Center, Stephanie Wright, which has been around, we do not. Clock emotional intelligence. Natan Linder: There's no KPI for emotional intelligence. Stacey Weismiller: If you have one, please lemme know, but I have can't find one. And I think that's an important thing, which is like we consistently want people to plug into these very rigid systems, but what we don't recognize is that there. Dynamic and they're not just pumping out product, but they also have an emotional intelligence, which does allow them to feel and see and be different, right? Yeah. So for me, A MFI was completely about, I have four core values. The first value is that people power Manufacturing, which is that people are the foundation. Of in industrial resilience, right? If we don't have people, we're really not going to have anything, and I think that goes for everything, right? Same with cities. When I look at urban design, like you're gonna design this for what? It should be for people, right? Yeah. I'm a proponent of looking at how people play a role. I'm a proponent on thinking through like people as a whole, which we're dynamic. We're not an A to B straight line, right? We're a very dynamic group of beings, and we need to take that into consideration, but also it's an advantage. We need to be looking at it as an advantage when we're thinking about building our industrial future. Natan Linder: And it brings a really interesting tension or paradox that at least we're experiencing through the lens of our partners and customers. 'cause when you look at the numbers, we say this word, there's a momentum in the US right now. We've seen a growth of about 11% in Manufacturing facilities since 2019. It's like almost half a trillion dollars in new projects that have been announced, 234,000 new jobs, but which I think is great, but it's also a drop in the bucket when you think about it. And you see all those headlines about factory boom and construction and all that, but on the ground. From the big proclamation and announcement, like actually breaking ground and building the factories. There's takes time in organizations. So the, in our case it's mostly multinational companies that we serve. The people actually doing the work are feeling the squeeze to get productive now. So on one hand there's a lot of investment, but on the other hand, there's a lot of we need to get better very quickly. Now, how do you think about this and reconcile those two realities? Stacey Weismiller: Yeah, absolutely. And I think it's an important distinction. You know what you're saying too, right? Like we do have a go. We are, we're building more factories than ever. We are talking about advanced Manufacturing, but I think we need a new KPI. Natan Linder: Personally, Stacey Weismiller: right? I think we have a conversation here in the US that we need to have, which is around the kinds of jobs that we're creating for people, right? You're talking to a kid whose dad was a laborer, and would I want that for everyone? Not necessarily. I know it took a toll on his body. He worked long hours, but at the same time. This podcast is about augmentation, right? And I think we're at that amazing point in time, which is we need to have stewards at the top of these organizations in our cities, in our political realms that are also asking the question, how are we augmenting appropriately? And doing that in a way that's actually still giving people loyalty and care. 'Cause if we don't do that, you can augment all day and you can throw money into building facilities all day. You're still going to have to find a way to create value for people, whether that be in your factory or around your factory. Right. Natan Linder: Have you seen companies actually do that? Is there a good story or an example you can share? Stacey Weismiller: I think today there's still a lot of questions I have on how we're doing. To be fair, my second core value of A MFI, which is about strategic industrial renewal, right? Which, like how are we strategically doing that? Thinking about not just your bottom line today of what does that mean to build a factory in X, Y, Z town, but what are the trickle down? Issues that we need to take into consideration to make sure that people are taken care of. And I think that is something that we need to get back to when it comes to how we build Manufacturing facilities. I also think that it's not just Manufacturing, it's. All business, right? And I don't know if there's great examples today. I think there's a lot of big investments in things like the EV market where they need to build massive facilities and they need to be able to understand how they build a community around that. But I think it's also that we have to have good stewards from our economic development states and cities being able to look and say, what value is this putting back into the community? Do we need to build schools? Build social services, do we need to build roads? And a big part of that is being able to see the full picture. And not year one, year two, but year 10 and year 15. Natan Linder: Yeah. So that, that suggests that there's an entire policy discussion. Stacey Weismiller: Absolutely. Natan Linder: As a dialogue with this stuff. And we've seen things like the CHIPS Act and, IRA and that definitely fueled domestic capacity to, produce more chips or have, laborers ready to fix our bridges and roads. And, I know Bridges and roads is not necessarily Manufacturing, but it's still the greater community that you're referring to. And in that context, often we hear this word reshoring. I think it's like an easy thing to say and like it represent the reverse positive effect of offshoring jobs that we all experienced some way. You said you're coming from Manufacturing time. I'm sure you have stories of factories shutting down and people losing their jobs, and that has been mid eighties on a very real sort of phenomena. And measured in the economic reporting of the United States. But right now it's, all these policy acts are helping, maybe with capital and regulation to push building those. But do we actually see the supply chain moving and what do you see there is working and not working or missing from a perspective of bringing back operations stateside. Stacey Weismiller: Yeah, that's a great question, and I think this is one where, to my previous point, we need to have vision. We need to have a lot of vision, and we need to be strategic in how we evaluate that vision. Mainly because I don't think you're going to see a lot of that impact in the short term. A lot of that it's going to take years. We're talking about systems like reinventing and reevaluating systems that have been in place for decades. I will say that I think that the investments that we've been making in I don't love the word reshoring. I would say building resilience Is quite interesting and I importance because. For me, the key KPI is resilience. And one of those pieces of resiliency is how close we are to the end customer and our skills base, right? We, you just mentioned bridges and roads. I don't think we do a good enough job and understanding the cross-functional skillset of someone who might actually have to go fix a bridge. To someone who's actually working on a factory floor, there's quite a few skills that can cross over, right? So that's part of the resiliency conversation, which is the more we invest at home, the more resilient our skillset is to be extremely nimble in what it is that we may need, both from a Manufacturing piece, part perspective, all the way through our infrastructure perspective. So I think if we looked at it in a broader swath and not just oh chips, because chips are so critical to our, national security and healthcare, but also that when we train and we upskill people working in the chips field, what we actually get is a wider variety of people who are willing and able to take those skills and put it into different places that are going to be helpful and meaningful into our economy. Really? Yeah, Natan Linder: the hard part with skills. I remember talking to very senior semiconductor leaders who are, actively building those factories in the US and have a lot of jobs open for people who need to run fabs effectively lithography processes and like the whole. Complex machinery, raw material to package cut silicon chips and the budget are there and actually it's a nice six figure type job for the right qualified engineers. They interview people and like they still lose it to people who wanna go and do consulting, professional services, financials, insurance in. In New York or in Charlotte for that matter in there, so it's like this idea of, because you mentioned earlier this is about augmentation and you, we started talking here, shifting over to the workforce and the skills. I know this has been a big focus for you throughout your career, and what are you seeing in this kind of labor gap problem That the jobs are there. It's like getting people in to take them as a problem and getting the people who are already in to, I don't think anybody needs another memo and yes, we need to reskill and augment Oh yeah. And all that. It's just like, how is it actually done and measured and what have you seen there? Stacey Weismiller: Yeah, and obviously that's the billion dollar question, right? If I had that answer, Natan Linder: I guess it's a trillion dollar question. Its totally, it's like the whole all economy. Stacey Weismiller: We wouldn't be probably sitting here talking about it. We would be out there, on CNN or something. Natan Linder: Yeah. Stacey Weismiller: I think that is at the heart of a lot of what a MFI wants to try to tackle. And it's like chipping away at a stone, right? I fully understand that this is, I'm not gonna be able to carry the whole boulder. Nobody is. We need to all like slowly chip away at figuring out what is our piece to get to the end goal. And sometimes that's hard to wrap your head around, right? That you are gonna play a small role in trying to get to the end goal. And that goal might be 10, 15 years away, coming from someone who. Did also go get a professional degree and then came back and started working in Manufacturing and coming from a family that was very heavy in the Manufacturing space, I think we have decided in this country to really devalue this work. Natan Linder: Also comes with a stigma still. Stacey Weismiller: Absolutely. Absolutely. And I understand, right? Natan Linder: And you can also add to that women participation in the workforce in Manufacturing is. Horrible. And I think it's a tragedy for, the United States economy. I had this episode with mad, our CMO feels like a million years ago. That, we were analyzing like had the US economy retain its, 'cause women. Filled the workforce in World War ii and we had a tremendously productive war material machine that was largely based on, we were in workforce. And of course, the tragedy is that they left the workforce as soon as the men came back from war. And if that was not happening, could you imagine? Stacey Weismiller: Amazing case study though, right? Amazing case study of. What does it mean to support people and when you wanna, if we wanna talk about women, right? You immediately have to ask yourselves what do they need? Yeah, if they're the ones you know, in childbearing years. They have to ask themselves what does their schedule look like to go work on a faculty floor? Yeah. The easiest thing a company could do to be pulling in women into the workforce is to just provide childcare. Natan Linder: Of course. Stacey Weismiller: And again, is that the easiest thing for a company to look at their bottom line and say, we're going to have to put millions of dollars out for this? No, but that's where the long-term vision has to come in to show, Natan Linder: It's in a way, company spends. Millions and millions of dollar on recruiting fees, like to get the right candidates and like you could imagine if they don't think about it, oh, we need to set up a daycare. I think parenting change in the day and age we live in, so it is a women thing, but I think it's also, Stacey Weismiller: it's Natan Linder: every crossing, genders and identities, whatever. But if they would just put it under recruiting expense. Stacey Weismiller: Exactly. Natan Linder: And not like we're, oh, we have to bear now childcare and think about that through those very rigid, traditional lens of that Oh, that's not the job of the employer. Stacey Weismiller: Which I have a lot of feelings about. What the quote unquote job of an employer is. You should Natan Linder: share all those feelings. Stacey Weismiller: Yeah. That's what Natan Linder: we're here. Stacey Weismiller: My feelings are that you're part of a community, right? So again, my, my, my fourth goal here is that I believe in civic Manufacturing. Yeah. Which is basically saying that yes, you're making a product, that product might go all over the world, but you're making it in a community, and you need to be playing a role as a civic entity to ensure that you are part of the community. I grew up in a, a place where Manufacturing played a massive role in our community and. They gave to the United Way my high school, Natan Linder: and it was a source of pride, I think. And it was a source of identity. And this is who we are and what we do here. And I think I heard you talk about this in the past through, 'cause we talk about through the lens of skill gap, but I think you said it like there's actually an access gap. Stacey Weismiller: Absolutely. Natan Linder: How what? What does it actually mean? Stacey Weismiller: Yeah. This is the conversation as well when we talk about the civic portion, right? A big reason I moved to New York City is I wanted access, right? I wanted to be in a place where if tomorrow I decided I wanted to be an interpretive dancer. I could go do that. But when you are in a place that is not able to provide access, whether it's when you're young to see those things, or when you're at the age of determining what your career could look like and you still have questions, it's all about access. And then on the other front, it has to be about access for things like. Infrastructure, right? We can't expect women to show up for their job at 7:00 AM if they like, can't drop their kids off and have access to decent schooling if they have to drive an hour because there's not a bus to pick up their kids. What's the point if we can't go have. Decent food at grocery stores that are close enough. The urban rural divide is huge in the conversation around Manufacturing. Access is an important conversation here, and the Manufacturing ecosystem has to look at that. Like we can't just do the plop and dump where we put things in the middle of rural. America just because it's cheap. We have to think about all the access points to make sure everyone can think about, here's where I wanna work, here's where I wanna live, here's how I can make sure my children are happy and healthy, but also I wanna build a better life. Maybe you have to think about access points to go work other places. Natan Linder: That's where the local governments actually are. Yes. Really should play a huge part in, not only designing and planning for that kind of access and civic operations, Manufacturing, but they're a big part of what we as a community need to work on. Which is almost say like IT operations, Manufacturing, the industry needs rebranding. Stacey Weismiller: Absolutely. Natan Linder: So the digital native, the Gen Zs and Alphas, I have kids who are alphas, like they look at factory jobs. No different than. A career in the high tech sector. Stacey Weismiller: Absolutely. Natan Linder: Absolutely. How do we do that? Other than the obvious, many TikTok campaigns Stacey Weismiller: needs to happen. Oh yeah. And another trillion dollar question. One of the things that keeps me up at night as I've been launching, A MFI, which is we need a complete new narrative in rebrand, fully agreed. But we also need, it's, we wouldn't be the first one who's tried it. Plenty of people have tried it. So the question is, why have they fallen flat? It's still because we have, I think, a lack of value on the backend that we're able to show people that this is something that creates access and has value. So I think we need to really rethink a, what does Manufacturing mean? I think we need a broader description. We love to talk about engineering teams and sales teams, but what we don't talk about is that they feed the Manufacturing ecosystem. You can walk into New York City in Midtown and find seven different Manufacturing adjacent startups. Why are we not having the conversation about how their, IO OT or industrial iot or even AI enabled platform is actually feeding the fact that we are making products through Manufacturing. It's a very distant conversation, which I don't appreciate because to me. Everybody, if you're working in this ecosystem, you need to be part of it. We, you can't decide when you wanna distance yourself. It should be that everyone who's feeding it from the top, CEO of the large OEM, all the way down to the person who opens the door for the three person startup building an Augmented reality. Work procedure platform has to know they're part of this, right? Yeah. Natan Linder: I think like part of this has to do with hyper localized rebranding that happens in important clusters or locations. So one example might be Detroit, so I'm, I don't know if you've been in Detroit recently in the past few years. Stacey Weismiller: Oh lots. Natan Linder: It's actually pretty amazing what happened in Detroit. I don't wanna say it's probably a decade, but, you go through the downtown it feels like revival. It's cleaner. There's like lots of construction work. They're building on the Motor City Heritage on one end and attracting startup on another. And of course they still have a lot of great Manufacturing base out there and all these different organizations that are popping out there. It's if we can make it in places like Detroit or you can see obviously like Austin and Tesla moved to Texas, or Andrew and Ohio, that's another one. So there's a location and a set of either new or old important companies that come around and change the game. I think if those clusters are supported and there's enough collaboration that could really start the rebranding and spread the tech and the new Manufacturing organizations that start new facilities, new locations in urban environment, and in five years, like the discussion would be like, would I be in Milwaukee or will I be in Detroit? Or will I be in I don't know what's a good Wichita or. Something like that. I'm sorry if I'm missing the South. I know there's great Kentucky. There's Yeah. Lot of Manufacturing Kentucky. Absolutely. So how do you see that? Stacey Weismiller: Yeah, I'm conflicted on some of this. Of course. Why? Because I think it's an important conversation, right? When we talk about cities and the visual aspects of what looks like rebirth and rebranding. Because I always go back to like, how are people doing in those cities? I grew up in Erie, Pennsylvania. I lived many years in Pittsburgh. And I think there's also a conversation on when there's growth, is there equitable growth? And I think the Manufacturing ecosystem plays a huge role, if not one of the most important roles in that conversation on equity, because the Manufacturing ecosystem has the ability to provide better middle class wages and pathways than say the service sector. But what we also need to do is, I consider it like being a teenage girl and having an invitation to a birthday party, right? You want the invitation to the birthday party. You may not like the girl that you got the invitation to, but you need to go 'cause you need to be cool, right? That's like cities. At a certain point, we need to create enough interest that we create that cluster. Everyone's going to be there. But then once everyone's there, we need to treat everyone really nice, and we need to make sure everybody at the party is not bullied in a way. And I think that's the important thing here is like how are we focusing on a city that is going to put millions. Not billions of dollars into the Manufacturing ecosystem to keep it whole while putting just as much money into attracting new companies, right? That one might say are cool, one might say have more cache, and how are we treating all of those people equally in this ecosystem? Because it is difficult. But that is also where we have to step up from the civic side to ensure. If we have a cool new AI company coming in, how are we also looking at making sure that the, line worker at Ford is also being taken care of and we're not disregarding the fact that's maybe not cool. Natan Linder: Quick follow up question have you seen, so I mentioned Detroit. Have you seen a city or an urban area up and coming in the US that you're looking at and it's yeah, that's going in the right direction? Stacey Weismiller: So I was lucky enough to take part in the global Institute of Innovation Districts this year. And I've been really intrigued by places in St. Louis that have really tried to bring together different forms of the ecosystem in like the aerospace industry, and to try to consolidate that into some of those clusters. I think there's still a lot of work to do because. At the heart of it, economic development is about our tax base, and so ultimately a lot of it comes down to vision. I think Detroit is doing a good job. I think we still have a long way to go to make sure that we think about our counties and how the spread of that kind of work goes, not just into a small place in a small county, but has the ability to trickle out with other people, and more people see the benefit of how that cluster is being built. More opportunity is there for other people. I love Pittsburgh. Pittsburgh is in a great place for me to think about how that's done. Some rebranding, but again, it's also been built on an institution of academia having amazing academic institutions. It also has a really strong heart in the healthcare industry, so it hasn't. Only dependent on the rebirth of Manufacturing recently. It's been a beautiful added addition, but also the tech industry has really tried to, build itself around what was legacy industry. They still have some work to do. Like I said, it's still not the best place when it comes to some of the economic development levers of where people have access, but I think they're trying. Soultimately, it's showing that there's still an. Intent to try to bring everyone along. Let's give everyone the invitation to the birthday party versus just identifying the cool players to come along. Natan Linder: Let's build on this birthday party. Elephant in the room. Really? You Stacey Weismiller: were a teenage girl going Natan Linder: party. I was a teenager. I think, boys have feelings too, but but look I think in the birthday party context will be amis if we're talking about advanced Manufacturing futures, without talking about the impact of what's happening with AI in the workforce and how that plays into it. 'cause the skills gap in. The productivity stall that kind of go together, even if we really wanted to, we wouldn't find the people. So the idea is like, how do you take one engineer and one operator, Enno enable those folks with technology and AI specifically to do more, it's it's less with more in the sense that if you. If you're focused on humans and how do you augment them with this great technology called ai, then we really have a shot at the Manufacturing. At least that's what we're seeing. I'd like your take on it. And how does that play into kind of, everybody gets in the birthday party to play with the new toys, so nobody is or maybe it's in the goodie bag that everybody takes back home. That's Stacey Weismiller: a great, oh, that's a good one. Yeah. I appreciate this analogy, metaphor, wherever we're going with the birthday party. 'cause it is it's, I think it's. Exactly that, which is AI is a tool where we can see that it can be extremely powerful in the augmentation in the industrial ecosystem. It's augmenting the power of people. It's also, quite frankly, really helping ensure quality assurance, risk defects. It's actually, when used appropriately can be. Very helpful from the human side on a factory floor in the industrial operation. I'm a huge fan of that. When I see that, I say to myself, that's exactly what we need, are those kinds of tools to ensure that the person behind it has the ability to stay safer, to be healthier, to be happier, and to do their job in a way where, human failure can be limited. But that's also the problem in a lot of ways, because how do we ensure that's how it's being used? That's, I think the goodie bag, which is you can fill it full of a bunch of sugar and suckers, and like certain kids maybe have one sucker and know that's too much sugar and everyone else binges on it because there's the tragedy of the commons. Everyone wants more, right? Yeah. And so how do we ensure that as AI gets deployed, it's being deployed appropriately and not being used in a way that's harmful? Natan Linder: Yeah, I think the real issue goes back to this access problem. Because I, I think everybody got the memo that you, on one hand, lots of promise in the technology and like making sure that yeah, people can get trained and use it, to do meaningful things like retrieving tons of information quickly on the shop floor or. Having agents that help you, make decisions around critical quality issues. And, the list goes on and on all the way to autonomous physical embodied AI type of operations that kind of have, overlap with classic automation. And I think that has to do with how new facilities are gonna come up. But we're coming up on time and I think this has been fascinating and I want to thank you so much for joining us today. Stacey Weismiller: Yeah. Thank you for Natan Linder: having, it's cool to see that setting up something like American Manufacturing Future Institute is set up to have discussion that is something not in the comfort zone of many leaders. And you have our support. Go make a lot of people uncomfortable. Thank you. No, seriously because it's just otherwise what's the point? Life's too short and you have our support, and what is your call to action or how should people get in touch and come help, support. Stacey Weismiller: Yeah, absolutely. And of course, thank you and thank you to the team. Really appreciative of all of you, but also your thinking, your strategy. Let's not take that for granted that you as a leader really ensured that your team is thoughtful. In a lot of these conversations as well. So I think my call to action for everyone here is to think about Manufacturing broadly and what does it mean for your life. You may. Every day not have any idea how Manufacturing is affecting your day-to-day actions, but it does. So if at any point in your day you come across your iPhone, you drive in your car, you drive on a road where you take your Advils, you know you're driving on a road to drop your kid off at school. Yeah. Think about this. Holistically, not just the products that you're using, but the space that you are also taking up because Manufacturing has played a role in that. And if at any point you want those things to be better. Smarter and have a higher, density of emotional intelligence and how it affects you and your community. Find me because that is what we're going to try to build, is the thing that is ensuring everyone is part of a community and that Manufacturing plays a role in creating a really valuable long haul stewardship in that community. So to me that's the most critical part of all of this. Natan Linder: That's great. Thanks again, Stacy, for joining us. Really appreciate it and good luck and I'm sure we'll see you soon. Thank you so much. Stacey Weismiller: Thanks everyone. Narrator: Thank you for listening to the Augmented Ops podcast from Tulip Interfaces. We hope you found this week's episode informative and inspiring. You can find the show on LinkedIn and YouTube or at Tulip dot co slash podcast. If you enjoyed this episode, please leave us a rating or review on iTunes or wherever you listen to your podcasts. Until next time.