It's time to start assessing your equipment needs for next year John Wilson: Hello, my friends. John Wilson here and. Hey, it's that time of year again. It's time to start assessing your equipment needs for next year and make some purchases on behalf of Uncle Sam. Well, I'm here to tell you that my friends here at Ivaclare have really sharpened their pencils and, are offering some of the best deals of the year on mills and furnaces. As an owner of several of these great pieces of technology, I can tell you firsthand that you won't be disappointed. We're talking about robust and dependable machines that make you more efficient. We certainly count on them daily here at sunrise. So do yourself a favor, make that call today. You'll be glad you did. Elvis: And of course, we appreciate Ivaclar for their continued support. Welcome to Voices from the Bench, a dental laboratory podcast. Send us an email@infovoicesfromthebench.com and follow us on Facebook and Instagram. Greetings, and welcome to episode 344, Voices from the Bench. Barbara: My name is Elvis, and my name is still Barbara. Elvis: Still Barbara. How the hell are you doing? Barbara: All right. Elvis: Yeah. Barbara: What is that? Matthew McConaughey? All, right. All right, all right. That's me. Elvis: Dang. How's work at the lab? You guys busy right now? Barbara: Yeah, we finally got caught up. Well, we're still a little behind, but we finally got caught up in the hurricane and. Busy, busy. No, but I can smell it. It's coming. It's November. It's the time of year where you go absolutely ridiculously crazy busy. Elvis: And it's the holidays, so, yep, it all lines up. Barbara: Yep. Elvis: End of the year insurance, here you come. Yeah, I waited all year to do something. Now it's time to get it done really fast. Really fast. I need it by tomorrow. Barbara: How are you? Elvis: I'm good. Just still busy. It's fall here in Indiana, so leaves are changing. My nemesis, the all falling to the ground. So I have to start that long project of cleaning up all the leaves. Barbara: But nice. Elvis: Yeah. Wake up and it's 40, and by the end of the afternoon, it's 78, so it's that weird time of the year, so you can go for a. Barbara: Cold run and then warm up. Elvis: Yep, yep. I leave the house in a jacket and come home in a T shirt, so. Barbara: Yes, sir. Stephanie Goddard: I like it. Elvis: You know, lately. Lately I've been feeling kind of missing out on seeing all my dental friends. This is the year Joe becomes president of the podcast So I thought we would take a minute to talk about all the great shows lining up. Let's go for 20, 25. Barbara: All right, let's do it. Elvis: Yeah. First up, we have the great vision 21. We're not actually recording at that show, but we just kind of go to, you know, see everybody and to see, the great meeting happens every year, Las Vegas. Barbara: It's the, January 16th through the 18th. You're on the foundation board and I'm on the NBC board. So we do a little bit of board work, but mostly it's to network and see all the amazing people that we love and have fun. Elvis: And I do think that this is the year Joe becomes president. Barbara: Is that correct? Yes, sir. Hi, Joe. Elvis: Joe, that's going to be great. We got to welcome him to his great new role. Barbara: Yeah. Elvis: And then right after that, about a month later, we start the great Chicago meetings where we get to go to Calab, which is February 21st to the 21st. Barbara: What, 21, 22, I believe. Elvis: Yeah. So you're on the board with that. Last year they did a really, really nice evening event. Are they going to do that again? Barbara: Heck yeah. Elvis: Yes. Barbara: Yes. Elvis: Everybody's invited to that, even non Calab people, right? Barbara: Yeah, that was a blast last year. I think it's really important to work hard, but then you want to have some fun. And so, yeah, that was spectacular. And we're definitely doing it again. Elvis: Yeah. So if you go to Chicago, which obviously is Lab Day Chicago, which again, we're going to be in the Ivaclar Ballroom. Thank you, Ivaclar. Barbara: Thank you, Ivaclar. Elvis: Love that spot. That's February 20th to the 22nd. So if you're going to be in Chicago, go look at Calab as a great side meeting. Is that what we should call it, an additional meeting? Barbara: It's an additional meeting. It's definitely a business meeting and a networking meeting for sure. Elvis: Yeah. But at, ah, least go to the evening event. It was a, blast last year. It was a lot of fun. Barbara: Yeah. And, I know you got to say that. Let's do this. Elvis: God, this is amazing. Thank you to Exocad for taking Barb and I to the IDS show in. Barbara: Cologne, Germany, March 25th to 29th. And like you and I both say, thank you, Exocad. That has been a dream of mine and yours. And then us together with the podcast for five years. So thank you. Thank you. Elvis: It's amazing. It's going to be four days of recording. It's going to be awesome. Barbara: And we're going to be on point. Elvis: I hope it's going to be great. So if you speak English, stop by and See us? Barbara: Yes, please. A lot of people assume that Barb and I know people in dental industry Elvis: So a lot of people assume that Barb and I know a lot of people in the industry because we do. Barbara: This podcast, which we do, actually. Elvis: We do. But I can't tell you how many times someone says to me, I can't believe you don't know. So and so, figured you had them on the podcast already. Because we've had so many episodes, people assume that we've talked to them. Barbara: Never assume. Elvis: Never assume. But one of the great things about our industry is that we're definitely not running out of amazing people to talk to. Barbara: I know. We're going on, what, six years? Elvis: Six years. 344 episodes. Barbara: Yeah. Well, good for us and good for the industry. Elvis: And we're still booked. I mean, we're not slowing down. And it really wasn't long ago that of course, I was strolling on the social medias when I saw a post on LinkedIn from someone with the title of the CEO of Glidewell Dental Lab. and I thought to myself, isn't that Jim Glidewell? Barbara: Not. Elvis: Yes, as we soon find out. Yeah. So. Well, because of this very podcast, we were able to reach out and find out who Stephanie Goddard is. Stephanie Goddard is the CEO of Glidewell Barbara: Amazing. She's amazing. Elvis: She is amazing. And what a delightful conversation we all had, getting to know the person that's running the biggest lab in the us. Is it the world or just the. Barbara: US it's probably the world, but definitely us. Elvis: Definitely. Stephanie talks all about her journey from finance to finding Glidewell 18 years ago to run their HR department. The story of how she is asked to become CEO, is only justified by letting her tell it to you. Yes, but she gets into how she helped Glidewell through the regulatory work, getting Bruxer through the fda, creating leadership trading to make managers better that create better teams. And how to take 1100 employee lab to 5000 employees and keep that sense of family and warmth. Barbara: I love that too. Elvis: It's such a good conversation. So join us, as we chat with Stephanie Goddard. Voices from the bench. The interview. Stephanie Goddard is the new CEO of Glidewell We are so excited today to welcome the CEO of Glidewell. Do people even call you the new CEO anymore? Or how long have you been CEO? I wanted to say new, but I wasn't sure. Stephanie Goddard: I'm still, like, I still feel new, if that. Elvis: Okay. Stephanie Goddard: It'll be three years in January, if you can believe it. Wow. So it's not new, but it. Barbara: It's new, but not new. Stephanie Goddard: It's. Yeah, you know what? It's new ish. Elvis: New ish Compared to the last CEO. Stephanie Goddard: Yeah, compared to Mr. Glidewell, who was a CEO for 52 years. Yeah. Elvis: Stephanie Goddard. Goddard. How do you say your last name? Stephanie Goddard: You know any of the above, but Goddard. Elvis: Goddard. Stephanie Goddard. Welcome to the podcast. Stephanie Goddard: Thank you. I'm so excited. Like, it's such a beautiful introduction. Now I'm excited, like, wow, I want to meet this person. Elvis: I never know where to start, so I just kind of jump into it. But this podcast is all about how you get where you are today. So let's find out how Stephanie becomes the CEO of Glidewell. I assume there's either two things happened. You started on the model room, or you just walked in the door one time and they said, that's our new CEO. There's probably no other options, right? Stephanie Goddard: Wow. Okay, so those are like two of the furthest things from possibility, that's for sure. Barbara: That's Elvis's version. Now we get to hear yours. Thank God. Stephanie Goddard: I can tell you I've been in a model room and I, I know where they are. I can tell you we don't have many of them left anymore, unfortunately. I would imagine. Elvis: Yeah. So seriously, okay, joking aside, Stephanie, where do you come from? How do you end up where you are? Barbara: Yeah, exactly. Stephanie Goddard: So it's a little bit crazy, probably. So here's the crazy thing. People think, oh, did you just come to Glidewell? Have you only been here for a few years? I just celebrated my 18th work anniversary here. Elvis: Wow. Barbara: Yeah. Barbara: Awesome. Stephanie Goddard: Yeah, in September. Elvis: Well, we never heard of you until two years ago. So nothing personal. Stephanie Goddard: It's okay. I don't take it personally. I try to stay under the radar. So, yeah, I started here 18 years ago. Some people know my story. Zero background in dental. I came from finance and consulting, so I was at Pricewaterhouse Cooper's and I was at the World Bank Bank. So zero dental background at all. Elvis: Yeah. Stephanie Goddard: And I was, living in D.C. and I had. I grew up in California and I was looking to move back to California, so I was actively searching for a new role for myself to come back to the West Coast. And I was in Newport beach and Irvine interviewing with some financial institutions out here. Elvis: Is that a fancy word for banks? Stephanie Goddard: Yes. Okay. Like investment houses? Elvis: Yeah. Stephanie Goddard: Rob Grice, who was the COO at the time, found my resume on monster.com. Elvis: Oh yeah. Stephanie Goddard: And called me and we had this great call and he was looking for a new head of hr. And we talked for an hour or something and really great call. And I said, you know, I know some friends in California. I still have some connections. I'm happy to connect you with some people who might be the right candidate for you. And he says, oh no, I found the right person. And I thought, well, why did I just spend an hour with you on the phone? Barbara: And it was you, right? Elvis: Yeah. Stephanie Goddard: And he said, so when can we meet? And I was like, oh, me? Elvis: So you had no HR experience? Stephanie Goddard: Not like, so I did HR consulting. So I did a ton of like leadership development consulting and business process consulting and human capital kinds of consulting team, but I'd never run an HR department. Elvis: Yeah. Stephanie Goddard: And so that's why I never sort of considered it because I wasn't ever somebody who had managed benefits. I had never managed workers comp programs. I was a great human capital consultant. So I had a great sense of like understanding, like, okay, where does the business want to go? And then how does HR help you meet those goals? You didn't have a medical background when you became Glidewell CEO Barbara: Yeah. Stephanie Goddard: But when it comes to like the nitty gritty of running an HR department, I had never done that. So I never even really considered that. And so I said, well, I'm going to be out there meeting with these two companies. I'm happy to stay an extra day. And I did. And I ended up coming to Glidewell and running the HR department. And so at the time they had 1100 employees. And Rob and Jim knew that they wanted to do a pivot and really grow the lab, our lab business, but also get into this whole sort of medical device manufacturing area which required sort of a different mindset and FDA compliance and regulatory and just a, very different sort of look and feel of where they wanted the organization to go to. So they were looking for somebody who didn't have a strong HR background but had a strong business background and growth, sort of change management and growth mindset. So that's kind of why I ended up being the perfect candidate for them. Elvis: But you didn't have a medical background either. Stephanie Goddard: No, no I didn't. Elvis: Wow. Stephanie Goddard: Okay. No. And so my first year was just. I literally. I do know where the plaster room is. I spend time in the classroom. I like. I do know. I do know. If you ask me, I know the basics of making a crown. I'm a horrible artist. So, you know, back in the day I could never have made a crown that looked nice, back then when it was all hand stacked. But today I can make a crown on CAD Cam. Barbara: Nice. Elvis: Yeah, don't worry, I can't either. Stephanie Goddard: But yeah. So yeah, I ran our dental tech education program. I did all of the hiring, I managed all of the change management. I Implemented leadership development programs and sort of like, professionalism into the organization, I guess you would say, of, like, really trying to focus on not dental technology necessarily, but really leadership development. Because if you want to grow a business, your leaders have to know how to help you get there. Barbara: Yeah, exactly. Stephanie Goddard: And so that's really what I was focused on. And then I took over regulatory affairs, and then I, you know, started getting into business development and then customer experience. And so over 18 years, I've had a lot of different roles until I became CEO. When you joined Glidewell, it was a culture shock Barbara: So what was it like? So you didn't have HR background, but you sounded like you just jumped right in. I mean, did it fit immediately? You just kind of knew that this was a really great company and you wanted to know, stay there and build it. Stephanie Goddard: Yeah. It's an interesting question, because I will say this. It was definite culture shock to me because I had come from the World bank and, you know, was working in D.C. and I covered the Middle east and North Africa region. And I was working with chief economists and, you know, graduates from Harvard and INSEAD and all over the world. And then I came to Glidewell, and it was definitely culture shock to m me. Elvis: I would imagine the HR difference between bankers and dental technicians is a little different. Stephanie Goddard: Just a tad. Just a tad. And, you know, back then, people may have dealt with their issue, like, their HR issues. Very different. Like maybe yelling at their employees on the floor, like, throwing things. Barbara: And we did that a long time ago. Yep, I remember those days. Stephanie Goddard: Yeah. So, you know, what I like to say is, when you know better, you do better. And so, you know, we just kind of gave people tools that they never had. And absent tools, people don't know. And you learn from your leadership. And their leadership had been in this industry, you know, for 20 or 30 years before them, and they learned under their leaders. And so, you know, we really focused on trying to create sort of a new culture and new sense of, like, what it means to be a great leader. But, yeah, it was definite culture shock. But I will say this about Glidewell. The reason I chose this role over the other ones that I was looking at was the people were so kind and so lovely. And it was 1100 employees, and it felt like a family. Like, people truly loved each other and knew each other. And at the time, the average tenure was like, 18 years. Barbara: Yep. Stephanie Goddard: So people are here for a long time. And many of them probably, you know, were family members across the organization. They told their friends and families about jobs here. And so it had this sense of warmth that felt good to be in that. Other companies struggle to bring that right. And so that's what I loved about it when I discovered Glidewell. But you know, truthfully, I thought, okay, what did I get myself into? I'll stick this out for a year or two and then I'm punching out like I don't know if I made a mistake. Elvis: It's amazing they had a sense of family at 1100 employees. Barbara: Don't you think that comes from the top down though? I mean, Elvis and I, we know Jim, we know Glidewell. And everybody always says how amazing of a leader he is. And I think he just brings that people feel that. Stephanie Goddard: Yeah, he is. I mean, yeah, you've both met him several times and he's just, you know, I think there's something different to somebody who starts a company at their, in their kitchen and grows it to 1100 and now 5000 today. You know, he's got a humility about him that I think is, you know, hard to find sometimes when you look at like founder led organizations. But he's kept the company privately held. He is the only shareholder of the company. And because of that he truly is like the final decision maker. Right. And. And it just keeps a lot of outside noise or outside influence out of the organization. Now some could say that's good and some could say that's bad, right? So sometimes outside influence is helpful. But I do think that because of that he's kept that sense of realism. And I'm a real person and you can come talk to me anytime you want to. So, you know, I share an office with him. And for people who've been here at Glidewell, we have like an open sort of bullpen and anybody can walk in at any time. There's no guards that are stopping anybody from walking in and talking to any of us. And he's a firm believer and you know, he's just Jim. And he wants people to feel comfortable to come to him. Elvis: He doesn't have like a Mr. Burns type office with the big bear in the corner. Barbara: What is that? I don't even know what that. Elvis: Oh, come on. From the Simpsons Mr. Burns desk. That's humongous. No, you know. Stephanie Goddard: No, no. Elvis: Is it true that he has a porcelain oven still on his desk? Stephanie Goddard: No, he doesn't have that. He used to. He used to. Elvis: He used to. But he doesn't anymore. Stephanie Goddard: Not anymore. He did up until recently. We just, we forced him to move his office into another building during COVID So when we made that move, he lost I think. Barbara: I bet you he didn't go quietly. Stephanie Goddard: No, he didn't. I mean, he'd been sitting in the same office for years. but also an open office. Like he shared the office. So you would know these names with Jim Schuck back in the day, who ran marketing, Darrell Withrow who ran operations. And then he shared it with Rob Grice, who was a coo. And then after Rob passed away, it was, Greg Menzenmeyer who was a coo. So the four of them sat together. So when we moved into this new space, it's Jim and myself and still Daryl, who runs operations. And then we have our head of lab operations, Javad, and, my chief growth officer, which is Rob Bernice. So there's five of us. So for me it's four men and one women. So it's a lot of testosterone. But they put up with me, they let me be the only girl in the room. And they're, they're all very, they're all very kind to me. Yeah. Bruxer came out in 2009, so three years after I started Elvis: you've been there 18 years. So when did Bruxer come out? Has it been 18 years yet? I have no concept of time. Stephanie Goddard: 2009, so three years after I started. Elvis: Wow. So you saw the comings of all that. And that's probably had a lot to do with the 1100-5000 growth, I would imagine. Stephanie Goddard: Yeah, definitely. So that's when I started taking over. Like I developed our regulatory affairs department. So because, you know, in order to launch a medical device on the market, you have to have 510k approval and FDA requirements. Elvis: You did all that for Bruxer? Stephanie Goddard: Yeah, I started that department. Barbara: Yeah, I know that's not a lot of fun. That's a lot of work. Elvis: Yeah, but you're the first one to do that. I mean, right? I mean, monolithic zirconia. Wasn't Bruxer the first one? How do you explain that to fda? What exactly it is? Stephanie Goddard: Well, I mean there. So there were predicate devices out there, if you think about it at the time. Right. So you had Lava, which Lava. Yeah, it was. Even though it wasn't being used for full coverage craft, it was copings. But there was that predicate device. And then there was also Sagemax back then at the time, which was also, Elvis: Sagemax was before. Barbara: Yeah, I remember that. Stephanie Goddard: Yeah, yeah, they were before us. I think we were just really kind of the first ones to, put a ton of marketing. Like the ton of marketing. Yeah. And I thought it was really brilliant. I think it was Rudy Ramirez, who did this, but he was running the PFM department. And so the way he really got Bruxer on the map was he for every PFM that went out the door, he sent a Bruxer crown with it. Barbara: Oh, yeah, I remember hearing that, Stephanie. That's amazing. Stephanie Goddard: Yeah. And so he said, seat whichever one you like the best. If you seat the Bruxer crown, your price is $99. And, we'll. And just ship the PFM back to us and, you know, so we don't charge you for the medal. And if you seat the pfm, that's fine. Throw away the Brooks or crown like it. We didn't need it back, obviously, because it wasn't going to go in somebody else's mouth. But you kind of got like two products for the price of one. And we left it to the customer to choose what they wanted. And that's really what like, got it going gangbusters was because. Elvis: That's interesting. Stephanie Goddard: Yeah, it was the marketing engine, that of, you know, Jim Schuck's brilliance behind the marketing of that, and then Rudy's drive with, you know, really getting it into the customer's hands and letting the customer make the decision about what they wanted to put in the patient's mouth and what looked, you know, what looked the best and what had, you know, what was the best choice for the patient. Barbara: Wow. Elvis: And then there was the Hammer video. Stephanie Goddard: And then it was the Hammer test. I think that. I think that was Jim Glidewell's idea. I mean, to this day, everyone knows the Hammer test. It's still, of course, it's still like the greatest marketing tool ever. Yes. Elvis: Well, if there's one thing we got. And I don't want to spend a lot of time talking about Jim, but when he was on our podcast, he kept saying, I'm more of a marketer. Elvis: Than I am a technician. You know, I mean, okay. Stephanie Goddard: I mean, I would say he's equal marketer. I mean, yeah, technically the guy's brilliant. I mean, he never stops. He's always pushing the boundaries with our R and D divisions and always having them come up with some new material, some new technique. He's always picking on morphology and how can we make our crowns look better with our AI software. He's a phenomenal technician too. So. You talked about the HR and the leadership and then the regulatory Barbara: So I want to go back a little bit. So you talked about the HR and the leadership and then the regulatory. So at that point, you're probably in five, six years. Stephanie Goddard: I took on regulatory actually relatively early. It was within the first year. So our COO at the time was trying to get it running. And I've told people this before, but I stupidly was like, oh, I figured out this HR stuff. I can surely figure out. Elvis: Are you volunteered? Stephanie Goddard: I volunteered. Barbara: That had to have been a pain. Stephanie Goddard: I can surely figure out FDA because like, if you think about hr, it's pretty easy to read laws and kind of figure that out. And so, you know, I didn't, I didn't know all of the leave laws and employment laws of California specifically. Right. Because California has extra things on top of it, that other on top of the federal stuff. But you can read it and you can go to lectures and you can assimilate it pretty quickly. And so I thought, well, how difficult could FDA be? And that's like a whole nother level of like that's next level understanding. So I pretty quickly hired some people in that department who knew what they were doing because I, you know, I think that's the key in life. Right. And in any organization you have to hire people who are smarter than you. You have to recognize like, you know, where are my limits and what am I good at and what am I not good at? And pretty quickly sort of realize like, this is not what I'm good at good at. But I'll hire somebody who is and I can manage them because I know where the organization wants to go. Barbara: Wow, that's awesome. Stephanie Goddard: Yeah. So I would say within one year I started taking regulatory off of the COO's plate and helping him with that. And then I created leadership development programs in the organization. We started with a program called Lead, which was for mid level managers to go through. Initially it was a nine month program that they went through. Elvis: Wow, nine months. Wow. Stephanie Goddard: Yeah. And it's, we call it a little, mini MBA program. And for us it was really revolutionary because we focus so much of our time on technician training. And you, you both would know this, like time away from the benches, money lost. But I really wanted, I thought it was important to take our technicians and some of our managers off the bench and because it makes you a better leader. Like I didn't want them to do it on weekends and evenings. And so we started taking people off the floor, putting them through these programs, giving them some basic skills like communication skills, conflict resolution skills, you know, how to have a conversation with your employee, how do you develop your employees, how to read a P and L, how to grow your department through mentorship. And so we really started introducing these concepts and then I remember Rudy Ramirez and Kevin Shigenoka coming to me. And they're like, we're hearing all this stuff from my mid level managers who are in your courses and they're talking about things that I don't know about. And I want like, we want something like this for ourselves. And I was like, that's amazing. And so then we developed what we call elp, the Executive Leadership Program for sort of that next level manager. And then we created a high potential program which is for anyone across the organization in any job. And that's also a seven month program that they go through. They're phenomenal programs. I just took pictures this morning with the newest graduating class of the lead program. But we've had over 400 people go through these programs since they were developed. Barbara: That's crazy. Stephanie Goddard: Yeah. So it's inspiring to have a positive impact and to know that you touch somebody's life so profoundly by giving them some new skills and then watching their careers blossom and into something that they never imagined it could. Glidewell has gone from 1100 to 5000 employees through leadership training Barbara: So did you just like pick and choose? I mean, obviously not the executive part, but it basically managers. And then once you finished those managers, did you choose like the next group or did you have people lining up saying, pick me M. Pick me? Stephanie Goddard: Yeah, we had an application process. So in the beginning people would apply to be in and then we would pick the cohort. We would do interviews with everyone. We would interview their leader to find out like, is this person ready for this course? And then we had to talk to the person themselves about understanding what their commitment was because it was a big commitment. They had to read four books and some of them probably hadn't read a leadership book ever or maybe, you know, 10 years ago and they were going to have to read four different leadership books. You know, like Leaders Eat Last with Simon Sinek or different books on EQ and those types of things change management. And so we wanted to make sure that they were ready for that, that if they were married or they had kids, that their spouses were supportive of it because it was a lot of homework at night too. So yeah, it was amazing. So it's just like I love watching all these people and honestly, after they go through it, their eyes are opened and their careers just really take off. And if you think about it, you both would know this because you've been through this. Technology has changed the lab space so drastically. Elvis: Oh, in the last 18 years a little bit. Stephanie Goddard: Yeah. And you know, there was so much fear with technicians around technology because they were afraid of losing their jobs. And you know, I feel like Glidewell is a poster child for success in this because we went from 1100 to 5000 employees and have implemented significant amounts of technology. And the way that we've done it is to create new opportunities and new business lines for people. So those technicians, they might not be, you know, in the plaster room today, but they're doing something else in a new technology that we've invested in. And because they've gone through this leadership training, they're now ready to take those on. And through this training, it gave them those change skills that they needed in order to help us get through change and help us, you know, get through that J curve of change. So I think it's been really amazing to watch it. Elvis: I mean, with that many employees, you can't just hire a whole bunch of new people to run technology. You have to, You know, help those that are there get to that next level. Did you have people that resisted? Barbara: I was going to ask. Elvis: Leadership training. Barbara: Yep. Elvis: We know technicians. I mean, let's be honest, we're stuck in our ways. Barbara: You took it right out of my mouth. Stephanie Goddard: Of course there's always people listen like, it's 18 years later and I can like look back on it lovingly and like it's positive glow. But I can tell you in the middle of it, it was pure hell. Yeah. Barbara: Oh gee, I believe that. I mean, it's tough for people to change even if they want to. It's still hard. Stephanie Goddard: Yeah. I mean like human nature, like do you drive to work the same way every day or do you take a different path to work every day? Barbara: Same. Stephanie Goddard: Exactly. Human beings are creatures of habit. We get up at the same time every morning, we make our coffee the same way, we brush our teeth the same way. You know, we drive to work the same way. Elvis: Yeah. Stephanie Goddard: Humans don't like change. And it's not just in your personal life. It's especially like it's even more critically at work because that's your livelihood. Right. Like that's money in your pocket, that's what pays your bills. Barbara: Yeah. Elvis: And now you're all of a sudden asking These people, after 10 years of sitting on a bench, let's read four books. Stephanie Goddard: Yeah. Elvis: Go to class. That's tough. Stephanie Goddard: Yeah. Did you have a lot of technicians slash managers at the time Elvis: Did you have a lot of technicians slash managers or as we say on the bench managers at the time? Stephanie Goddard: Yeah. So a lot of the mid level managers were like maybe end of the line QC managers. Elvis: Yeah. Stephanie Goddard: Right. So they're. Yeah. So they're sitting on the bench with their technicians. And, you know, not talking to them, just looking. Elvis: Not managing. Stephanie Goddard: Yeah, exactly. Barbara: Yeah. Stephanie Goddard: And then we had a lot of, you know, sort of like floor managers that also not really managing. Managing. I would say workflow more than people. Barbara: Yeah, makes sense. Stephanie Goddard: Yeah. Elvis: Workflow doesn't talk back. Stephanie Goddard: That's the nice part. I always tell people, like, running the business is easy if it wasn't for people. Elvis: Oh, yeah, yeah. Barbara: It's like, adult daycare some days. So I used to say that I don't say that anymore because it's kind of rude, but it's kind of true. Stephanie Goddard: Well, some days are like an ongoing therapy session, it feels like. And, other days are like, okay, we've got this. Let's focus on business. Elvis: So did you put on these courses or did you bring somebody in to do the courses? Stephanie Goddard: You know, so I hired somebody who had a really strong leadership background. And we purpose made these courses based on what we felt like was necessary in Glidewell at the time. And the reason we did it that way is because I wanted it to be so specific to Glidewell. And because this was new, I didn't want somebody to say, oh, this doesn't apply to us. Yeah, you know, and so it was really around, like, where is the organization today? How do we make it realistic and applicable to where our, people are today? And over the last 18 years, we've continued to modify it. We add new books, we add new content. Because the organization is constantly evolving. So with that evolution, people are not. Not starting today where they were starting at 16 years ago. Barbara: True. Stephanie Goddard: Right. So they're kind of coming in at a higher level. So we've had to continue. I started with one person, I think now we have an ent, a team of five people. And that's all they do is ongoing education across the organization. It's not just in leadership. It's every kind of education that you could think of. It's dental technology. It's even they. They put together programs on customer experience. They identify things around AI and tech and things like that. So people, if they want to get certified in coding, they can get certified in coding. So we have a whole team that just focuses on really employee development. Barbara: And when I was there, they were really pro cdts. And I'm assuming you guys still have programs that are letting your technicians go through so they can study for their exams. Because Jim was always just so wonderful about that. Stephanie Goddard: He is. And we've actually gotten better at it lately. Like, we've got more cdts today than we had in the Past. Because I don't know if you face the same thing, Barbara, but, you know, in the lab, business people just didn't want to study for the CDT exam. And it was kind of difficult, too. It was like once a year, and you just sit for it. And now post Covid, they've made it so much easier for people to study for it and then to take the exam that we. I have a lot more people who are actually studying for it and taking it. And we actually have a cdd, like, prep course now that we've developed. Barbara: Yeah. That's fantastic. Elvis: How many people are in that course? I mean, you have 5,000 employees. Stephanie Goddard: Yeah. So it's ongoing at any time of the year. So now we just had somebody get their CDT. We had two people graduate with their CDTs, two weeks ago. So. Elvis: Yeah. Stephanie Goddard: Yeah. So it's at their. It's really at their will and at their leisure that they want to do it. So I would say, I think on average, we probably have 10 more people a year. Barbara: Beautiful. Stephanie Goddard: Getting their CD. Barbara: That's wonderful. That makes me so happy. I love that. Stephanie Goddard: I need to do mine. I know I need to do it. So I. I have a feeling. Elvis: That's a great point. Stephanie Goddard: Yeah. Elvis: So you don't make anything. You haven't made anything. Right. Elvis: So how are you going to get your cdt? Barbara: Digital. Stephanie Goddard: Digital, Yeah. You have to study for the test, so then you have to actually make something Elvis: I think it's great. Barbara: Yeah. Stephanie Goddard: Because it's. I. It's really just a test. You have to study for the test, so then you have to actually make something. But I could, like. Barbara: Yep. Stephanie Goddard: I could make something to pass it, but I'll have to. I just gotta figure I'm done. I'm definitely not going to make a dentist. You wouldn't want that. Elvis: Yeah, yeah. No, no. I'm kind of in the same boat. I don't sit on a bench. I haven't in years. Stephanie Goddard: Yeah. Elvis: So I kind of want to get my CDT too, but I was like, I don't really make anything anymore, so. Yeah, I don't know how I would go about doing that. And that's why I was curious. Stephanie Goddard: Yeah. But no, you can do it. You don't technically have to be sitting on the bench. So one of the ladies who just got her CDT actually is one of our. You know, we have a dental operatory. We have four dentists on staff, and she's one of the, RDA assistants in there. And she got her cdt. She's not making. Elvis: Good for her. Yeah. Stephanie Goddard: Yeah. Elvis: So these four dentists you have on staff, are they treating the employees or do you use them for education and chairside or both? Stephanie Goddard: So it's a little bit of all of the above. So they work heavily with our, our materials R D department. So as our material scientists are working on new materials, they'll give feedback and then they'll seat the product or they'll do some longevity testing on it and those kinds of things. And then they'll give feedback. And if it's pre 510, they'll just do a try in and take a look at it in the mouth and obviously not seat it. If it's post 510, they'll do longevity studies on it. But while it's in development phase, they give a ton of feedback to our scientists on, like these are the material properties that we need to have. If you're going to develop a glass product, this is what it needs to have. If you, want to have a new Zirconia product, this is what it needs to have. So we just launched a new Zirconia product and like the life of Bruxer, and it's called Bruxer Radiant and it's our most translucent zirconia to date. So it's 65% translucency, 65% translucency, and 780 MPa of strength. And they worked, hand in hand with our RD department on really trying to dial that product in. Barbara: That's amazing. Stephanie Goddard: And then so obviously we have several patients here, so we use our employees here as patients and then those become marketing cases. So all of the marketing that you see from us with cases, that's all typically our employees. Elvis: Oh, no kin. Stephanie Goddard: And then we use that for our education. So we put on 10 symposia a year here at Glidewell, so where we host 200 dentists to come in at a time. And then we have about 50 other, I guess 60 other educational events that happen throughout the year where we have like 50 people here at a time. And so we do everything from like implant courses, aesthetic courses, sleep, dentures, you know, removables. And so our dentists actually teach a lot of those courses as well. So they're pretty busy. Wow. Elvis: Yeah, sounds like it. Stephanie Goddard became CEO of Glidewell Labs in 2022 Stephanie Goddard: Yeah. Barbara: So I want to go back. So a little bit. I want to go from the transition to when you became CEO. How did that all. What was the timeline there from, from when you started? Stephanie Goddard: So I became CEO in 2022. 20. I'm trying to remember. 2021. I think it was 21. No, 22. Barbara: three years. So, yeah. Stephanie Goddard: Yeah. So it was really kind of a fluky thing, kind of like my conversation with Rob Grice. So we had a COO at the time. His name was Greg Menzenmeyer, and he had resigned. And so I was just talking to Jim one day, and I didn't think that he would have replaced the coo. Greg had been our second. The first one had passed away tragically. And then Greg and I thought, you know, Jim's probably not going to replace the coo. He'll probably just go back to running the company. And we were sitting, talking one day, and he's like, you know, I was watching Squawk Box this morning, and the guy from Squawk Box, and he's talking about. And he's co CEO. And he thought, co CEO. And that was interesting. And I thought, I could be a co CEO. He's like, so, we're going to make you CEO. And I was like, oh, my God. Barbara: Wow. Elvis: It was just like a conversation. Stephanie Goddard: Yeah. Barbara: Oh, by the way. Stephanie Goddard: Yeah. Elvis: yeah. Stephanie Goddard: And I was like, what? But I said, no, no, no, Jim. Like, no, no, we can be co CEO. And he's like, no, we'll just make you CEO. Yeah. And I said, why don't you think about that for a little bit? And then nothing was ever said again. And so I went home that night and, like, maybe as women do, like, I thought, did I make that up in my head? Like, did that happen? Did that not happen? Like, nothing. Elvis: I don't think that's just women. I think I'd be the same. Did he say that? Stephanie Goddard: Yeah. And it seemed very, you know, just kind of, like, nonchalant about it. And then, Elvis: Yeah. Stephanie Goddard: Yeah. And then I think it was a week later, my head of HR called me and she's like, I have the letter that's going to go out to the entire company. Barbara: Oh, my God. Elvis: And there was no conversation between that mention and the letter? Stephanie Goddard: No. And then I went and talked to Jim and I said. Elvis: I was like, hey, whoa, whoa, whoa, wait a minute. Stephanie Goddard: Yeah. And I was like, let's talk about this. Like, are you okay? And he's like, no, no, no. You've been with me for, you know, 16 years or whatever, and, yeah, you've been running a lot of stuff for a long time. And, you know, he still, like, the reality is, you know, Jim comes into work every day, still five days a week. He's still heavily involved in the business. Yeah. So heavily involved. He really does let Me make the daily decisions. But like I tell people, I always have my WWJGD bracelet on. What would Jim Glide Will do? Elvis: Yeah. Stephanie Goddard: So, you know, I really try to understand and respect the fact that he created this beautiful thing that we call Glidewell Labs. And I don't ever want somebody to say, like, 2022, the beginning of the end of Glidewell, when Jim Glidewell appointed Stephanie Goddard as the CEO. I try to really respect his vision and his values. And I do try to remember that with everything that I do. And, and you know, there are a lot of times when I like, I said, we share an office, so I talk to him every day. But there are times when I'm like, hey, Jim, I want to run this past you before I do it. And he's like, sometimes he'll say, well, I don't agree, but you do what you need to do. I understand why you want to do it, but it's your choice. And sometimes, most of the time he says, you're running it, you figure it out. Barbara: Wow. Stephanie Goddard: You know what you're doing. So he's really just, just a kind soul and he's been a phenomenal mentor to me. Like, I really couldn't ask for anyone better. Barbara Glidewell is the CEO of 10-person company It's, I'm, Barbara: I mean, like, that is just so daunting. I mean, it's to me anyways. Not to you, obviously, but like, what was that transition like? And do you have any downtime? Are you always working? What's balance look like for you? Like, help, help us understand and our audience understand what that is like. Elvis: Did you just move in? Stephanie Goddard: Well, I did move closer. So for 16 years I was commuting from Carlsbad, so it was like an hour and a half commute. Elvis: which in California was what, five miles away? Stephanie Goddard: Yeah, no, it was actually 55 miles. So now I'm. Elvis: Wow. Stephanie Goddard: Now I'm four miles away. And I get frustrated when it takes me more than 12 minutes to get to work because I get an extra light. I think you're very kind, Barbara, to say that it is daunting. You know, I try to hide it, but, you know, there's a lot of pressure to run any company. You know, like, I know a lot of dentists, obviously. And you know, I think it's actually much more stressful to be a CEO of a 10 person company than a CEO of a 5,000 person company in some respects. Because when you're the CEO of 10, you are everything. You're the head of HR, you're the head of the company, you're the CFO. you're the head of marketing, you're the, you know, head bottle washer, you're the therapist, you're. You are literally everything. And for me, it's the CEO of glidewell. Like, I have a head of hr, I have an employment attorney, I have an IP attorney, I have a head of engineering, I have a head of software development. Like, I have people who, who, like, run parts of the business who are so much more brilliant than me and who can really drive growth in those areas and are amazing support networks for me and really help hold me up. Like. Yeah, you know, they, they are my, you know, there's a lot of them, but they are the four legs to my stool. Right. They're the ones that hold me up and help me run the business. But no, it's a lot. Like, there's many weeks that, you know, like a normal person, you know, I work my typical day, but I. I'm never really off. Right. I'm doing emails at night. I do them m early in the morning and I do emails on the weekends. We have a lot of events on weekends here. So there's many a Friday night that I'm working until 11 o'clock at night or Saturdays when I'm back in the office again because we've got 200 dentists here. So it's not a job like for the faint of heart or for somebody who just wants to kind of like, you know, do their 40 hours and go. Yeah, that's just not a possibility. But work life balance is. I'm going to be 55 at the end of this month and it's still something that I'm trying to work on. I don't know if I'll ever have the answer. Barbara: Wow. Elvis: But the nice thing is all these people, as you mentioned, the legs to your stool, you've spent, what, 16 years developing their leadership and their ability to succeed. So, I mean, they're there because of you. You've set yourself up for success. Barbara: Yeah. Stephanie Goddard: Well, that's a really nice way to put it. Now I'm feeling really good about myself. Thank you, Elvis. Can we be best friends? And whenever I'm having a down moment, you can just. Absolutely. Elvis: That's what I'm here for. Stephanie Goddard: That's a really nice way to look at it. Thank you. You must have run into a lot of people who didn't know who Stephanie was Elvis: You must have run into a lot of. Who. Who is Stephanie when you became CEO? I mean, was that a thing? Stephanie Goddard: I still get it. I think I got it this week. Barbara: Wow. Stephanie Goddard: Really? Elvis: Your name's not on the building. And, you know, everybody knows Jim. So who the heck is Stephanie? Must be a common occurrence. Stephanie Goddard: It is, but it's okay. I kind of like it that way. Elvis: Yeah. Stephanie Goddard: People who know me really well, I tell them like, I'm an introvert and they're like, you're not an introvert. Like, you're so ridiculous. And I truly am an introvert. It's just with people I know I can be very extroverted. But I was raised as an only child, so I have, like, I have. I, like, I crawl in my hole at night and I sort of recharge my batteries. I'm perfectly okay with people not knowing who I am, and I'm okay with people knowing who I am. like, I don't have an ego that says like, you, I am the CEO and you have to, to know who I am and you have to treat me a certain way. I'm like, sure, yeah. You know, and it's funny, like sometimes I'll be talking to people and they'll go, so what do you do at Glidewell? And I say, I'm the CEO. And they're like, oh my God. Oh my God. I've been talking to CEO for an hour and I didn't even know. I just thought you were a technician. Barbara: Well, with everything that you give back, like, how do you keep yourself recharged? Are you in like CEO groups or, you know, things that, where you can keep yourself, you know, learning and growing. I mean, I'm sure that's something you need. Stephanie Goddard: Yeah, I mean, for me, personal, you know, mental stimulation and interpersonal growth has always been super critical for me. And just the way I've always been, that's something that keeps me going and alive. So, yeah, I'm right now I'm doing a 12 week certification course on my own time to just learn some more things about business. And then I belong, belonged to another women's development group called Chief for a couple of years where it was like female leaders who got together once a month and sort of, you know, helped one another grow. I have my own program that I developed Guiding Leaders, which is a, female dentist leadership development program. So we have 25 ladies out here every month for six months. And I really love getting to know them and seeing them grow and supporting them in their own journeys. And then, you know, I have amazing, amazing, amazing friends who are just phenomenal support networks to me. And then I have my two kids and they're both adults now. And so it's you know, it's a different relationship as your children age, and they can help you in a different way. And. And, you know, when they're in the workforce and they start to understand the stresses that you're going through, they become, like, more confidants sometimes for you as well. So. Yeah, so I try to maintain a happy balance, but trust me, I have my moments of stress and I. I'm. I'm a normal human being, just like the rest of everyone. But I am trying to, like, just not sweat the small stuff. Right. And just let it, Learn to let it go. Barbara: but I think it's a super real answer, and I think that just goes to show the kind of person you are. It's like we all have a little bit of vulnerability, and we all know we need to grow and keep learning, and that's exactly what you're doing, so I commend you on that. It's tough. I mean, I can't imagine the pressure that. That you're under, so. Jim Glidewell treats his employees so well, especially around Christmas Stephanie Goddard: Well, luckily, Jim's still at the forefront. So, like you said, most people want to meet Jim Glidewell, which is good. Barbara: And how old is he now, if I don't. If I don't mind asking. Stephanie Goddard: He's 79. Barbara: Holy. Stephanie Goddard: He is a very spry. He is, like, awesome. Yeah. My mom is 81. And, like, the two. Those two people are like the spriest, you know, boomers that I know in my life. Like, wow. My mom and I just went to South Africa for 10 days and I was so worried. Elvis: At 81. Stephanie Goddard: At 81, I'm like, oh, my God, this is gonna be a nightmare. And she, like, had more energy than anybody else on the trip. And that's like, Jim, like I said, Jim comes in every day. He's here at 8:00am like, he's got energy. He's, like, emailing me at 3:00am, at 9:00pm and like, he never stops. Like, I'm just like, jim, can I just have like. Like, I'll just take, like, 1cc of what you've got running through your veins. Like. Elvis: What are you drinking over there? Barbara: Yeah, but at that age, I mean, I. I don't imagine that he wants to slow down. I. I have a co worker that says, you know, what else would I do? Like, I love going to work. And it sounds like he's still, like, all in. Stephanie Goddard: Yeah. I think that, you know, honestly, watching sort of people in my life as they age, and I will say the ones who work the longest tend to fare the best. Right. Because Their mind is constantly working. Physically, he's really fit. You know, he golfs several days a week as well, so he keeps himself in good health and. But I think that mental stimulation, really, it does wonder. Yeah. And I think that's really what keeps him going. I think, you know, if he wasn't coming to work, that would. That would be death to him because he really does thrive on being around people and getting ideas and talking to people and just being in this environment. And he also just has a sense of not wanting his employees who have been with him. And we have one employee who's been with us, you know, 47 years he's been with Jim. Wow. 47 of the will. Our, cup will be 55 in January. Elvis: Is he in the model room? Stephanie Goddard: He's actually in R D now, but he was. He was a technician and removables for years. And now he works in our, R D department. And he's actually going to retire, I believe, this year. Elvis: You better throw him one hell of a party. Barbara: You know, they are going up. We've heard about you guys parties now. Stephanie Goddard: Ah. Barbara: you guys are amazing to your employees. I've seen so many pictures. And you guys just treat your employees so well, especially around Christmas. And just all of the different ethnicities that you've got. And it's always like, you know, each and everybody has a party for, you know, who they are. I love that. Stephanie Goddard: Yeah. And honestly, that's all driven by Jim. I mean, the Christmas party is his thing. He loves that party. It's like, it's my favorite day of the year. Like, I love going to that party. It's so much fun. And. And he's really the one who drove. You know, we started off with Chinese New Year, and then it's blossomed into now we do Cinco de Mayo, and we celebrate Narwhous and we celebrate Diwali. And, so it's really become. Elvis: How do you guys get anything done. Stephanie Goddard: One would wonder, right? Elvis: Every week there's a holiday for somebody. Stephanie Goddard: You know, it's just. It's just a little celebration. And I think it's so nice because he's so super respectful of cultures and he doesn't want people. Like, he's really tried to create an organization and a culture of being accepting of all cultures. And he just doesn't want people to come here and feel like when you come to America or when you come to work for Glidewell, you have to ignore your culture or deny your culture. He wants us to celebrate it and So I think it's really lovely. And the impression. Elvis: No, I think it's awesome. Stephanie Goddard: They really, really appreciate it. So it's the little things sometimes, right? Barbara: Yes, very much so. Glidewell is planning on several new products over the next few years Elvis: So as we wrap up, let's talk about what Glidewell is planning on for the next few years. I mean, obviously R and D is a constant thing. Can you let us in on, some of the good stuff heard here first? Stephanie Goddard: So I said it. Sorry, told you a little bit earlier about Bruxer Radiant, which is our new Zirconia product. It's actually not officially launched yet. I think it will. We've kind of done like a soft launch with a few customers, but you'll start to see its name and marketing materials out there. Elvis: Is that a lab can buy a puck of it? Stephanie Goddard: No, it'll be a dentist. so it'll be crown and bridge work that comes through our lab. And as we perfect it, it'll be something that we start working with labs. It is very. With any new product, it's technique sensitive. So as we start to dial that in, then, yeah, we'll work with other labs and, give them access to that product. We will have a new crown. I forget the name. Oh, shoot. What's the name of it going to be? Fusion. Barbara: Oh, I like that. Stephanie Goddard: Yeah. And it's also a Zirconia product, but this is Jim's brainchild. It's a Zirconia coping with a zirconia veneer on top, wrapped with the mamelons and the contacts wrapped around the copings. So it looks very, beautiful. So it'll be the first Zirconia on Zirconia. I know we have a lot of other products, you know, cz, but it's like porcelain. Elvis: That sounds technique sensitive. Barbara: That sounds cool. Stephanie Goddard: Very technique sensitive. But I think it'll be an amazing product when it comes out. We have a new glass product that'll come out on our Chairside system. It'll, be another now product, but it'll be a fully centered glass product. So similar to fully centered Zirconia. It'll be fully centered lithium disilicate product. We don't need an oven afterwards. Yep. We're still continuing to invest heavily in technology. So, you know, we, we have our own internal software development team. So we're continuing to build out all of our design technology. You guys would appreciate this. You know, we went from back in the day designing, I think, think 30 crowns a day on this software at the time, you know, when, when CAD first came out to. Now technicians can design 180 to 200 crowns a day. That's how good our software has become. Elvis: And it's your own software, right? I remember hearing. Stephanie Goddard: Yeah, yeah. Elvis: How come you won't let us other labs have it? Stephanie Goddard: We do. We do. Elvis: Oh, you do. Barbara: Oh, they share everything with labs. And that's exactly. Huge compliment. You guys. Like, you give it all away. You want everybody to be successful. I so love that. Stephanie Goddard: Yeah, yeah, I know. I mean, that's Jim's philosophy. I mean, he's always like, we have people here all the time. He's like. He's like, I'll show you everything. Like, you can have it all. I'll share it all. Like, he wants everyone to be as successful as he is and, you know, rightfully so. I was talking to somebody the other day. I mean, there's enough business for everybody. Everybody can be fine, and there's still growth opportunities. And he doesn't want to hold anything back from anyone because he really does want. He really is in this for the whole industry. It's not just for him. He really does want the industry to be successful. And, he recognizes how hard it is to be a dental technician and the skill that it takes to be a great dental technician and to grow a business in this arena. And, so he's got massive respect for people who do it. So he really does want to share everything. Barbara: Yeah. that's awesome. Elvis: And you're, of course, are going to continue that tradition, right? Stephanie Goddard: Oh, yes. Yeah, yeah, yeah. I would never. I would never, ever, ever stop that. yeah, no, that. That's something that we'll continue to do until the end of time. So, you know, that's just built into the DNA of Glidewell. You know, there's some things that would never, you know, doesn't matter who's running Glidewell 50 years into the future. It's just. It's just built into the DNA. Barbara: Well said and so true. Stephanie says if you want information about lab space, you have friends Elvis: Do you go to, like, Chicago Lab Day? Have you experienced all these lab things? Calab envision. Stephanie Goddard: And I do. I do. So, yeah, I go to Chicago Midwinter every year. So I don't go to everything, but I go to as much of it as I can. And sort of the bigger ones I try to go to, and I stay heavily involved with other lab owners as well and just try to share information. I mean, it's a weird industry, right? Like, if you want to get a pulse of dental, you can read ADA and sort of what patient flow looks like. You can look at the companies, you know, that are publicly traded, but if you want information about what's happening in the lab space, you have to have friends. Barbara: Oh, yeah. Elvis: That is a great point. Stephanie Goddard: You know, it's just not readily available information. So, you know, I highly value the friendships that I have. And I think it's so important for Glidewell to share our information and for us to get information from others because that's, that's, it's the best way to understand, like, what's going on in our industry. Elvis: Oh, wow. Barbara: well said. So true. Elvis: Yeah, very good point. Barbara: Love it. Elvis: Stephanie, thank you so much. Barbara: Yeah. That was awesome. Elvis: That was amazing. Stephanie Goddard: Oh, my goodness. Thank you for having me. It was such an honors. Really a pleasure. Barb, I know we've met, but, Elvis, I've never met you, so if you're in Chicago this year, please let me. Or next year, please let me know. I'd love to meet up for a coffee or something. Barbara: Awesome. Elvis: Yeah, yeah, I'm usually around somewhere. Yeah, yeah. But thank you so much. Stephanie Goddard: No, thank you both. I appreciate it. Elvis: It's good to know the person behind the. The new title. Stephanie Goddard: Behind the title. Elvis: Congratulations. Yeah, congratulations to all your success. Stephanie Goddard: Thank you. Elvis: Well deserved. It sounds like it. Stephanie Goddard: Thank you. Thank you. I appreciate it. Elvis: Yeah. And, like you said, we'll see you next time. We, we'll see you. Stephanie Goddard: Perfect. Thank you so much. Have a great rest of your week. Elvis: You too. Thank you. Stephanie Goddard: Bye. Voices from the Bench thanks Stephanie Glidewell for joining the podcast Barbara: A huge thanks to Stephanie for coming on our podcast and sharing with us a little bit about who you are. A lot. about who you are and what made you such a great pick to run such an amazing company. While you have been at it for three years, it's still new to us. Us. So we are going to congratulate you again on your well deserved role. Congratulations. We really enjoyed hearing about how you took the time to turn bench managers into better managers and how you have given countless employees opportunities for career development and growth, which I really love that because I'm on the bench. And to become a leader and learn how to manage people, you need to learn that skill. So thank you for continuing to allow Glidewell to share with and encourage other lab in our wonderful industry to succeed, which is so wonderful. You guys have always been amazing. I do have one warning for you though, since you asked Elvis to be your best friend, which he's pretty awesome at that. He can be very needy at times. Thank you again, Stephanie. You're amazing. Elvis: All right, everybody, that's all we got for you. And we'll talk to you next week. Barbara: Have a great week, guys. Elvis: God, that was a show. All right. It's all me, not you. The views and opinions expressed on the Voices from the Bench podcast are those of the guest and do not necessarily reflect the official policy or position of the host or Voices from the Bench, llc.