Architecting your Industry 4.0 Career

from this first job i'm going to figure out how to use technology for u.s manufacturers to help them save and create middle class jobs and that happened here so if you're a young if you're a brand new engineer if you are a technician who's converting into the engineering world if you are a graduate student if you are a manufacturing engineer who just did your first co-op you are where i was when i made the decision that i'm a mission-driven person so what i did was i charted out a plan so that i could eventually end up where i am today which is teaching manufacturers how to leverage technology to do more with less the arc of my career we're back take zero [Applause] all right so this is the first live video we have shot in a year right almost a year zach flew out to dallas last night and uh we have a list of videos we want to shoot today live stuff that's been on our list for a long time we are happy to be back in front of the white board you may or may not notice that we're actually in a different we're in a new office we moved locations so this is the first time zach is seeing the new uh carrollton based office in texas so in this video i'm gonna do is uh we get i've gotten a ton of questions on the discord server about my career a lot of people who are either doing their graduate work right now writing their thesis doing double e or their manufacturing engineers and they they've done their co-ops they've done their internships and now they want to they want to get more information those co-ops and internships were with manufacturers and they've found our community our industry 4.0 community and they want more information about my career how did i end up where i am so we've done this in the if you want to see where i initially talked about this you can click on the link to the what is an expert video where i kind of go over my career and talk about my bona fides and my credentials and why it is i preach what i preach and i know what i know and why it is i'm an expert in the field but i'm going to go over it in more detail in this video so on the left-hand side we just have the arc of time from when my when my education started which really was in 1980 1981 um up until present day left-hand side i was born in in texas i'm from dallas texas i moved to upstate new york when i was seven years old after my mom got murdered um and uh i was adopted by a family in new york my mom actually got murdered in new york we moved there she got murdered in new york and then i had to stay there so i got adopted by a family there my my mother's death and what i experienced as a childhood in my childhood made me values and mission driven so what does that mean what that means is that i have a core set of values that i live by which is transparency authenticity expertise humility and servant leadership when i was seven years old i didn't have those values i had some of those values and as i grew in my my young age i acquired new values from mentors from my adoptive parents from my siblings from my experiences and i have lived my entire professional career under those five core values and we'll do a whole other separate video about why how being a values-driven person or a mission-driven person can drive your career and make you successful and help you have a meaningful life in your career right so i did my primary education in upstate new york at the same time the manufacturing exodus was happening okay so when you hear about the rust belt in the united states the rust belt is the area of the united states that used to be heavy industry and is no longer heavy industry and most of that is in the northeastern united states so this is places like buffalo new york rochester syracuse the southern tier this is cleveland ohio this is pittsburgh this is that when you talk about those places that's called that's called the rust belt in the 1970s and 1980s and 1990s we had a manufacturing exodus from the rust belt to lower cost lower labor areas in the united states manufacturers moved to places like research triangle park in north carolina which had much cheaper labor they had much lower regulatory environment a lot cheaper taxes so in in 1993 when i moved to north carolina to do my my undergraduate work i lived in raleigh for five years when i moved to north carolina to do my undergraduate work that was at the exact same time that raleigh north carolina was voted by money magazine the best place in america to live it was called the best place in america to live because of the manufacturing exodus where companies moved from the rust belt to that area at the same time they were also moving to mexico they were moving to china they were moving to vietnam they were moving to india to get cheap labor okay so i grew up in an environment where my friends my friends families all of the working-class americans that all the people i knew of who were working class because i was working class their families went from being middle class and upper middle class to working at gas stations and working on farms why because of the manufacturing exodus part of that was poor strategic decisions from companies like kodak and smith corona cortland new york for example um was a was a bastion of manufacturing for a very long time very big in fasteners and big and typewriter manufacturing smith corona and they made strategic decisions that ended up killing their operations smith corona didn't die because they couldn't afford to they couldn't compete with cheaper typewriters they died because they believed that no one would adopt computers they didn't move to become a technology company and it ultimately killed them eastman kodak did the exact same thing eastman kodak they had an opportunity they own the original patents to digital cameras technology driven cameras and they believe that no one would ever abandon film so they didn't adopt technology that's right they wanted to sell the film that's what they did they they they couldn't kodak and smith corona those types of companies could not get out of their own way okay but other companies like magna which is a automotive supplier ibm they were forced to they they believed that they were forced to go chase cheaper labor and and the reason why they had to do that was because they didn't do what americans do best which is innovate okay so i observed personally growing up in a trailer park in a working class family and and having working class peers i watched them go from living in the type of house i wanted to live in growing up to living in the kind of house i was living in okay and that was because of the manufacturing exodus so that was my experience all right i started acquiring my values during that period okay of transparency authenticity expertise humility and servant leadership when i graduated from high school i went to an elite institution initially in upstate new york i was a good student in high school and i went to an elite institution and but i didn't belong there it boiled down to you know i was going to school with a bunch of rich kids i couldn't relate to and that was when i really discovered that there were two worlds in america there was the the world of the haves and the world of the have nots so i transferred to i moved to north carolina which is where the manufacturing exodus went and that's when i discovered what was happening in north carolina was they initially moved there for cheap labor but then they started to innovate their businesses so when pharmaceutical companies move their research triangle park was a is it was and is a technology hub in the united states and that's and that's why a lot of manufacturers went there they went there to get the resources who had the who could drive technological improvement in their businesses so i observed that i started studying sociology and history doing my undergraduate work because i was going to teach i learned through my socio my sociology education some groundbreaking information growing up i believe manufacturers were leaving because of corporate greed and if you ask most people they're going to say yeah they left because they're greedy if you ask trade unions or if you ask the the unions who represented the employees they're going to tell you no management was just greedy that just isn't true that simply isn't the case company american companies who employ americans want to keep employing americans i deal with executives in my career now all the time and it is one of their primary goals they care about employing americans but at the end of the day it's a business and in order for them to be successful to continue to employ americans they have to figure out how to do more with less that is the the name of the game in in manufacturing in sales in product development it is figuring out how to provide more value for less costs it really boils down to that piece so while i was studying sociology i discovered that piece that manufacturers started they started migrating away from the rust belt be simply because we didn't do what americans do best which is innovate we didn't use technology we didn't leverage technology to do more with less the organizations themselves either didn't have the technological resources or they didn't have the political capital to make that move and that's why those those manufacturers didn't survive in the northeast so after i completed my undergraduate work i got my first job i moved back to upstate new york and i got my first job working in assault mine as a laborer okay and so i was just shoveling belts it was just a good paying job uh in a salt mine in heavy industry it was my first foray into working in industry or any type of manufacturing we basically drilled into natural resources blew up the salt and then we you it was used to uh to salt the roads during the winter time i worked my way through college obviously i got scholarships but i also worked my way through college one backup piece i worked in an arcade for a couple of years while i was in college and i got a certification in 5 volt dc systems so that i can maintain like pinball machines and that kind of stuff so now i am and one of the things that i learned during that process was i could learn i learned how to write uh read iec drawings so specifically the types of drawings you see coming out of like germany that kind of stuff electrical drawings so while i was working in mining they had this new type of mining equipment i worked for a company called cargill de-icing from 2000 to 2005 i think is when i left and they had this new mining equipment called smag mining equipment which was all plc operated and remote control there were two types of mining equipment in that mine you had conventional equipment which was uh hydraulic over hydraulic control so it was just basically manual control so the scalers the drills the roof bolters they were all manual they were all hydraulic over hydraulic control there was no electrical control there was no automation that equipment was really really expensive to maintain so leaked lots of hydraulic fluid it was bad for the environment all this kind of stuff at the same time the company invested in this new german technology called smag which was plc controlled it was electric over hydraulic and it was all remote control operated so the operator didn't have to stand on the machine he got to stand away from the machine holding a remote control the problem is that the technological resources that cargill had in the mine at that time could not support that equipment they were good at supporting hydraulic over hydraulic control but they didn't have any experience supporting the electric over hydraulic control with the plc control neither did i just by sheer flux i when i was a laborer i was working in the maintenance department as a lube truck operator so i drove the loop truck around and i filled up all the equipment with hydraulic fluid okay one of the things an interesting story that no one's ever heard before is when when i would fill up the conventional equipment that was hydraulic over hydraulic it would it leaked a lot of hydraulic fluid so i would have to fill up a lot of hydraulic fluid into those equipment each shift okay but if i when i went to the electric over hydraulic equipment the smag equipment that they use flow control valves instead of instead of pilot controlled valves they use flow control valves that were electric controlled and they leaked a lot less hydraulic fluid they had a lot less moving parts and so a there was a massive amount of costs that that cargill was spending on hydraulic fluid alone just to keep running this old equipment and while it used it required more electricity to run the new equipment it the net gain was was that it was a lot cheaper to run the new equipment the problem is they couldn't support it so it just so happened that we had a roof bolter that hadn't run in about a year long story short the because i could read the german drawings my supervisor a guy named joe rolfe who's had a huge who had a huge role in my career he asked me to go with an electrician and re and translate the drawing for him while he tried to troubleshoot this roof bolter long story short over the course of three days the electrician gave up i did not and i fixed the i fixed the machine it hadn't run in a year a year and a half it literally sat in a a reliever and i fixed it after three days i had i didn't know anything about three-phase electricity i knew nothing about industrial controls i didn't know what a plc was but i could read the drawing i could troubleshoot the problem i fixed it after three days it was just a short and a piece of conduit i was able to fix it i hit the button and it and it drilled and and all from that moment forward this guy who had a degree in sociology who was a laborer working in the maintenance department became the guru fixing this equipment and this is a true story and anybody who worked with me at cargill is going to know yup that's exactly how walker got introduced to industrial controls so while i was in mining i had an exponential growth curve when it comes to industrial controls i i learned i became an electrical apprentice and i learned three phase i over the course of the five years i um i finished my apprenticeship at the same time a light bulb came on at me with for me while i was in mining and that's where my mission was discovered my mission was i could turn around this manufacturing exodus i could take what it is that i experienced as a kid what i learned in college and what i discovered in my very first job in industry and i could help save and create middle class jobs in the united states i could turn around the experience that i had as a kid and so my mission became from this first job i'm going to figure out how to use technology for u.s manufacturers to help them save and create middle class jobs and that happened here so if you're a young if you're a brand new engineer if you are a technician who's converting into the engineering world if you are a graduate student if you are a manufacturing engineer who just did your first co-op you are where i was when i made the decision that i'm a mission-driven person so what i did was i charted out a plan to to learn everything i could as quickly as i could so that i could eventually end up where i am today which is teaching manufacturers how to leverage technology to do more with less i own 44 companies today five of those companies are centered around industrial automation and i have 39 companies that are just completely unrelated to industrial automation but our all of our mission is to help save and create middle class jobs and they're all based on the same core values i acquired when i was a kid so what i did my plan is actually charted here it actually worked out exactly the way i laid it out some of the years are off a little bit but my initial plan was i wanted to go back to school and get a double e in electric electrical engineering so what i did was while i was in mining i went to grad school to get a graduate degree in education i got a master's in education because i was going to teach i discovered that i couldn't i didn't have the temperament to teach young kids so then what i did was i um i completed that graduate work at the same time that i started working on a double e while i was working in mining and the cool thing about cargill was that my mind manager um a guy named steve horn he he made a lot of accommodations so that i could you know come to work 30 minutes late you know so after class uh so that i and that i would work second shift i'd work 2 30 to 10 30 i moved to third shift some of the semesters but i worked full time and went to school full time acquiring my education at the same time i started working with our local rockwell distributor i started programming the conveyor automation the screen plant automation i started learning a lot about hmi scada in this mining phase i also charted out my plan i wanted to go to the four core industrial processes which is a slow speed dirty process a high speed dirty process a slow speed clean process and a high speed clean process that that's what i sketched out and this is the course of my career when i when i felt when i when i was in mining i was in a like an electrical technician position the whole time i was not an engineer yet i uh as soon as i felt like i wasn't growing anymore i didn't learn anymore i learned everything i needed to learn about mining and i was using my skills to help them innovate and i had as much as i could i made a shift as soon as i felt i was plateauing i made the shift to the next i went to the next industry so i went from a slow speed dirty process to a high speed dirty process in printing i selected printing for two reasons number one i wanted i didn't have any motion control experience and number two i didn't have any experience with profibus everything here was data highway plus and we were just doing a little bit of ethernet ip initially i cut my teeth on rockwell and rsv 32 and all that kind of stuff here in mining in printing i moved over i started learning siemens a high speed dirty process how that process works i started learning profibus and profinet i built a a plant-wide supervisor control and data acquisition system that also incorporated the art department while i was in this printing facility when i felt i plateaued there i got a lucky into uh during the economic downturn in the late 2000 um an opening came up at new core steel that was partially electrical technician and half engineering i went to the steel industry and i can't remember how long it was at new core three three four years and that was the first time that i went to i want i went to a heavy industry position so i was originally going to do a clean process but i ended up saying i'm going to do an uh heavy industry while i was at new core steel that's when i built um my first scalable self-aware scada system one one in the melt shop and then one in the in the rolling mill at the same time i also integrated 100 percent camera coverage of the process into that scada system this was the first time that i really started working with data acquisition and data analysis where and and outputting digitized values to people in the plan and the and the and the ultimate gainer here for new core steel was reduced downtime that was absolutely the biggest piece there was no like scheduling optimization or anything like that yet why in safety right what and there was my six month period there and my career nearly got derailed to new core because i was afraid someone was going to die and that you can watch my whole you know the infamous email story when i was at new core steel i left new core steel for a full-time engineering position in tier one automotive and i was a product engineer there so we were a tier one automotive um supplier who supplied chain to u.s car manufacturers but we were also an oem um this at new core steel and that and that the tier one automotive supplier are a tier one uh called borgwarner automotive i that's when i learned everything about what's wrong in our industry so that is what's wrong with rockwell's business model what's wrong with uh wonderware's business model what is why is it that innovation is being choked in the industry that's when i learned that here i left borgwarner automotive and i moved to systems integration so that's when i came back to texas all of this is while i was in new york bought my home started my family started raising my kids and then we came back to texas and that's when i moved into systems integration i worked for another systems integrator i started so when i started in systems integration i basically took what i had learned in this process here that is why is it that we can't unlock potential on the plant floor why is it that when the company when the organization spends you know six or seven figures on some new technology solution it doesn't get wide adoption we don't realize real value and the answer was those solutions are top down most of them are top down and they're never focused on unlocking potential on the plant floor when you looked at the organizations that were able to do more or less we're able to innovate uh on the fly at a scalable level it's because they were focused on enabling people on the edge on the plant floor to innovate that that's the fundamental difference if your strategy is not about unlocking potential on the plant floor your digital strategy if your digital strategy is not about enabling people to do to to do more with less and then scale that across the business then you don't have a strategy i mean at the end of the day and that's what i learned through this process with my own eyes as an electrician working with the actual operators as an electrical technician working with both the oems and the and the operators and as an engineer working with ford motor company and with nissan's product developers working with the minster presses and cincinnati centerless grinder manufacturers and our you know built doing actual machine builds for borg warner that's what we did we we built the machines and then we also made the chain i was the engineer in charge of the the stamping presses the pin the pin machines and the heat treat process i moved to systems integration and started working with you know a who's who you know um you know writing roaster curve programs for starbucks building you know automating automating the fluid maintenance process for pioneer natural resources in south texas you know fully automating paint system for uh for a door manufacturer in in washington if you look at the clients that i i took what i learned here and did full stack integration so that is not just writing plc control not just writing hmis and not just building scada systems but figuring out a way to unify the data that's on the plant floor and convert that into information that's actionable that happened through my my my um my career through systems integration so the arc of my career how did i get to where i am today where today i'm doing education and outreach for the for engineers i'm i'm teaching people how to lead and manage the digital transformation initiatives that i've done over the course of the last 12 years of my systems integration career how it is that we're teaching electrical technicians we're teaching engineers we're teaching manufacturing manufacturing engineers to leverage technology to capture value for their employers i got to where i am today by taking what i experienced as a kid what i learned in my education to craft values and a mission and then i architected a plan the values have played a huge role in my career a huge role every time i am faced with a dilemma and when you are a leader in any industry you're going to be faced with many many dilemmas there and a dilemma is when you have to choose between one or more choices and and both of them are hard there's value that'll come out of either choice and there's a cost that's a dilemma okay i always go back to my values for every decision so for example earlier this week um in fact just two days ago i was on a phone call with my team and a and a major manufacturer in the united in the united everyone st to work with going into that meeting um we are we have designed our iot architecture that we have deployed for companies all over the world to help them do more with less you guys are going to get a really good chance to see an amazing case study this year that demonstrates the value of the unified namespace technology driven approach to digitally transforming organizations okay most of our clients don't let us share this we're blessed that our client here in dallas is going to allow us to do the case study and and do a deep dive on what we actually did so i was in a meeting this week with with the type of client that everyone wants to work with and going into that meeting my team and i uh they already have an a digital transformation initiative that digital transformation initiative is based on the a very common architecture we see you know if you yeah the the digital thread approach and it's in it everyone's trying to do the digital thread if you if you google um industry 4.0 digital transformation you are going to find basically two things you're gonna you well you'll find us and you'll find our community but outside of that us in in the community that we that's been created through the mqtt spark plug b unified namespace approach to digitally transforming you're gonna find two things commercials and white papers that don't tell you anything not a thing and then you're gonna find all sorts of articles about iiot is a is a it's a pipe dream that never delivers digital transformation is a marketing term that never delivers here's why that is a prevailing thought and that prevailing that prevailing thought is driven by the big oems like rockwell and siemens and all those huge organizations who approach digital transformation from the perspective of how can we profit from it now i have no problem with companies making profit as long as they're providing value for that profit but digital transformation whenever we have a ground break in technology there is a there's an opportunity for large organizations to capture profit without actually providing anything until the market has been educated that you are ripping them off until they figure out until they've had a bad experience with you they there's an opportunity for these huge organizations to capture profit from you and they do okay the digital thread the concept of the digital thread is driven by those organizations and the digital thread is the idea that you are going to manually make connections to all data points out in the field map them into objects thread that object up to the cloud pass that object from your data lake into your analysis layer into your visualization and you will magically capture value across the entire organization by creating dashboards that is not digital transformation and here's why digital transformation is about unlocking potential on the plant floor and enabling people to innovate to in order to help you do more with less okay that requires access to data that requires an enablement of analysis of that data and that requires a mechanism for for the people who work on the plant floor who work on the edge we refer to for the people who work on the edge to take the value that they've captured on a case-by-case basis and put it back into an ecosystem that someone else can leverage the digital thread technology does not enable that in any way shape or form it is a one-way pass of data it it doesn't there's no mechanism to unlock it creates a new silo and that silo is the column through which the digital thread passes okay it's the same approach that got manufacturers into the place that they're in today so i had to have this very difficult conversation with a client this week where their digital transformation group was objecting to our architecture primarily on political grounds and that is the person who's in charge of that initiative has already stuck their neck out and said this is the architecture we want to go with they've already they have a team of people who is dependent they're dependent upon using that architecture they've already built a team they've already got a budget you know those people have already said i'm going to deliver on this we know there's data gaps and capability gaps that are going to make them fall short of what it is the executive leadership are expecting on value the time to value is going to be very long they can only go after high value targets because it's expensive to do digital thread and there's going to be data gaps and capability gaps most importantly you will not get wide adoption on the plant floor because you are not enabling if you are not making um edge employees jobs easier if you are not enabling them then your initiative is for not and so going into this conversation most organizations are not going to engage with that the leader of that initiative what your most is systems integrators are going to they care about the sale they they want they care more it's more important to get to get the sale and then and then kick the can down the road and and try to mitigate later that is not our approach and that came from my values our values of transparency means i'm going to tell you the truth for better or worse authenticity means i am going to be myself when i do it i'm not going to use cpu power i'm not going to use any overhead to pre-process my message to you what i'm going to do is be authentic so that what i can do is put all of my brain computational power toward the problem at hand rather than worrying about how your feelings how you're going to react to what i'm saying being an expert means that i'm the brain surgeon and i have to tell you that the that the your prognosis based on the based on the treatment that you are selecting is going to kill you okay um the the servant leadership component is centered around um i'm gonna do what's best for you in spite of you sometimes okay and the humility piece is i'm gonna bring people with me who are good at all the things i'm not good at okay those values i acquired you if you what you want to know is how did i get to where i am in my career i did i got to where i am because i had a plan but most importantly i lived by values and i've lived by my values and my mission one of the things that our chief experience officer told me after the phone call yester or yesterday two days ago with this specific client which by the way we've had that phone call 20 50 100 times with clients it was most people aren't going to tell the client the truth and if you look at the discord server there's a great thread uh in the discord server this week about the guy who works in the energy sector is saying you know well how are you getting them to adopt this technology if they've written this specification and and and yeah and juan is saying you just have to you just have to i have to deliver to their spec you do have to deliver to their spec but you can also offer an alternative option and you can lay out the reasons why their specification is flawed where it's flawed you can do that you can lay that out and offer an alternative option an alternative architecture that helps to mitigate where their gaps are that you are the expert it is your job to do that it you you have we have to stop being sales focused and we have to be values and mission driven okay and and that and part of how i got to where i am is by being values and mission driven every most comp most organizations you know every company out there all of the profit driven companies truly profit by the way i've made millions and millions and millions of dollars in my career i could never work another day in my life but i've never been profit driven and anyone who works with me will tell you i am not profit driven in any way shape or form what i i hire people whose job it is to make sure that we are we stay in business but they're they're not profit driven either and i've made millions and millions of dollars being values and mission driven okay the community we've created the movement that we've created or that we've helped to foster is a huge movement this is not you know we're leaders in the industry but we didn't start this but we did aggregate it that that we are definitely responsible for taking the great ideas that were already out there and putting them together and accelerating them i have very very difficult conversations with people all of the time on a weekly basis i am having really difficult conversations you know what happened that came out of that conversation this week the person who we thought would get upset got upset and he has a lot of authority and he's probably not going to like me but at the end of the day i had a plan i brought empirical data with me i was able to answer all of his questions he asked some very specific questions that were designed to trip me up and i had answers to those questions and i had charts to show him the empirical data that clearly demonstrated that the architecture there's gaps in the architecture that we can fill with the unified namespace technology driven approach and that conversation fostered three more conversations at levels above his pay grade and it looks like that customer who on our chart by the way we have a a white board that has the custom the client the or the organizations we think will not be in business 10 years from now the reason it's all documented is so we can we can measure how accurate we were in those predictions this is one of those customers we we don't believe they're going to be out of business we don't believe we just don't believe they're going to be a manufacturer 10 years from now um we may have changed that and in fact it really looks like we're going to change that that our our our team and our this community and i leveraged a member of the community as part of that conversation um in fact he was he he accidentally i ended up finding out that i you know we're working with this huge organization and he's working he happens to get introduced to him this week and together we can work together to make to keep them from making the mistake that we're seeing manufacturers make every single day so to get to so there are people who say walker i want to do what you do i want to get to where you are okay so in summation how do you do that well number one you have to ask yourself what your values are and then you have to craft a mission if if what we say resonates with you adopt our values adopt our mission our values of transparency uh tell it like it is authenticity be who you are expertise you're the brain surgeon they're the pres they're the the uh patient don't pretend to be a brain surgeon be a brain surgeon okay um and they're the patient humility recognize what you're good at but more importantly acknowledge what you're not good at and sound around surround yourself with people who are good at those things servant leadership you have to deliver for your clients sometimes in spite of your clients okay and you do that by providing value providing value so adopt our values to start adopt our mission to help save and create middle-class jobs in enter country name your country in my case it's the united states and that's what our focus is and then tweak those those values and mission as you go through your career have a plan chart a plan um join our mentorship program when you're when you're in this phase of your project of your career you're the engineer who wants to know how to get to where we are the first thing you need to start to do is lean on the people who've been where you you want to go right we created the mentorship program at iot dot university and the digital mastermind program for two groups of people mentorship is really designed for the people that are in this phase of their career the the people who are trying to figure out they're trying to acquire the knowledge and the experience and the strategies to to do this for for in systems integration you're working with many of these you're working across industries you're getting to see what works and what doesn't work at every layer of the stack mentorship is all about acquiring that knowledge during this this early phase of your career okay and digital mastermind is all about managing digital traffic transformation at this phase of your career leverage the discord server leverage the community but most importantly define what your values are define what your mission is and then have a plan to execute your mission that's what's most important okay again you know this i could talk about the arc of my career for hours and hours and hours and hours because there there are so many stories there are so many details there are so many tough decisions i had to make it's very hard to leave a very good paying job to you know when i worked at new core steel that was a six-figure job okay i made a lot of money at new core because of their compensation model when i moved to tier one automotive my my salary cut in half and i had to make a decision do i really want to go from making 120 000 a year to 60 000 a year simply so i could get that experience on my way to becoming a systems integrator that is a tough decision i made by comparing by running it through my values admission the same way i did that this week with that customer okay so that is my story and i'm sticking to it hey watch the video here and here or down here or down here mostly over here i always see them pop out over here watch them there we're back [Music] you

Channel: 4.0 Solutions

Views: 4,840

Keywords: intellic integration, walker reynolds, intellic, iiot, industry 4.0, digital factory, digital transformation, industry 4.0 careers, what to study, industry 4.0 mentorship program, career mentorship, mentorship, career guidance, automation careers, how to become a solutions architect

Id: F60CMjXSuo4

Length: 40min 47sec (2447 seconds)

Published: Fri Apr 09 2021